Learning and Development and HRM

Figure 1- Learning and Development (Kirkwood, 2017)

In today Human resource is considered as the main resource that decide successive of any company. According to Kirkwood (2017) research done among USA multinational companies, identified that  company successive is depended on ability of updating employees with business environment changes. It can be evaluated that, in order to maintain competitive advantage constantly, it is a main job of HRM to develop employees’skills and knowledge in according to changes in business environment via Learning and development (L&D) and ensure stability.

Figure 2 - Definition of Learning and Development (HRZONE, 2010) 

Chandrasekhare (2011) stated there are two main L&d types.Table 1- Learning and Development methods 

In 21^st century digital age, most of the companies practice L&D by technology based learning. Such as PC based programmes, multimedia, interactive videos, web based training and etc, that ensure more trainer’s involvement on trainees comparing to other learning methods, which will enhance employee knowledge and skills.

According to Cindy (2007) research done among London Gas well drilling company’s employees highlighted that, employees who participate for company training have no turnover intention or neglectful behaviors. It can be argued that, L&D not only improve employees’ knowledge and skills, it stops turnover intention and unethical behaviors, which will ensure companies to maintain a good organizational culture.

But in order to implement L&d programmes, HR will have to invest money with a risk as Berger, Fulford, and Krazmien (2008) research done among US top companies’ lower-level employees identified, though most of companies spend more than $40 billion per year on L&D, employees doesn’t knowing the value of it. It indicates that, though HR invest money on L&D, as employees do not get maximum benefit on improving their knowledge and skills and contribute them for company successive, HR will be pulled for being a cost center though the goal is to become a profit center. HR will have to demonstrate the value of L&D for each and every level of employee to get maximum benefit of it, in where it has become a challenge for HR to keep  L&D as a top priority in an organization and convey value of it specially for lower level employees.

With globalization, today most of multinational companies are operated in different geographical areas. But as L&D have to be consistent, it is a challenge for HR for providing consistent training due to geographic limitations, increased costs, language barriers, translation issues, and virtual training needs.  

References

Berger. F, Fulford. M., and Krazmien. M. (2008). Human Resources Management in the 21^st Century: Predicting partnerships for prifits. Ithaca: Cornell University.

Chandrasekhare. B. (2011). Management. Support to "Child Education and Eradicate Child Labour System" , pp-4-8.

Cindy. W. (2007). 21st-Century Human Resource Management Strategic Planning and Legal Issues. London: Press.

HRZONE. (2010). Learning and Development? Available on: HRZONE: https://www.hrzone.com/hr-glossary/what-is-learning-and-development. Accessesd on 5th July 2018 at 8.36pm.

Kirkwood, C. (2017). What Are Some Challenges of HR With Training & Development? Career Trend , pp-4-9.

Generational Shift and Human Resource Management

Figure 1- Human Resource Management (Post, 2017)

There are many generations has been identified in the modern world. Tulgan (2018) stated that only four types of generations are involed in employment. Such as baby boomers, Generation X, Xennials and millennial (Generation Y).Which means with the time passes, in today there is a trend of in one end workforce is aging and in other end getting younger. It can be evaluated that there is a gap wide upping in between aging and younger population and as prime age workforce is shrinking, it has become a contemporary issue in today HRM for retaining aging people and searching talented well well experienced people among youngers. 

Figure 2-Generations (Robinson, 2018)

Coon (2017) research done among USA multinational companies has identified, Baby Boomers are about to be retired and Generation X and Y steps into upper level management and according to a research done by Allen (2004) among Canada workforce, it has been highlighted that, after economic crisis, youth hiring percentage is increasing much faster than recent years. It identified that companies lost their knowledge as there knowledge is not formalized or written down with the retirement of aging people and it is about to be increased in future and world is now in the palm of millennial.

Behrens (2009) research done among selected USA young employees has identified, young generations tend to leave office on off-time without staying overtime or work in weekends by comparing for old generation employees. It can be identified that, Generation X and Y tend to be more concerened on what the company can do for their family and friends rather than the company loyalty. This is a great challenge for HR department for getting the maximum output out of them via transforming core dynamics of workplace, as their behaviors and mindsets cross the functions each other. 

Cheese (2009) stated, still 30% of people form total work force is baby boomers and still exit in workforce. In order to get the maximum contribution out of Generation X and Y by allowing youngers to thrive in an environment that designed to ensure successive, HR department will have to transferring knowledge and ethics for young generation from older generation via mentoring and consistent training, which is wisdom transfer” and work life balancing programmes, which will lead HRM to be a cost center, though goal is to be a profit center. 

References

Allen. P. (2004). Welcoming Y. Benefits Canada , PP-51-53.

Behrens. W. (2009). Managing millennials. Marketing Health Services , PP-19-21.

Cheese. P. (2009). The ABC of Generation Y. Director , PP-33.

Coon, F. (2017). The Generational Shift. Fred's Megaphone , PP-10-18.

Post, J. (2017). 4 Ways Human Resources Will Change in 2018. Accessed by: Business News Daily: https://www.businessnewsdaily.com/9383-future-of-hr.html. Accesed on 1st July 2018 at 9.34pm.

