CHALLENGES BEFORE HR MANAGER
CONTENTS:
INTRODUCTION TO GLOBAL H.R.
H.R FUNCTIONS.
RECRUITMENT.
SELECTION.
TRAINNING.
PLACEMENT.
CHALLLENGES BEFORE GLOBAL H.R.
INTEGRATION. CORPORATE RE-ORGANISATIONS GLOBAL COMPETETION. CYCLICAL GROWTH. INCREASING DIVERSITY IN WORK FORCE. EMPLOYEES EXPECTATION. FORECASTING THE DEMAND FOR LABOUR. TRADITIONAL JOB ANALYSIS. MANAGEMENT RESPONSE. THE COMPETATIVE IMPARITIVES-[PRODUCTIVITY, QUALITY, CUSTOMER SERVICES]. EMPLOYEEE SATISFACTION AND MOTIVATION ISSUES IN COMPENSATION. LINKING PAY TO PERFORMANCE. OCCUPATIONAL SAFETY AND HEALTH LEGISLATION. CARRIER PATHS AND CARRIER PLANNING. MAJOR ORGANISATIONAL APPROACHES TO COMPETETIVENES. JOB EVALUATION METHODS. INDIVIDUAL INCENTIVES. IMPACT OF RETIREMENT ON THE ORGANISATION. USE OF DECIPLINE IN THE ORGANISATION. BUSINESS PROCESSING OUTSOURCING. EMPLOYEE MOTIVATION.
CONCLUSION.
INTRODUCTION TO GLOBAL H.R
H.R PLAYS A VITAL ROLE IN EVERY ORGANISATION IN ALLOCATING THE RESOURCES IN ADEQUATE MANNER. WE CAN SAY IN EFFECTIVE ALLOCATION OF RESOURCES LEADS TO THE SICKNESS OF THE ORGANISATION. THE MAIN FUNCTIONAL AREA OF THE HUMAN BODY IS BRAIN BECAUSE EVERY COMMANDS AND ORDERS WILL COME FROM BRAIN SIMILARLY EVERY COMMAND, ADVICES, AND ORDERS COME FROM H.R DEPARTMENT.
FROM THE ORGANISATIONAL POINT OF VIEW, HUMAN RESOURCES ARE KNOWLEDGE, SKILLS, CREATIVE ABILITIES, TALENTS, AND ATTITUDES OBTAINED IN THE POPULATION; WHEREAS FROM THE VIEW POINT OF INDIVIDUAL ENTERPRISE, THEY REPRESENT THE TOTAL OF THE INHERENT ABILITIES, ACQUIRED KNOWLEDGE AND SKILLS AS EXEMPLIFIED IN THE TALENTS AND APTITUEDS OF IT’S EMPLOYEES IN THE CASE OF H.R CHALLENGES EVERY STEP GOING TO TAKE WILL BE A CHALLENGE TO THE H.R.M. SO BEFORE TAKING ANY DECISION HE WILL CHECK TWICE FOR FRUITFUL RESULTS. THE IMPORTANT CHALLENGE OF H.R IS TO BRING INTEGRATION, CO-ORDINATION BETWEEN EMPLOYEES AND SATISFYING THEIR TRUTHFUL DESIRES AS WELL.
H.R CONTRIBUTIONS ARE INCREASINGLY BEING GIVEN CREDIT FOR PLAYING A CRITICAL ROLE IN IMPROVING THE PERFORMANCE OF MAJOR FIRMS.
