HRM Practices Assignment Help.
Instructions:The practice of human resources management has evolved dramatically over the past ten years. Some might even argue that those changes are sufficient to satisfy today’s business requirements. But will they be enough to meet critical challenges of tomorrow?” (Deloitte, Global Human Resource Transformation, 2006)
Minimum of 6 PEER REVIEWED journal articles, Have to argue for or against whether today’s human resource management practices are able to meet tomorrows challenges of globalization, a lot of people are arguing against.
The HRM plays significant roles in the enhancement of organizational efficiency, excellence, and improvement of the quality of production and services delivery among other critical functions. Its influence in organizational development is undeniable, as it promotes competitiveness, the achievement of a competitive edge and, therefore, improved profit efficiency. According to Chand (2010), organizations around the globe currently face greater competitive forces than in the past and thus demand more efficient HRM practices to compete effectively in the market. As Horwitz (2011) asserts, there is a need for the improvement of the traditional HRM practices and the integration of other key strategies to achieve the excellence required for future challenges. Most importantly, the need for improved HRM strategies and measures stems from the increasing concern of changing global business trends, which translate to greater challenges in the future. The traditional HRM practices prove ineffective, costly, and incompetent in different ways. However, the radical changes experienced in HRM practices in the recent past have improved the effectiveness and efficiency of HRM in satisfying today’s business requirements significantly. Even so, the practices must be reshaped and reengineered to integrate practices and strategies that will prove sufficient to meet present and the critical challenges of the future.
HRM Practices in Addressing Future Business Challenges
In the recent past, developing global business trends have influenced all aspects of business operations. Trends such as technological advancement, globalization, and changes in organizational structure have impacted on the HR practices and management significantly. For instance, technological advancement has led to increased efficiency in essential aspects of business operations such as communication, information dissemination, and retrieval of information, which have reshaped the current HRM practices (Story, et al., 2014). The advancement experienced around the world following improved technology has enhanced effectiveness and efficiency in HR practices and responsibilities. The trend has encouraged changes in the practices to ensure an integrated approach to issues of concern. Technological improvement in HR has resulted to effectiveness in practices such as recruitment, communication, teambuilding, training and learning among others. These practices influence the development of the overall organizational efficiency and equips the staff and the organization with the essential skills and equipment for quality improvement, positive interaction, and for dealing with current business challenges. Therefore, as Sanders, et al. (2014) posit, the current HR practices depict effectiveness in dealing with the present challenges.
Additionally, the trends of globalization and changing organizational structure have influenced the development of more efficient HRM practices. According to Tissen, et al. (2010), globalization has increased global interaction and integration thus demanding the development of effective HRM practices to meet the challenges it brings. The interaction and integration between people, organizations, and governments and the integration therein have improved significantly since 2006. New technologies and improved logistics networks around the globe have enhanced global investment, international trade, competitiveness, and created more efficient markets. These have demanded improvement in HRM practices to meet the newer challenges. While such improvements have proved effective to a greater extent, the practices have not entirely tackled the challenges presented by the new trends. Organizations have been forced to change their structures, improve HRM practices such as training and employee development, motivation, communication, administrative efficiency, and organizational capacity among other critical components (Tissen, et al., 2010). These have played a major role in meeting the current challenges.
The current HRM practices will not be enough in meeting the critical challenges that businesses will face in the future. Increasing globalization continues to pose new challenges that demand more efficient measures and practices. According to Afiouni, et al. (2014), for example, globalization continues to shift operations to the global platform and making the production and shipping products to different foreign markets almost irrelevant. With the continued growth of global markets, the HRM will need to devise strategies to integrate concerns of the ineffectiveness of producing and transporting products around the world. The current practices will prove ineffective in moving staff, ideas, services, information, and products to different countries to meet the demands and needs of local markets (Sanders, et al., 2014). The improvement of the practices to address the various foreign local market needs will be critical for enhanced efficiency and effectiveness in business operations. Different markets offer varying challenges which need localized learning, training, integrated HR practices, and more efficient HR capabilities.
