HRM - GLOBAL CONTEXT

21st Century - Challenges in People Management

Figure 1 - Ulrich (2009).

According to Armstrong and Taylor (2014), the scope of HRM is spinning around organization drafting and development, employee resourcing, learning and development, performance and reward and the provision of services for the betterment of employees. Today, the HRM platform has excelled beyond the scope of organization, due to interaction with global agile work forces. Growing technology has made a wide opportunity to employees doing job in at any place of the world. The rapid growth has dissolved the physical barriers and now people can do tasks far way from where the companies are domiciled (SHRM, 2016). It should look at the globalization in a futuristic way since the change cannot be changed. The firms’ structure has changed according to the following effects of developing international influence.

Globalization :
The methodology of connecting with the businesses/ firms which are functioning in some other place/s of the globe through uniform rules and technologies in order to deliver high quality, extended, service to a multinational clientele (Snell, Morris and Bohlander, 2014). The major task in globalization is managing the people who are different from geographies, cultures, employee laws and business practices. It is also critical to create a fair and adjustable compensation plan facilitates different coasts of living. Organizations could gain competitive advantage from diversified work force through the development of competencies and global capabilities.


Entrants of new technologies :

Figure 2 - Challenges - HR Team-By EssayCorp.

Technology is another type of resource which adopted to meet the organizational objectives through information technology, internet, software systems, developed machinery and automotive objects. It is subject to be changed and updated rapidly and seems replacing many resources used in the past.Ex: The robotics is highly efficient and effective in the manufacturing field rather than human workers. Recruitment and selection functions are undergone a positive growth with latest technologies. 

Technology triggers change the shape of work, work place and work force (CIPD, 2013). It has entered in to HRM through Human Resource Information System (HRIS), e-HRM, HRM data mining, cloud HRM, SMAC, HRM big data and so on, providing up dated and accurate data for internal control and decision making. (Bondarouk and Ruël (2009). Collaborative software allowed interface and share information with each other electronically at any given time in anywhere. According to Snell, Morris and Bohlander (2014), “touch labor” has been replaced by “knowledge workers” involved non-routine activities that adopt lot of information via technology.

According to a research done by Randstad, for SHRM it says, “TECHNOLOGY has enabled millions of workers to choose nontraditional work arrangements and career paths. Our study found 68 percent of workers agree that advancements in technology and mobility have made working as a nontraditional worker easier. In addition, virtual or remote workers make up about 22 percent of today’s organizations but, according to our study, leaders expect that number to increase to 33 percent by 2025” (SHRM, 2016).

Change management :
Shaping/reshaping the organization by identifying and assessing of weaknesses, strengths, opportunities and threats, is known as managing change. This is related to reorganizing the structure and upgrading the systems and work force in futuristic way in order to help the organization to identify the key success factors by assessing above. HRM has to play a role of building organizations’ capacity to take up and underwrite on change as an agent. (Beardwell and Thompson, 2017). Managing change is one of the competencies in Strategic Human Resource Management (SHRM). Generally, people would react negative to change implications which are the enormous challenge. As an agent of change, HRM should provide stimulant, afford a structured framework, align the organizational employee hierarchy with management, apply viable change management processes, fortify change management to be succeeded through change (Ulrich,2009).

References;

1. Armstrong M. and Taylor S., (2014). Armstrong's Handbook of  Human Resource Management Practice, 13th ed., London, Kogan,  pp.309-440.
2. Beardwell J. and Thompson A., (2017). Human Resource Management a Contemporary Approach, 8th ed., London, Pearson Education Limited, pp.01 -209.
3. Bondarouk T. and Ruël H., (2009). Electronic Human Resource Management: challenges in the digital era, The International Journal of Human Resource Management,20:3.pp2653, DOI: 10.1080/09585190802707235.
4. CIPD (2013). Megatrends. The trends shaping work and working lives. [online] London: Chartered Institute of Personnel and Development, p.2. Available at: https://www.cipd.co.uk/Images/megatrends_2013-trends-shaping-work_tcm18-11401.pdf [Accessed 7 Jul. 2018].
5. SHRM (2016). The Future of Work - by Randstad.  [online] USA: SHRM, pp.2-6. Available at: https://www.shrm.org/ foundation/ news/ documents/ future%20of%20work.pdf [Accessed 5 Jul. 2018].
6. Snell S., Morris S. and Bohlander G., (2014). Managing Human Resources,17th ed., Canada, Cengage Learning, pp.4-100.
7. Ulrich D., (2009). HR Transformation: Building Human Resources From The Outside In, Chicago, McGraw-Hill,pp.1-153