CHALLENGES BEFORE GLOBAL H.R
INTEGRATION:
TO GET FRUITFUL RESULTS IN ORGANISATION INTEGRATION, CO-ORDINATION BETWEEEN EMPLOYEES, DEPARTMENTS, LINE & STAFF EMPLOYEES IS VERY IMPORTANT. WE KNOW EMPLOYEES ARE VERY IMPORTANT TO ANY ORGANISATION. WE CAN SAY THEY ARE FLOWING BLOOD TO ANY ORGANISATION. BRINGING INTEGRATION IS ONE OF THE GREAT CHALLENGES TO H.R.M. SO HE HAS TO PAY HIS MORE CONCENTRATION IN THIS SPECIFIC FACTOR. WHEN WE GET THIS INTEGRATION MEANS WHEN EVER WE FIND THE NEEDS AND IT’S IMPORTANCE OF THE EMPLOYEES IN THE ORGANISATION AND SOLVING THEM IF THEY ARE TRUTHFUL NEEDS, DESIRES. THAN OBVIOUSLY IT IS POSSIBLE.
CO-ORPORATE RE-ORGANISATIONS:
THE LAST TWO DECADES HAS BEEN CHARECTERISED ACQUISATION AND MERGES OF ALMOST UNBELIAVABLE PROMOTIONS AS WELL AS OTHER FORMS OF CORPORATE RE-ORGANISATION HARDLEY A WEEK GOES BY WITHOUT ONE OR MORE INSTANCES OF ONE CO-ORPORATION PURCHASING ANOTHER, TWO CO-ORPORATIONS JOIN FORCES OR COMPANIES UNDERGOING MASSIVE RE-ORGANISATIONS. EACH YEAR A NEW RECORD IS SET, WITH ONE OF THE CURRENT RECORDS FOR A MERGER BEING AMERICA ONLINE PURCHASES OF TIME WARNER THE PURCHASES WAS WITH [AOL] STOCK WHICH MADE THE VALUE OF THE DEAL $ 181.9 BILLION WHEN ANNOUNCED BUT CLOSER TO $ 100 BILLIONS WHEN THE ACQUISITION WAS FINALLY CONSUMATED IN EARLY 2001. IN VIRTUALLY EVERY MAJOR INDUSTRY THE NUMBER OF MAJOR PLYER SHRINKING. THE REORGANISATIONS CONTINUE IN AN EFFORT TO IMPROVE COMPETATIVENES, EITHER BY CUTTING LAYERS OF MANAGERS AND RESTRUCTURING.
GLOBAL COMPETETION:
A LONG TERM WITH PROFOUND AND FAR-REACHING IMPLICATIONS FOR HR PROFESSION ALS IS THAT OF A GLOBAL ECONOMY. INTERNATIONAL COMPETITION IS GOODS AND SERVICES IS FORCING MAJOR ECONOMIES INTO A GLOBAL AFFILIATION. RATHER THAN BEING THE DOMINANT NOMINALY STRONG COUNTRIES. IN ADDITION, THE UNITED STATES IS NO LONGER IS ISOLATED NATIONAL ECONOMY BUT PART OF A WORLD ECONOMIC COMMUNITY.
THE TRANSITION HAS NOT BEEN AN EASY ONE FOR U.S INDUSTRY. FOR EXAMPLE, EVEN IN RECENT TIMES, THE UNITED STATES HAD STRONG TEXTILE AND APPAREL INDUSTRIES. U.S COMPANIES SUPPLIED MANY PARTS OF THE WORLD WITH FINISHED CLOTH PRODUCTS. AS COMPETITIONWITH THIRD WORLD COUNTRIWES INCREASED, U.S MANUFACTURERS INSISTED THAT THEIR PRODUCTS WERE SUPERIOR TO THE LESS EXPENSIVE IMPORTS, CONUSMERS SOON REALIZED, HOWEVER, THAT I PRODUCED TEXTYLE AND APPAREL PRODUCTS WERE AS GOOD AS DOMESTIC COUNTRY PARTS AND ALSO CHEPAER.THE RESULT CAN BE SEEN SIMPLY BY EXAMINING THE LABELS OF THE APPAREL IN YOUR WARDROBE OR OF OTHER FINISHED TEXTILE PRODUCTS. THE U.S. TEXTYLE INDUSTRY IS MUCH DIMINISHED AT THIS TIME.
