2. INTRODUCTION
• Human Resource management plays an important role in hiring,attract,retain and
maintain employees. In this chapter the example of four seasons company which
have 58 hotels 28 countries worldwide, so they focused on business environment
and globalization.
• As global environment is changing so fastly so it became challenge for human
resource to deal with this change in terms of globalization, technology changes,
workforce diversity, labor shortage, changing skills requirements continuous
improvement initiatives, the contingent workforce, decentralized work sites,
company mergers, offshore sourcing of goods and services, and employee
involvement continuous improvement initiatives, the contingent workforce,
decentralized work sites, company mergers, offshore sourcing of goods and
services, and employee involvement. Let’s look at how these changes are affecting
HRM goals and practices in organizations functioning in a global environment..
3. Cultural Environments Affect (HRM)
• Cultural environments have a significant impact on human resource management (HRM) practices, as they influence
the values, beliefs, attitudes, and behaviors of employees and managers within an organization. Here are some ways
in which cultural environments affect HRM practices:
• Recruitment and selection: Cultural environments affect the way in which organizations recruit and select employees.
For example, in some cultures, academic credentials and formal qualifications may be highly valued, while in other
cultures, experience and practical skills may be more important. HR professionals need to understand the cultural
norms and values of different regions and tailor their recruitment and selection strategies accordingly.
• Training and development: Cultural environments also impact the way in which organizations design and deliver
training and development programs. For instance, in some cultures, collective learning and group activities may be
more effective than individual learning, while in other cultures, individual learning and self-directed development
may be more valued. HR professionals need to be aware of these cultural differences and design training programs
that are sensitive to the cultural norms and values of different regions.
4. • Performance management: Cultural environments also affect the way in which organizations measure and evaluate employee
performance. In some cultures, individual performance may be emphasized, while in other cultures, group performance may be more
important. HR professionals need to design performance management systems that align with the cultural values and expectations of
different regions.
• Cultural environments have a significant impact on HRM practices, and HR professionals need to be aware of these cultural
differences and tailor their strategies and practices accordingly. By doing so, organizations can create a more inclusive and effective
workplace.
5. How Technology Affect HRM Practices
• Technology has had a positive effect on internal operations for
organizations It has changed the way human resource managers work.
• HRM professionals have become the primary source of information in
many organizations.
• With the help of technology organizations information can easily be
communicated via company Web sites and intranets, e-mail, an
messaging.
• Human Resource Information Systems (HRIS) allow HRM professionals to
better facilitate human resource plans, make decisions faster, clearly
define jobs, evaluate performance, and provide cost effective benefits that
employees want.
6. Recruitment:
• Technology has changed the recruitment process it became flexible and more convenient
• Organizations can attract the potential candidates through different job-sites like career builder .com and monster.com.
• Technology can save time and eliminate paperwork in recruitment process.
• Advance E-software for recruitment.(HCM, ATS, Application Stack, C Factor gamification).
Employee Selection:
Employee selection is a critical process in technology-based organizations, where specialized technical and professional skills
are required. The recruitment process must be carefully planned and executed to identify the best candidates who fit well
into the company culture.
HRM selection tools are used to assess candidates for their ability to work under pressure, team player attitude, and fit with
the company culture.
Companies can also use non-traditional criteria, such as attitude, during the selection process to identify the best candidates
for their organizations
7. Training and Development:
• Technology has discovered and develop new ways for employees trainings
• resource managers orient, train, and develop employees and help them manage their careers.
• The Internet has provided HRM opportunities to deliver Web based training and development to employees on
demand, whenever the employee has the time to concentrate on the material.
• Teleconferencing technology allows employees to train and collaborate in groups regardless of their location.
• Organizations that rely heavily on technology find an increased need for training.
• Online training and teleconferencing also allow HR departments to deliver cost effective training that help stretch
the HR budget.
• Ethics and Employee Rights:
• Electronic surveillance of employees by employers is a complex issue that raises important ethical concerns.
• Employers must balance the need for monitoring with the need to respect employees' privacy and autonomy, be
transparent about monitoring practices, and consider the potential consequences for employees.
8. • Motivating Knowledge worker:
• Some of the unique challenges in motivating knowledge workers in organizations is Knowledge
workers appear more susceptible to distractions that can undermine their work effort and reduce
their productivity.
• Employers often believe they must monitor what employees are doing because employees are
hired to work, not to surf the Web checking stock prices, placing bets at online casinos, or
shopping for presents for family or friends.
• Paying Employees Market Value:
• Many Companies have implemented an extensive list of attractive incentives and benefits are paying
attractive incentive to their employees for instance, signing bonuses, stock options, cars, free
health club memberships, full-time on-site concierges, and cell phone bill subsidies.
• These incentives may benefit their recipients, but they have downsides.