Among other critical impacts, globalization advances increased global business interaction, greater international trade, and most importantly, increased competition. The future presents more opportunities but with greater challenges due to increased competition. HRM practices should possess the ability to deal with such challenges (Story, et al., 2014). However, the current practices seem focused on the present challenges thus missing on the critical concerns of the future. Though the changes experienced in HRM in the recent past shows effectiveness in implementing strategies for increased competitiveness, the changes are not sufficient for tackling critical challenges of the future (Sanders, et al., 2014). The various global markets face challenges such as unfamiliar cultures, exchange rate fluctuations, volatile political concerns, and global trade issues among others. The future demands the expansion of companies to operate in different foreign markets experiencing these challenges in different measures. The implementation of efficient HR planning will allow the development of measures for dealing with the key concerns (Tissen, et al., 2010). Failing to implement new measures will lead to inefficiencies in recruitment and selection, employee development, leadership development, and employee relations, security, and health promotion among others.
The increased globalization demands a change towards market-focused HRM practices. The existing practices seem broad and ineffective for application in the future globally integrated markets. For example, the expansion of businesses to foreign markets is often followed by the movement of employees from the host countries to the markets. Most employees are ill-prepared to work in countries with different cultures. Additionally, inefficient training and development, and the recruitment and selection of persons who can compete effectively in the highly competitive markets will pose a challenge for many companies (Tzafrir, et al., 2007). Employees will need to be highly trained to use new and sophisticated technologies. Moreover, those selected to work in different markets will require alignment with the organizational culture. The existing HRM strategies depict inefficiency in dealing with the various concerns and, therefore, insufficient in meeting the critical challenges of tomorrow.
The HRM plays
critical roles in enhancing organizational development. The different practices
of the HRM focus on the enhancement of efficiency and effectiveness of human
resources and thus boost quality and profitability. The current global business
and market trends have caused a radical change in the HRM practices. While
these changes have improved the effectiveness of businesses in dealing with current
challenges, they ae insufficient in meeting future challenges. The current practices
must be reshaped to address concerns of increased competition, challenges faced
in various global markets, and satisfy the demands of each market. The current
practices cannot guarantee a smooth shift from producing locally and shipping
products to different markets to localizing the products by operating in the
foreign markets. Additionally, an essential practice such as HR planning, which
should outline the challenges of the future and ways of addressing them is
underutilized. The underutilization of the practice limits other practices such
as employee development, recruitment/selection, training and learning, and
employee relations among others.
Afiouni, F., Ruël, H. & Schuler, R., 2014. HRM in the Middle East: toward a greater understanding. International Journal of Human Resource Management, 25(2), pp. 133-143.
Chand, M., 2010. The impact of HRM practices on service quality, customer satisfaction and performance in the Indian hotel industry. International Journal of Human Resource Management, 21 (4), pp. 551-566.
Horwitz, F. M., 2011. Future HRM challenges for multinational firms in Eastern and Central Europe. Human Resource Management Journal, 21(4), pp. 432-443.
Sanders, K., Shipton, H. & Gomes, J., 2014. Guest Editors’ Introduction: Is the HRM Process Important? Past, Current, and Future Challenges. Human Resource Management, 53(4), pp. 489-503.
Story, J. P., Barbuto, J. E., Luthans, F. & Bovaird, J. A., 2014. Meeting the Challenges of Effective International HRM: Analysis of the Antecedents of Global Mindset.https://psycnet.apa.org/record/2014-03469-007 , 53(1), pp. 131-155.
Tissen, R. J., Deprez, F. L., Burgers, R. M. & Van Montfort, K., 2010. Change or hold: reexamining HRM to meet new challenges and demands’: the future of people at work: a reflection on diverging human resource management policies and practices in Dutch organizations. International Journal of Human Resource Management, 21(5), pp. 637-652.
Tzafrir, S. S., Meshoulam, I. & Baruch, Y., 2007. HRM in Israel: new challenges. International Journal of Human Resource Management, 18(1), pp. 114-131.