CYCLICAL GROWTH:
CYCLICAL ORGANIZATIONAL GROWTH AS A RESULT OF BOTH MARKET SHIFTS AND COMPETITIVE FACTORS HAS RESULTED IN A REDEFINITION OF THE WORKPLACE. IN THE PAST, PEOPLE ENTERED AN ORGANIZATION AND THEN PROGRESSED AS THEY GAINED NEW SKILLS AND AS EXPANDED BUSINESS CREATED OPPORTUNITIES FOR ADVANCEMENT. NOW EMPOLOUYEES AR BEING ASKED TO PREPARE FOR A RADICAL NEW CONDITION OF PERMANENT INSECURITY A FUTURE FULL OF ENDLESS EFFORTS TO UGRADE JOB SKILLS, PERPETUAL RECOMBIONING OF WORK TEAMS, AND, WHEN BUSINESS WANES, SPORADIC LAYOFFS. THE EXAMPLE OF APPROXIMATELY100, 000 LAYOFFS BY GENERAL ELECTRIC IS A GOOD EXAMPLE. THOSE GE EMPLOYEES WHO REMAIN HAVE ESXPERIENCED THE FEELING OF PERMANENT INSECURITY AS THEY SEEK TO CONTINUALLY UPGRADE JOB SKILLS JUST TO STAY IN PLACE.
INCREASING DIVERSITY IN THE WORK FORCE:
ANOTHER MAJOR CHALLENGE FOR HUMAN RESOURCE MANAGEMENT IS THE CHANGING NATURE OF THE WORK FORCE. THE DIMENSIONS OF DIVERSITY, WITH SIX PRIMARY ELEMENTS AT THE CORE SURROUNDED BY SECONDARY DIMENSIONS. TAKEN TOGETHER, THE INCREASED DIVERSITY OF THE WORK FORCE HAS CAUSED ORGANIZATIONS TO RE-EXAMINE POLICIES, PRACTIECES, AND VALUES. THE IMPORTANT MARKS OF THE INCREASED DIVERSITY ARE AS FOLLOWS:
THE NATURE OF WORK HAS CHANGED, WITH ALMOST ALL JOBS TODAY BEING DONE AS EASILY BY WOMEN AS BY MEN. AS A RESULT, THE PERCENTAGE OF AMERICAN WOMEN WHO PARTICIPATE IN THE WORK FORCE HAS INCREASED SIGNIFICANTLY OVER TIME. WOMEN NOW ACCOUNT FOR ABOUT 47 PERCENT OF THE WORK FORCE AND WILL APPROACH PARITY WITH MEN IN THE NEAR FUTURE. THIS SHIFT HAS LED TO FUNDAMENTAL CHANGES TOWOARDS FAMILY-FRIENDLY WORKING CONDITIONS AND BENEFITS, CHANGES TO BE DISCUSSED. THE MINIORITY SHARE OF THE WORK FORCE WILL CONTINUE TO GROW FROM 24 PERCENT IN 1995 TO APPROXIMATELY 323 PERCENT BY THE YEAR2020. IN SOME REGIONS THER MINORITY WORK FORCE IS ALREADY THE MAJORITY. FOR EXAMPLE, IN CALIFORNIA, 40 PERCENT OF THE STATE POPULATION IS MINORITY, WHICH MEANS THAT IN MANY COMMUNITIES BLACKS, HISPANICS, AND ASIAN/PACIFIC ISLANDERS ARE ALREADY THE MAJORITY.
EMPLOYEES EXPECTATIONS :
AS LEVELS OF EDUCATION HAVE INCREASED AMONG THE POPULATION VALUES AND EXPECTATIONS AMONG EMPLOYEES HAVE SHIFTED. AT PRESENT, FULLY ONE-QUARTER OF THE WORK FORCE HAS A COLLEGE DEGREE. THE RESULT HAS BEEN AN EMPHASIS ON INCREASED PARTICIPATION BY EMPLOYEES AT ALL LEVELS. PREVIOUS NATIONS ON MANAGERIAL AUTHORITY ARE GIBINGH WEAY TO EMPLOYEE INFLUENCE AND INVOLVEMENT, ALONG WITH MECHANISMS FOR UPWARD COMMUNICATION AND DUE PROCESS.
