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

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.

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

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.

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).

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.

Maintaining and highly effective workforce, challenges organizations to develop a pool of qualified applicants. determine what those qualifications and performance values are. .External recruiting by HR managers look for new talent outside the organization. External HR Managers advertise by every form of media at their disposal to find such talent. External recruitment is costly. External canvasing of several sources of recruiting work best for external HR. Internal Recruiting by HR and management fills positions within the organization. Benefits of Internal recruitment outweigh external based on cost. Workers know the firm’s culture, and may not bring along habits that do not meet organizational goals. Internal advancement leads to higher commitments and engagements.

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.

The fast pace of change in Information Technology creates several challenges for HRM. HR expertise is an important asset especially with the struggle to start an E-Business. IT is a very competitive field in itself making it hard to find talented people that are the very

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.

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.

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.

Achieving competitive advantage throuch human resources requires human resources activities be managed from a strategic perspective. (Becton, 2009). In order for human resources professionals to act in a more strategic matter they must become equal partners with other professionals in implementation and formulation of strategy. Providing managers at all levels in organizations the awareness of a critical source of competitive advantage not from having the most ingenious product design or service, the best marketing strategy, state-of-the-art technology, or the most savvy financial management but from having the appropriate systems for attracting, motivating, and managing the organizations’ human resources. This can contribute to transitioning to various forms of change such as, fundamental mindsets, organizational views and knowledge, view of employees, time frame, risk, and response.

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

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.

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”