TRENDS IN HUMAN

RESOURCE MANAGEMENT
Arnaiz
Ting
Gregorio
INTRODUCTION

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A decade into the 21st century, workers around the world
have been affected by economic uncertainty. Meanwhile, a
revolution in information technology continues to redefine
what it means to be “in touch or “at work”. Through all the
economic changes, employers and employees have
continued to innovate and persevere in meeting challenges.
However, this puts human resource managers under
pressure because many managers are getting ready to retire
and some corporations’ chain of leadership has been
damaged due to layoffs.

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 CHANGE IN THE LABOR FORCE

The term labor force is a general way to refer to all the people willing and
able to work. For an organization, the internal labor force consists of the
organization’s workers – its employees and the people who have contracts
to work at the organization. This internal labor force has been drawn from
the organization’s external labor market, that is, individuals who are
actively seeking employment.

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 AGING WORKFORCE

Older people want to work, and many say they plan a working retirement.
Despite the myths to contrary, worker performance and learning do not
suffer as a result of aging. Older employees are willing and able to learn
new technology. More older workers are asking to work part-time or for
only a few months at a time as a way to transition to full retirement.
Although recruiting and retaining older workers may present challenges
related to costs of health care and other benefits, companies also are
benefiting from these employees’ talents and experience.

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 DIVERSE WORKFORCE

Workforce diversity means similarities and differences among employees

in terms of age, cultural background, physical abilities and disabilities,
race, religion, gender, and sexual orientation. No two humans are alike.
People are different in not only gender, culture, race, social and
psychological characteristics but also in their perspectives and prejudices.
Society had discriminated on these aspects for centuries. Diversity makes
the work force heterogeneous. In current scenario, employing diversified
workforce is a necessity for every organization but to manage such
diversified workforce is also a big challenge for management.

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 EMPLOYEE EMPOWERMENT

means giving employees responsibility and authority to make decisions

regarding all aspects of product development or customer service.
Employees are then held accountable for products and services. In return,
they share the resulting losses and rewards.

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 TEAMWORK

IS THE ASSIGNMENT OF WORK Can motivate employees by

TO GROUPS OF EMPLOYEES making work more interesting
WITH VARIOUS SKILLS WHO and significant. At organizations
INTERACT TO ASSEMBLE A that rely on teamwork, labor
PRODUCT OR PROVIDE A costs may be lower as well
SERVICE.

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 ISSUES AFFECTING HRM

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 BEIKE’S QUALITY MANAGEMENT SYSTEMS

Global corporations must

use of measurement in
dedicate themselves to quality
performance management, and
improvement. In order to
focus on their employees and
compete in their industry,
teams, and they must also
companies must demonstrate
manage improvements in the
excellence in leadership,
workforce process
strategic planning, focus on
customers,

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 MERGERS AND ACQUISITIONS
Often, organizations join forces through mergers (two
companies becoming one) and acquisitions (one company
buying another). Some mergers and acquisitions result in
consolidation within an industry, meaning that two firms in
one industry join to hold a greater share of the industry.

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 DOWNSIZING

The current economic crisis means that one important

question facing companies is how, despite having to reduce
the size of their workforce, they can develop a reputation
as an employer of choice and engage employees in
working toward the goals of the firm

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 REENGINEERING

Many organizations have undertaken reengineering- a

complete review of the organization’s critical work

processes to make them more efficient and able to deliver

higher quality.

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 OUTSOURCING

Outsourcing refers to the practice of having another

company (a vendor, third-party provider, or consultant)
provide services.

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 INTERNATIONAL EXPANSION

Companies are finding that to survive, they must compete

in international markets as well as fend off foreign
competitors’ attempts to gain ground in the local market.
To meet these challenges, local businesses must develop
global markets, keep up with competition from overseas,
hire from international labor pool, and prepare employees
for global assignments.

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 THE GLOBAL WORKFORCE

The global business environment is changing. As technology continues to

help accelerate international expansion, more and more companies are
reaping the rewards of an international presence. However, positioning
your organization competitively involves creating a solid HR plan related
to your workforce globalization.

For human resources professionals, obtaining and analyzing global HR

data can provide some unique insights into these new markets,
particularly as it applies to tailoring your workforce strategy and budget to
your company’s unique needs.

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 INTERNATIONAL ASSIGNMENTS

Besides hiring an international workforce, organizations must

be prepared to send employees to other countries. This HR
expertise in selecting employees for international assignments
and preparing them for those assignment.

Expatriates: Employees who take assignments in other

countries.

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 TECHNOLOGICAL CHANGE IN HRM
Advances in computer related technology have had a
major impact on the use of information for managing
human resources. Large quantities of employee data
(including training records, skills, compensation rates, and
benefits usage and cost.) Often these features are
combined in a HUMAN RESOURCE INFORMATION SYSTEM
(HIRS), A computer system used to acquire, store,
manipulate, analyze, retrieve, and distribute related to an
organizations human resources.

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 THE INTERNET ECONOMY
The way business is conducted has changed rapidly during
the past two decades and will continue to do so. Much of
the change is related to the widespread adoption of the
Internet by business and individuals.

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 E-HRM
The processing and transmission of digitized HR
information, especially using computer networking and the
Internet.

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 SHARING OF HUMAN RESOURCE
INFORMATION
Information technology is changing the way HR
departments handle record keeping and information
sharing. As a result, HR employees play a smaller role in
maintaining records, and employees now get information
through Self service systems in which employees have
online access to information about HR issues and go online
to enroll themselves in programs and provide feedback
surveys.

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 CHANGE IN THE EMPLOYMENT
RELATIONSHIP

Technology and the other trends we have described in this

chapter require managers at all levels to make rapid
changes in response to new opportunities, competitive
challenges, and customer demands.

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 PSYCHOLOGICAL CONTRACT

A description what an employee expects to contribute in

an employment relationship and what the employer will
provide the employee in exchange for those contributions.

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 FLEXIBILITY

Organizations want to be able to change as fast as

customer needs and economic conditions change.
Flexibility in human resource management includes
flexible staffing levels and flexible work schedules.

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 FLEXIBLE STAFFING LEVELS

A flexible workforce is one the organization can quickly reshape and

resize to meet its changing needs. To be able to do this without massive
hiring and firing campaigns, organizations are using more alternative
work arrangements. Alternative work arrangements are methods of
staffing other than the traditional hiring of full-time employees. There
are a variety of methods, with the following being most common:
1. Independent contractors
2. On-call workers
3. Temporary workers
4. Contract company workers

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 FLEXIBLE WORK SCHEDULES

The globalization of the world economy and the development of e-

commerce have made the notion of a 40-hour workweek obsolete. As a
result, companies need to be staffed 24 hours a day, seven days a week.
Employees in manufacturing environments and service call centers are
being asked to work 12-hour days or to work afternoon or midnight
shifts.

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 When the above mentioned When they are not
are studied and implemented applied by companies
by companies

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 Trends in Human
Resource Management

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 THANK YOU FOR LISTENING
S U BT I T L E G O E S H E R E

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