THE UP STRIKE IN AUGUST 1997 BROUGHT TO THE FORE ANOTHER SET OF EMPLOYEE EXPECTATIONS, THAT IS, THE PART-TIME VERSUS FULL-TIME JOB ISSUE. UPS’S HR PRACTICES BECAME THE VIVID ILLUSTRATION FOR MILLIONS OF WORKERS WHO REMAIN STUCK IN TEMPORARY OR PART-TIME JOBS THAT PAY LESS, OFFER FEWER BENEFITS, AND OFFER FEWER ROUTES FOR ADVANCEMENT DESPITE SOARING PROFITS, PLENTIFUL JOBS, AND RISING WAGES, MANY WORKERS PERCEIVE AN INHERENT INEQUITY IN THEIR PART-TIME STATUS AS EMPLOYEES OF COMPANIES MAKING RECORD PROFITS.
ANOTHER EXPECTATION BY EMPLOYEES IS THAT THE ELECTRONICS AND TELE-COMMUNICATIONS REVOLUTIONS WILL IMPROVE THE QUALITY OF WORK LIFE. INNOVATIONS IN COMMUNIOCATIONS AND COMPUTER TECHNOLOGY WILL ACCELERATE THE PACE OF CHANGE AND AS A RESULT LEAD TO MANY INNOVATIONS IN HUMAN REOSURCE MANAGEMENT. IN A BOLD EXPERIMENT AND EFFORT TO GIVE EMPLOYEES AN INTIMATE FEEL FOR THIS REVOLUTION, FOR MOTOR HAS ANNOUNCED THAT IT WILL OFFER A DESKTOP COMPUTER, PRINTER, AND INTERNET ACCESS TO ITS 350,000 EMPLOYEES WORLDWIDE FOR A $5 FEE. FOR FIGURES THAT AS A MRESULT OF THIS PROGRAM EMPLO9YEES WILL NOT ONLY BE SAVVIER ABOUT USING COMPUTERS AT WORK BUT WILL ALSO CATCH ON FASTER TO THE NEW INSTSANT-GRATIFICATION MINDSET AMONG E-CONSUMERS.
FORECASTING THE DEMAND FOR LABOUR:
ONCE H.R PLANNERS HAVE COLECTED INFORMATION FROM BOTH INTERNAL AND EXTERNAL SOURCES, THEY FORECAST THE DEMAND FOR LABOUR HOW MANY AND WHAT TYPE OF PEOPLE WILL BE NEEDED TO CARRY OUT THE ORGANIZATION’S PLANS IN THE FUTURE? THESE FOERECASTS THE FUTURE. DIFFERENT METHODS OF FOREECASTING THE DEMAND FOR LABOR REQUIRE DIFFERENT ASSUMPTIONS. SOME OF THE MORE COMMON ASSUMPTIONS ARE THAT PAST TRENDS AND RELATIONSHIPS AMONG VARIABLES WILL HOLD UP IN THE FUTURE; THAT THE PRODUCTIVITY RATION IS CONSTANTLY AS THE NUMBER OF UNITS PRODUCED INCREASE; AND THAT THE BUSINESS PLANS OF THE ORGANIZATIONAL SALES FORECASTS, AND SO ON ARE REASONABLY DESCRIPTIVE OF WHAT WILL ACTUALLY HAPPPEN. / IN A HIGHLY VOLATILE BUSINESS, THESE ASSUMPTIONS MAY NOT BE VALID. IT IS ALWAYS WISE TO EXPLICITLY LIST ONCE’S ASSUMPTIONS IN FORECASTING AND TO PUT NO MORE FAITH IN THE FORECAST THAN IN THE ASSUMPTIONS ON WHICH IT WAS BASED.
