Changes to Human Resource Management and Technology in the 21st Century

Contemporary globalization of businesses and growing global market competition has made effective human resource planning as one of the major strategies to forge ahead and remain proactive. It can be said that an organization 's success lies to a great extent to the knowledge, skills, creativity, and dedication of its workforce. Every aspect of an organization needs human capital to drive its activities or operations to achieve individual strategic goals and objectives towards its purpose of existence, growth, and competitive status. Companies can compete at all levels of the marketplace through improved commitment not only through creativity, innovation, and research, but also human resource development (Truong, Heijden, & Rowley, 2010). In this regard, the human resource planning is needed to ensure a systematic analysis of human resource needs so that the right quantity and quality of employees are always available when required. Fundamentally, organizations are looking for the best people that would help drive them to their desired destination of achieving their missions. Therefore, it is important to develop human resource strategies to support organizational strategies, through measures such as forecasting human resource requirements, and effective strategic staffing. Technically, an organization 's mission, goals, and objectives drive its strategy and human resource (HR) and staffing strategy in an interactive manner. The purpose of this

Human resource departments today have a more distinct, calculated position within organizations, and human resource strategy influences the bottom line. “One of the challenges for HR leaders is convincing executive leadership teams that human capital is one of the most important resources in which the company can invest” (Mayhew, 2014, p.). Subsequently, “this return on investment is an essential part of the argument for including HR as part of an overall business strategy” (Mayhew, 2014, p.). Human resource departments utilize the information given to them from company executives and leaders, coupled with their respective expertise on all things personnel, and they plan and implement staffing concerns for the betterment of the organization. From preparing job analysis, to comparing inventory and forecasting, it is the responsibility of human resources to consider the objectives of an organization and fulfill those goals while operating the specific planning relative to HR.

In this paper, the article under scrutiny delves in the analysis of management across cultures. The aspects under study include leadership in a global environment, motivation, and communications across various cultural divides in a global setting. All these aspects engulf the prominent topic of management across cultures. The focus also extends to include the identification of appropriate HRM skills across teams as a way of limiting workplace conflicts. These elements are related to one another as they revolve around the leadership duties, roles in a global environment. In this paper, we also scrutinize these aspects, the present imminent challenges and delve at arriving at a conclusion that seeks to address the current challenges. The paper also aims at establishing solutions towards solving the challenges that global leader’s encounter and their solutions. In addition, we highlight the initiatives undertaken by organizations to shape their leaders to take on managing organizations on a global scale (van Driel & Gabrenya, 2013).

Human resource management faces many challenges and operates in a constant environment of change. Two of the most important challenges to the role of human resource management in the future is the ability to move to a strategic human resource model and the capacity

Globalization has blurred the boundaries between countries which forces the companies to compete internationally. In order to cope with the global market, international companies now require leaders who can work effectively across organizational, functional and cross cultural boundaries (Evans, Pucik & Barsoux, 2011). The need of those global leaders indicates the urgency of understanding cross cultural diversity.

More importantly, there are several steps that the Human Resource department has to follow in the recruiting process. Human resource scheduling governs the specific number of jobs that needs to be filled (Bethel, 2011). Several questions have to be asked in the beginning phase of recruiting such as; what are the sources of qualified personnel, how are these individuals going to be recruited and who all is going to be involved in this recruiting process. these are only a few of the questions that are asked when it comes to the selection of those best fitted for the job.

HR will have to evolve from an administrative role to a strategic partner, to ultimately be able to add value to an organization. HR’s ability to communicate more effectively due to technology will help it become a better business partner. In today’s tumultuous economic environment, talent acquisition has become a concern for many companies. HR must have the capacity to implement practices that can move quickly and manage talent. HR effectiveness can be measured by the positive impact it has on the company’s performance. HR can align the organization’s function, system, and employee behaviors with

Hofstede (2001) defines the five dimensions of cultures as power distance, individualism versus collectivism, masculinity versus femininity, uncertainty avoidance, and long-term versus short-term orientation.

In coming years, the job of many human capital professionals is likely to become tougher as recruiting and retaining workers becomes even more difficult, and controlling labor costs (without losing labor quality) will emerge as a major challenge. In such an environment, looking a few years into the future is not a luxury, but an essential business practice. Better planning and prompt reaction to future workforce trends could make a significant difference in business performance and reduce the impact on corporate profits.

While organizations are complex and seemingly “living” organisms teeming with people, this complexity increases when it expands outside its home borders. Multinational corporations have carefully weighed the pros and cons of moving to a global level and developed a solid understanding of the various cultures in countries worldwide. This understanding is not always as solid as managers may think because uncertainties and other areas not considered arise. These may include formulating strategies, managing risks, or motivating people from multiple cultures. What of leadership styles? Often organizations discover that leadership across cultures is a greater problem than initially thought and it takes careful consideration before

For years, the most renowned dimensions of culture have been those proposed by Geert Hofstede (Baack, 2012). Hofstede’s five cultural dimensions are: power distance, individualism, masculinity/femininity, uncertainty avoidance, and short/long-term orientation.

Evident in the literature of the 1980s consideration is given, and focus directed, towards human resources and planning. Dyer (1983) for example, encourages the utilization of conventional and extensive methods of human resources and enfolding these into the “strategic planning process”

As with every aspect of business, technology has become an integral and ever changing part of the HR department. It now affects how companies recruit for open positions in their company and even how applicants apply for that open position at the company.

There have been many changes and advancements in Human Resources (HR) since companies started implementing HR practices and procedures, officially into their business organizational structure. Some may recall a time when the Human Resource department was simply called Personnel. As with every aspect of business, technology has become an integral and ever changing part of the HR department. It now affects how companies recruit for open positions in their company and even how applicants apply for that open position.

This case study covers the evolution of human resource management and discusses current issues and trends in the field. Changes in orientation, such as changes from personnel to human resources, administration to management, and human relations to organizational effectiveness, are covered. Utilizing the concepts and technology described can greatly improve the effectiveness of any human resources department. Ideas for future research and practice are also suggested.