• One is the perception of inequity if they are not offered to all employees.
9. Communications:
• In the technological advancement employees can easily connect online with one another.
• These open communication systems break down historical organizational communication pattern flows.
• They also redefine how meetings, negotiations, supervision and water-cooler talk are conducted. For
instance, virtual meetings allow people in geographically dispersed locations to meet regularly. Moreover,
it’s now easier for employees.
• Decentralized Work Sites:
challenges regarding decentralized work sites revolves around training managers how to establish and
ensure appropriate work quality and on-time completion.
Decentralized work sites remove traditional “face time,” and managers’ need to “control” the work must
change.
• Instead, greater employee involvement will allow workers the discretion to make decisions
• For instance, although a due date is established for the work assigned to employees, managers must
recognize that off-site employees (or telecommuters) will work at their own pace.
• Instead of focusing work efforts over an eight-hour period, the individual may work two hours here, three
hours at another time, and another three late at night.
• The emphasis, then, will be on the final product, not on the means by which it is accomplished. Working
from home may also require HRM to rethink its compensation policy.
10. Skills Level
• Technology advancement has impacted the work skills in more efficient way with increase of software skills.
• Another implication is that technology tends to level the competitive playing
• field.16 It provides organizations, no matter their size or market power, with the ability
• to innovate, bring products to market rapidly, and respond to customer requests.
• Remember that Globalization 3.0 allows individuals to compete worldwide in purchasing
• or providing services.
A Legal Concern:
Organizations that use technology—especially the Internet and e-mail—must address the potential for
harassment, bias, discrimination, and offensive sexual behavior abuses.
• The use of the internet and email by employees can result in the transmission of inappropriate materials
such as racist and sexist jokes or offensive sexual content, which can lead to legal action against the
organization.
11. • Organizations must address the potential for harassment, bias, discrimination, and offensive sexual
behavior abuses in electronic communications to avoid legal issues.
• Developing clear policies and guidelines, monitoring employee internet and email usage, and
specifying disciplinary actions for violations can help mitigate the risk of legal action against the
organization.
12. Work Diversity
WorkForceToday
Organization workforce is composed of heterogeneous mix of males, females, elderly, disabled ,ethnic and religious groups,
whites and people of color. It is a big challenge for organizations to make themselves more accommodating to diverse
groups of people.
How Diversity Affects HRM
• Workforce diversity requires employers to be more sensitive to the differences that each group brings to the work setting.
• Organization must recognize individual differences, their values, needs, interests, and expectations and respond to those
differences in ways that will ensure employee retention and greater productivity.
• They must avoid any practice or action that can be interpreted as being sexist, racist, or offensive to any particular group
and, of course, must not illegally discriminate against any employee.
13. What can organizations do to facilitate diversity?
• Enlist leadership from all levels to accomplish diversity goals.
• Identify goals, obstacles, and their solution. Then develop a plan to meet goals.
• Develop awareness through trainings.
• Establish internally sanctioned employee support systems, networks, or groups.
• Challenge each employee and see their impact on relationships and decisions.
• Modify existing policies and communicate them to all current and future hires.
• Hold managers accountable, reward them for developing, mentoring, or providing awareness training.
• Build in accountability through surveys and audits to measure progress. Then communicate the results
and repeat the process for continuous improvement.
Work/Life Balance
Employers must retain employees who increasingly demand work schedule flexibility. Organizations that
fails to help their people achieve work/life balance usually loose their most capable and motivated
employees
14. The Labor Supply
• Each of us must decide whether to work and, once employed, how
many hours to work. At any point in time, the economywide labor supply
is given by adding the work choices made by each person in the
population.
History:
It was generally quite robust and labor markets were tight.
Most employers scrambled for skilled workers to fill
vacancies.
Most developed countries suffered an economic recession.
Layoffs were widespread
and the supply of skilled workers swelled. Demographic
trends, conversely, are much
Do We Have a Shortage of Skilled Labor
Factors of Labor Shortage
1) Birthrates:
2)Labor participation rates
Role of HR Manager in Labor Shortage
Human resource managers need sophisticated recruitment and
retention strategies and need to understand human behavior
15. Why Do OrganizationsLay Off Employees During
Shortages
Organizations are attempting to increase their flexibility in
order to better respond to change.
Quality-emphasis programs are creating flatter structures
and redesigning work to increase efficiency.
1)Downsizing
2)Rightsizing
3)Outsourcing
HowDoOrganizationsBalanceLaborSupply
Organization create opportunities for temporary ,part-timer roles to reduce the cost of
y and give benefits the perk of permanent to employees, then go for below mentioned
s to reduce business cost.
n also help the management to react quickly to adjust workforce
Part-time employees get the same minimum entitlements as a full-time
on a pro-rata basis, those who work fewer than 40 hours a week, Part-t
may also be a function of job sharing, where two employees split one full-
Solutions
Temporary workers They are hired to assist employers to meet business demands yet allow
avoid the cost of hiring a regular employee.