DEMAND FORECASTING METHODS CAN BE DIVIDED INTYO TWO CATEGORIES: JUDDGMENTAL AND MATHEMATICAL. IN PRACTICE, MOST ORGANIZATIONS USE SOME COMBINATION FO THE TWO METHODS. FOR EXAMPLE, EXPERT JUDGES MIGHT ESTIMATE THE VALUES OF SOME VARIABLES AND THEN USE THESE VALUES IN PREDICTION EQUATION, OR EXPERTS MIGHT INTEGRATE THE RESULTS OF MATHEMATICL METHODS WITH LESS QUANTIFIABLE INFORMATION INTO A FINAL SUBJECTIVE FORECAST.
TRADITIONAL JOB ANALYSIS:
OVER THE PAST FIFTY YEARS, AN ENORMOUS NUMBER OF METHODOLOGIES HAVE BEEN DEVELOPED FOR USE IN MEASURING AND UNDERSTANDING THE NATURE OF JOBS. PART OF THE DISCIPLINE OF JOB ANALYSIS FOCUSES ON THESE TRADITIONAL METHODS. WITHIN THIS TRADITIONAL APPROACH, THE GOAL OF RESEARCH AND PRACTICE HAS BEEN TO IDENTIFY BETTER METHODS AND MEASUREMENT PROCEDURES TO DESCRIBE THE CONTENT OF JOBS. IN THE TRADITIONL VIEW, TRAST TO THE TRADITIONAL VIEW ARE THE JOB EXTINCTION PROPONENTS, WHO ARGUE THAT JOBS NO LONGER EXIST IN MODERN ORGASNIZATIONS DUE TO THE DYNAMIC NATURE OF WORK IN RAPIDLY CHANGING BUSINES ENVIRONMENTS. THE JOB EXTINCTION VIEW ARGUES THAT MUCH OF WHAT WE NOW KNOW AS JOB ANALYSIS IS NO LONG MEANIGNGFUL AND MUST BE REPLACED WITH DRASTICALLY DIFFERENT MEANS FOR UNDERSTANDING WHAT EMPLOYEES DO IN ORGANIZATIONS ON WAY OF APPRECIATING THESE DFIFFERENT VIEWS OF JOB ANALYSIS IS TO COMPARE HOW THE TWEO PERSPECTIVES DEFINE “JOB”. TRADITIONALLY, A JOB HAS BEEN DEFINED USING FOUER CONCEPTS THAT HAVE A HIERARCHICAL RELATIONSHIP TO ONE ANOTHER. THUS, A JOB IS FOUR CONCEPTS THAT HAVE A HIERARCHICAL RELATIONSDHIP TO ONE ANOTHER. THUS, A JOB COMPRISES FOR SEVERAL SIMILAR POSITIONS. EACH POSITION IS MADE UP OF SET DUTIES, WHICH ARE COMPRISED OF SEVERAL DISTINCT TASKS.
MANAGEMENT RESPONSE:
THE FINAL FACTOR IN THE EEO ENVIRONMENT IS MANAGEMENT AND THE RESPONSES IT MAKES TO EEO LAWS AND REGULATIONS. IN THIS SECTION WE EXAMINE THE ACTIONS THAT MANAGEMENT SHOULD TAKE TO DEAL EFECTIVELY WITH EQUAL EMPLOYMENT OPPOURTUNITY.
TAKE CONTROL:
THE MOST IMPORTQANT STEP IN DEALING EFFECTIVELY WITH EEO ACTIVITIES IS FOR MANAGEMENT TO TAKE CONTROL OF THEM IN THE ORGANIZATIONAL. THE KEY ELEMENTS OF CONTROL ARE INFORMATION POLICY, AND COMMUNICATIONN. AN ORGANIZATION SHOULD REGULARLY CONDUCT A SELF-ANALYSIS TO EXAMINE THE STATUS OF MINORITY, FEMALE, AND DISABLED WORKERS. THE COMPANY MAY WISH TO DEVELOP AND REGULARLY UPDATE SPECIAL LOGS ON A VARIETY OF PERSONNEL DECISIONS. A SAMPLE DATA LOG OF EMPLOYEE DISCIPLINE/DISCHARE DECISSONS IS PRESENTED.
