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Impact of Globalization on Human Resource Management
Importance of human resources function
Impact of Globalization on Human Resource Management
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Human Resources is an important department with in many larger companies and one that is greatly needed for such functions as; hiring, firing, insurance, and public relations. While in the past Human Resources has been able to operate with little friction from any outside influences, it would seem over the years some new challenges for this department have complicated their fairly standard sets of operations. These challenges while difficult to deal with are may not be enough to break down the functioning capacity of human resource departments, but challenges that are being faced by Human Resources because of technology, economic relations, and job descriptions are changing at a much more rapid pace than they once did. These ever changing conditions in business is creating a great deal of strain and challenge for representatives in Human Resources because it is forcing them to find new ways to do things at less cost that will be able to keep up with the ever growing changes and demands of the economy. “Human resource management in the 21st century presents challenges not addressed by conventional thinking about recruitment, staffing and retention” (Walberg, 2011, Para.1). In past years employees chose a job and remained their the majority of their life most of the times until the day they retired. An employee’s entire life was devoted to one job,however in the 21st century individual’s rotate in and out of several different jobs throughout a lifetime. This factor added to the “ the increasing mobility and increased access to information and this further increases the new challenges that are arising within HR operations. Each country suffers different challenges when it comes to Human Resource challenges in areas of “ Ca... ... middle of paper ... ...nging economy,the ways of technology, and the world in general have done much to complicate matters for HR departments today and will continue to create challenges and hold ups in the future. It will take strategic planning and a great deal of adjustment to make things work out for the best in the years to come. References Walberg, R. (2011). The Race for Skilled Workers; The Competition for Top Employees Is Heating Up Even as Companies Eschew Old Training Methods. Retrieved on 2/21/2011 from http://www.financialpost.com/executive/smart-shift/race+skilled+workers/4104625/story.html Steckler, S. (2010). The Leadership Challenges Facing HR: Top CHROs Share Learnings and Advice on What's Next. People and Strategy: Special Issue: Leading in a Time of Uncertainty, 33(4), 14-21. Retrieved February 21, 2011, from ABI/INFORM Global. (Document ID: 2243713411).
Bohlander, George, and Scott Snell. Managing Human Resources. 15th. Mason, OH: South-Western Pub, 2009. 98-147. Print.
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2014). Fundamentals of human resource management (5th ed.). New York, NY: McGraw-Hill Education.
Ulrich, D., Younger, J., and Brockbank, W. 2008. “The twenty-first century HR organization.” Human Resource Management, 47, pp.829-850.
Human Resource embraces the spirit of mission of teaching, research and training (NJIT Website). Human Resource core purpose is to facilitate the transformation of work life at any organization to a standard that surpasses the organizational planning objective (NJIT Website). Human Resource Departments has several goals to include attracting, developing and retaining a premier and diverse workforce; anticipating trends and consequently providing strategic solutions; fostering creativity, innovation, and learning as a whole to foster and facilitate change; ensure compliance with all federal, state and local regulations, as well as overseas labor laws where applicable; and to promote fair and equitable treatment for everyone in the workplace (NJIT Website). In this paper we will discuss three scenarios that require assistance from the Human Resource Department (NJIT Website).
In an effort to gain a working understanding of the Human Resources field, I chose to interview the Director of Human Resources for an organization in Miami, Florida. What I learned goes far beyond any classroom or textbook instruction. It is clear; the field of Human Resources will never be static, as society, technology, and legal environments change, so will the field of Human Resources.
Human resource management and the organizations in which it takes place are facing challenges from a changing environment. Hiring the proper people with the appropriate skills is an essential part of maintaining the workplace. Economic issues which include downsizing, organizational culture, productivity, ethics, demographics, and diversity plays a significant role when redesigning a company 's Human Resource Department. Success in the field of Human Resource requires an update of knowledge continually. Training, certifications, hands-on experience, and tactic knowledge helps to perform a difficult redesigning task with speed and sensitivity. Human Resource actions are comprised of but not limited to equal employment, staffing, compensation, benefits, labor relations, and safety. Ethical issues are
Organizational success or failure is dependent on a myriad of variables that can be challenging to measure and interpret. Success or failure can simply be luck and timing or an orchestrated and deliberate effort. As new technologies allow organizations the ability to rapidly measure and assess its internal and external environmental factors, more efficient strategies can be quickly implemented. The focus of this literature review is specifically on one of these mentioned variables. The paper will detail the relationship that Human Resources (HR) practices have with an organization’s strategic goals and vision.
Knouse, S. B. (2005). The Future of Human Resource Management: 64 Leaders Explore the Critical HR Issues of Today and Tomorrow. 58(4), 1089-1092.
In recent times, Human Resource Professional has faced a growing number of challenges in responding to the needs of the contemporary workforce and attempting to win “The War for Talent”. These include globalisation, increasing workplace diversity, technological change and an aging workforce among others. This essay will attempt to show that the three most pressing concerns the Human Resources Professional faces today in satisfying the needs of the contemporary workforce are those, of addressing skill gaps, ensuring employee wellbeing and adapting to increased workplace diversity. Companies will need, to address these three areas; in order to become “Employers of Choice”, meet the needs of their employees and achieve their Strategic Human Resource objectives and ultimately succeed in “The War for Talent”.
Human resource is the most valuable and unique asset of an organization. The successful management of an organization’s human resource is an exciting, dynamic and challenging task , especially at a time when the world has become a global village and economies are in a state of flux. The lack of talented resource and the growing expectation of the modern day employee has further increased the difficulty of the human resource function.
Human resource management is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce. (1)
In dynamic, global competitive markets, successful organizations are likely to be staffed with managers capable of adapting to constantly evolving roles, and with the capacity to achieve and sustain optimal levels of performance. The global market place has currently impacted the practice of human resources management in the United States and will continue in the next ten years.
The traditional administrative role of human resource practices is a thing of the past and new roles for HRM are emerging at an alarming rate in the 21st century. HR is increasing its support for business goals and objectives while at the same time becoming strategic business partners. Challenges for the 21st century include, changing roles, shifting demographics, and globalization. In order for HR to stay current, they must adapt and make necessary changes in retraining, alternative work schedules and technological advancements. Then, these successes have to be analyzed and evaluated for effectiveness.
Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)