16. Continuous Improvement Programs
• Quality revolution is happening in both private and
public sectors, driven by quality management or
continuous improvement.
• Quality revolution was inspired by a small group of
experts, such as Joseph Juran and W. Edwards
Deming.
• Deming's work focused on statistical control to reduce
variability and improve production effectiveness.
17. Continuous Improvement Programs
• Quality management is driven by customer needs
and expectations.
• Customer is defined broadly to include everyone
involved with the organization.
• The objective is to create an organization committed
to continuous improvement, or Kaizen, to achieve
an effective and lean workplace.
18. Continuous Improvement
Programs
Components of Quality Management
1. Intense focus on the customer, including internal customers.
2. Commitment to continuous improvement, "very good" is not
good enough.
3. Broad definition of quality and improvement in everything the
organization does.
4. Accurate measurement using statistical techniques to
identify problems and eliminate their causes.
5. Empowerment of employees, using teams to find and solve
problems in the improvement process.
19. Continuous Improvement Programs
How HRM Can SupportQuality Management & Improvement
Programs
• HRM plays a critical role in implementing continuous
improvement programs.
• Improvement efforts introduce change into the organization,
requiring organization development efforts.
• HRM must prepare individuals for change through clear and
extensive communication.
• HRM must help employees overcome their resistance to
change.
• HRM must be ready to train employees in new processes and
help them attain new skill levels.
20. Work ProcessEngineering
• Continuous improvement methods focus on
incremental change.
• Many organizations operate in a rapidly changing
environment.
• Rapid changes require more than incremental
improvement.
• In dynamic environments, continuous improvement
may not be enough and could keep the organization
behind the times.
21. Continued..
Work process engineering goes beyond incremental
change and requires radical or quantum change.
It entails rethinking or redesigning processes to achieve
dramatic improvements in efficiency and
competitiveness.
Work process engineering is more radical than continuous
improvement.
Many changes will be needed, involving human resource
professionals
22. How HRM Assists in Work Process Engineering
• Work process engineering is likely to impact employees directly,
and HRM needs to address people issues to ensure that the gains
offered by work process engineering are realized.
• Changes in work processes can leave employees confused and
angry, and work process engineering may cause some employees
to lose their jobs, while others may need retraining.
• HRM needs to have mechanisms in place to address employee
concerns and conflicts that may arise as a result of work process
engineering.
• Employees need to be informed and understand these changes.
23. How HRMAssistsin Work ProcessEngineering
HRM must also train employees to learn new skills,
whether it's related to a new process, technology
enhancement, teamwork, or decision-making
authority, to ensure that they can perform as required
in the new organization.
The emotional aspect of change is difficult to resolve, but
HRM's support and training are crucial to ensuring the
success of work process engineering.
Redesigned work practices can lead to changes in
employee compensation packages, such as
bonus/incentive pay.
Performance standards and evaluations may also be
24. • The case where there is no autocratic management and employees are given the chance to
take decision that effect their own work.
Employee involvement is different for each company or organisation but by and large a few
concept are expected which includes delegations, cooperative management, work goals, team
and empowering the employees.
HOW ORGANISATIONS INVLOVE
EMPLOYEES
Succeeding when facing multiple tasks, require employees at all levels to delegate some
responsibilities and activities.
In older days delegates were taken as managers who used to dump work and their
responsibilities on lower level employees but today delegation is required at every level.
Today in the corporate enviroment, employees must be more involved as it gives access to
greater amount of information which leads to creativity and innovation.
Employee Involvement Implications for HRM
Employee involvement needs demonstrated leadership as well as cooperative
management in addition, employees need training where HRM can contribute.
Extensive training to empower your employees is necessary in all aspects of jobs, and
we can see more involvement from HRM in future.
EMPLOYEE INVOLVEMENT
25. OTHER HRM CHALLENGES
.Recession
. OffShoring
. Mergers
A LOOK AT ETHICS
Ethics refers to a set of rules which differs right or wrong. Most illegal acts are defined as wrong but
coming to legal acts which are also unethical such as the trips and bonuses authorized by AIG following
their taxpayer bailout.
The ethical failure had huge economic impact on employees and shareholders and made congress pass
Sarbanes-Oxley Act of 2002, also called SOX.
The intent of the act was to discourage or detect ethical misconduct. Companies that have strong ethical
cultures with ethical education programs see a 75 percent decrease in all unethical behaviour. If all
managers, including those in HRM, consider ethics codes important, regularly reaffirm their content,
follow the rules themselves, and publicly reprimand rule breakers, then such codes can supply a strong
foundation for an effective corporate ethics program.