THE COMPETITIVE IMPERATIVES: PRODUCTIVITY, QUALITY, CUSTOMER SERVICE, SPEED, INNOVATION, LEARNING.
INCREASED COMPETITION, BOTH GLOBALLY AND DOMESTICALLY, HAS SEEN HEIGHTENED CONCERN FIRST FOR PRODUCTIVITY AND THEN FOR QUALITY. CONCERN FOR QUALITY IS NOT RESTREICTED TO MANUFACTURING INDUSTRIES BUT HAS TAKEN ROOT IN SERVICES, SINCE SERVICES ARE RENDERED TO CLIENTS IN REAL TIME. THERE IS NO CHANCE TO INSPECT AND CORRECT ERRORS BEFORE THE PRODUCT REACHES THE CLIENT; THE SERVICE PRODUCED IS EITHER GOOD OR NOT GOOD, AND IT IS CONSUMED THE MOMENT IT IS PRODUCED.
QUALITY DEMANDS ARE IMPOSED NO JUST BY END CONSUMERS OF GOODS OR PRODUCTS BUT BY INTERMEDIATE CONSUMERS AS WELL. EMPLOYES ARE ENCOURAGED TO PROVIED EXCELLENT SEREVICE TO THEIR “INTERNAL CUSTOMERS,” THOSE TO WHOM THEY PROVIDE SERVICE OR THEIR WORK OUTPUT OR THE N3XT PERSON ON THE ASSEMBLY LINE. SOME ORGANIZATIONS ALSO DEMAND THAT THEIR SUPPLIERS HAVE A SOUND QUALITY PROCESS FOR ENSURING THAT QUALITY IS A HIGH PRIORITY, THAT IT IS BUILT INTO PRODUCTS, AND THAT IT IS CONTINUOUSLY IMPROVED. MENT TOWARD QUALITY SYSTEMS CERTIFICATION BY THE INTERNATIONAL ORGANIZATION FOIR STADARDIZATION, NOW REPRESENTED IN THE STANDARD, ALSO HAS INFLUENCE MANY COMPANIES. BEING CERTIFIED AS MEETING ISO STANDARD IS SEEN AS A SUBSTANTIASL COMPETITIVE ADVANTAGHE AND IS REQUIRED BY SOME PURCHASERS.
MAJOR ORGANIZATGIONAL APPROACHES TO COMPETITIVENESS:
ALTHOUGH IT IS BEYOND THE SCOPE OF THIS BOOK TO EXPLORE ORGANIZATIONAL-LEVEL PRODUCTIVITY AND QUALITY-ENCHANCING STRATEGIES IN GREAT DEPTH, WE WILL DISCUSS SERVERAL MAJOR THRUSTS IN THIS AREA BEFORE TURNING TO A CONSIDERATION OF SOME MORE SPECIFIC TECHNIQUES. THE FIRST IS BUSINESS PROCESS IMPROVEMENT OR REENGINEERING. THE SECOND IS TOTAL QUALITY MANAGEMENT. THE THIRD IS A COMPREHENSIBVE FORM OF EMPLOYEE INVOLVEMENT CALLED THE HIGH-INVOLVEMENT ORGANIZATION.
CONCLUSION:
H.R CHALLENGES THIS WORD SEEMS TO BE SIMPLE BUT IT HAS WIDER CONNOTATION IN ORGANISATION POINT OF VIEW. WE CANNOT EXPECT ANY ORGANISATION WITHOUT EFFECTIVE MONETERING OF H.R. SO WE CAN SAY BEFORE TAKING ANY DECISSION THE H.R WILL CHECK TWICE AND THRICE FOR EFFECTIVE DECISION WHICH PLAYS A VITAL IN OPTIMAL RESULTS. SIMPLY SAYING H.R IS THE PERSON WHO USES MENTAL ABILITIES OF HUMAN BEINGS OPTIMALLY.
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