Emerging Work Place Trends That Challenge the Organization and Hrd Professional

In an era of organizational flux due to competition and globalization, companies and employees are faced with constant change. Leaders must be able to adapt to change as the environment shifts. HR has been known as the organizational change agent, administrative expert, and employee advocate. More recently they have been regarded as business strategic partners for many organizations. In order to be successful and remain competitive in today’s market, Human Resources (HR) must be considered a strategic partner if an organization wants to flourish. Top executives today commit significant resources to ensure that their company’s functions are capable of rapid change and achieving their

Workplace diversity is when there is diverse culture of individuals in the workplace. It is when there is a value placed on the variety of ideas, race, ethnicities, religion, gender, sexuality and orientation, which is flourishing in an environment. Depending on your employer and workplace, workplace diversity can vary based off several different factors. Usually, there is a preferential standpoint taken on the matter and it can be either display a high or a low context culture of diversity. According to Mason (2013) Workforce diversity has been described as “a double-edged sword; it has the potential for positive and negative outcomes” (p.659). Workplace diversity is important in a business setting because it carries forward a combination of different types of people to work together in unity, encourages uniqueness, innovative, creative approaches, and supports interesting divergent ideas to accomplish tasks or goals.

Workplace Diversity refers to the human characteristics that are present in the workplace making people different from one another. Various human characteristics would include race, gender, age, certain physical attributes, experience, and personal habits.

Business environment is facing a rapid change that reminds the business management to focus on its core competencies to survive and sustain in the competitive environment. The core competencies can be developed by strategic human resource management. According to Armstrong (2006) employees are the valued assets for a company. The strategic human resource management is mainly developed in accordance to the fact that human resources need to be managed strategically for the company to enjoy sustainable competitive advantage.

Diversity in any organisation includes hiring and promoting a workforce of people with differences. These differences include race, gender, ethnicity, sexual orientation, physical abilities and economic backgrounds. The premise of a diverse workplace is that employees are

Today 's fast-paced, competitive business environment has resulted in "rediscovery" of the human resource management function as a group that may be able to enhance firm competitiveness and performance by being "strategic" (Dyer & Kochan, 1995; Ulrich, 1997). Strategic Human Resource Management is a term describing an integrated approach to the development of Human Resource Strategy that will enable the organization to achieve its goals (Armstrong, 2005). Whiles strategy is an action that managers take to attain one or more of the organization’s goals. Strategy presents a general direction set for the company and its various components to achieve a desired state in the future. This results from the detailed

Workplace diversity refers to the variety of differences between people in an organization. Workplace diversity is about acknowledging differences and adapting work practices to create an inclusive environment in which diverse skills, perspectives and backgrounds are valued. It is about understanding the individual differences in the people we work with that arise from a broad range of backgrounds and lifestyles, and recognizing the value of using those different perspectives, ideas and ways of working to enhance the quality and outcomes of work. Our diversity is shaped by a variety of characteristics including age, ethnicity, gender, disability, language,

As companies become more diverse in the work field employees are getting harder to manage and understand. One issue in the global market today is workplace diversity. Workplace diversity is defined as all characteristics and experiences that defined each employee as individuals, but it can also be misunderstood as discrimination against employees. Diversity can include race, ethnicity, sex, religion, disability and sexual orientation discrimination. One reason why workplace diversity is important is because when you respect your employees productivity rate rises and many companies do not know that. A diverse workplace targets to create an inclusive culture that values and uses the talents of all employees.

The practise of Human Resources is moving from the traditional forms of managing people to a more strategic form whereby the Human Resources function is closely linked with organisational performance and success. This strategic form of human resources has increased the need for the Human Resource professional to understand the linkages between Corporate Strategy, Human Resource Strategy and Employee Integration.

In an era of increasing competitiveness, globalization, economic rationalization, deregulation, technological revolution and changing workforce there is an ever-increasing need for human resource management to be able to capitalize on the special challenges that this changing environment brings. For a company to be able to successfully keep ahead of the competition, human resource management is seen to be a significant contributor.

As an important driving force of economic globalization and also the implementer of FDI, Multinational Corporations occupy an unparalleled position in the contemporary economy. According to Friedman: "We are living in a time of globalization. People generally think that all countries have no choice but to wear" gold tights "(Friedman 1999: 104). Therefore, in some people's viewpoints, in the bargaining range Transnational Corporations is more effective than the state. However, through the specific case analysis of this report, reader can see that their relationship is very delicate. It is not that one occupies a strong position while the other is in a disadvantaged position. In summary, they cooperate and compete. They may similarly find themselves in conflict or support each other. This report gives a few specific case studies on how to think critically about whether any of these have more advantages status, as well as what led to this status change.

There are some advantages and Disadvantages that come with managing a diverse workforce of which management must be aware of to guide them in the decision making processes in the organization. They also reflect on the findings on the research conducted on the case companies.

The main domain of subject study is Strategic Human Resources Management and is mainly aimed to conceptualize the concept of Talent Management. The Talent Management refers to the process employed in order to anticipate human resources requirements to an organization at particular time and include strategy formulated in order to meet that requirements (Groysberg, 2006). The talent management process includes distributing the responsibilities and accountabilities from human resources department and personnel to all departments throughout an organization. The strategic importance of locating and retaining employees around the business world has recognized this as “War for Talent”. This field of management is

Human Resources specialists are more important in business strategies today as there’s a change in market dynamics; more so in the present economic situation of a global recession and downturn across industries as economies around the world are globally connected and interdependent. An organization with performance

A number of firms are changing the way the functions are performed. For example, some companies are restructuring HR for reasons, such as time pressures, financial considerations, and market pressures. This restructuring often results in a shift in terms of who performs each function. Organizations still perform the majority of a firm’s HR functions inside the firm. Adjusting to HR restructuring trends—who performs the human resource management tasks?