Robinson. M. T. (2018). The Generations. Career Testing , PP-5-9.

Tulgan. B. (2018). The Great Generational Shift: How Employers and Managers Can Prepare. Everwise , PP-6-9.

Work Life Balance and HRM

Figure 1- Work Life Balance (Yatin, 2017)

Work and home can be figured as the most important sectors in any person’s life. For employees managing the balance between work and life will decide behaviors and attitudes of that person towards company.

What is Work-life Balance (WLB)?

Figure 2 - Definitions of WLB (Shodhganga, 2017) 

By considering all definitions, according to author’s perspective WLB is proper prioritizing between “work” and “life”. Sanichar (2004) stated, there are many factors influencing WLB.

Figure 3- WLB effecting factors (Sanichar, 2004)

According to research done by Kurtzleben (2013) among US people, both male and female are increasing their stress level due to lack of WLB that cannot be even controlled by HRM. It can be evaluated that, employee WLB effecting factors can be controlled by HRM only up to a limited extend, which enables a great challenge. Most of the time HR will directly able to control organizational factors, but only limited influence can be done on individual, societal and other factors.

According to CIPD Research Report (2009), a research done among London multinational companies’ employees, it has been identified a positive relationship between WLB and employee commitment. It can be analyzed that employees who have great WLB will have good performance and commitment for company, which has been a key contemporary issue for HR for ensuring WLB on each and every employee.  

According to Clutterbuck (2003), study done on Roffey Park Institute, 38% of the sample of employees considers leaving current employer to gain better WLB, even if it meant reduced pay and low percentage of employees make use of available WLB practices. It can be analyzed that, employees worth WLB more than money and possibility of maintaining employee WLB by HR influence on company talent retention. As HR goal is to become a profit center, though it creates cost, HR invest money with a risk on WLB programmes, assuming for getting better performances and talent retention from employees. But in most of companies, implementing WLB programmes is not enough to ensure employee WLB, proper trainings and knowledge must also be provided about WLB programmes in order to convert this HR invest in to a profit center, which has been a great contemporary issue in today business world. 

References

CIPD Research Report. (2009). Employment Trends Survey: People Driving. Pertemps and Confederation of British Industry , pp-3-9.

Clutterbuck. D. (2003). Managing Work-life Balance: A guide for HR in achieving organizational and individual change. London: UK Chartered Institute of Personnel and Development.

Kurtzleben. D. (2013). Men and Women Both Stressed About Work-Life Balance. Staff Writer , pp-10-15.

Sanichar, A. (2004). The strategic implications and management considerations of work/life programmes. . Journal of Contemporary Management. , pp-31-44.

Shodhganga. M. (2017). Work Life Balance and Job Satisfaction . Bitstream , pp-7-9.

Yatin. (2017). How to strike a healthy work life balance – 5 key elements. Work Culture , pp- 2-9.

Employee Engagement and HRM

Figure 1 - Employee engagement (Amling, 2017) 

Organizations have realized that in today’s constantly changing business scenario, the most valuable recourse which needs to be leveraged is Human. This means not just attracting and retaining employees, but also keeps motivated and committed for organizational goals achieving which is employee engagement.Many authors have defined employee engagement as below.

Figure 2- Employee engagement definitions (Smith & Markwick, 2009)

By considering all above definitions, according to author’s perspective, Employee engagement can be defined as an emotional commitment employees feel towards organization and the actions taken to ensure organization’s success. Gallup (2012) research done UK workers has identified,

Figure 3- Employee engagement level percentages in UK (Gallup, 2012)

It can be analyzed that there are three types of employee engagement, engaged, not-engaged and actively dis-engaged. 

Impact of Employee engagement on HRM 

According Graen (2008) research in Procter and Gamble Company, actively disengaged employees directly impact company under performances. It can be analyzed that actively disengaged employees might change company culture even to reduce commitment of engaged employees and can be figures as cost sources for HR, as company is not able to get high commitment out of them though company give wages and other allowances. This will pull HR for being a cost center though goal is to become a profit center. 

According Baumruk (2006) research done in international passenger airline Jordan, company had lower turnover rates and higher company performances due to high commitment of employees. It indicates that if employees’ commitment and engagement towards company is high, company will be able to achieve high performances and obtain competitive advantage. But employees will not give their maximum contribution if the company procedures do not match with their requirements. In order to fulfill their expectations, HR will have to take the main role on motivating employees in order to maintain good employee engagement, which has become a contemporary issue and a hot topic in HR agenda today.

According Harter (2000) research done among US 36 companies, it has been identified 70% of highly talented and engaged employees inside the company was built due to management style of the company. It can be analyzed that, monetary rewards are not only the answer for increase employee motivation. Employer-employee relation is also an important to increase employee engagement level, and ensuring it is a great contemporary challenge for HRM in today.  

References 

Baumruk.R. (2006). Why managers are crucial to increasing engagement, Strategic HR Review, Melcrum Publishing, Jordan. pp. 180-186.

BT (2008), Employee Engagement. Accessed by; www.btplc.com/Societyandenvironment/

Ourapproach/Sustainabilityreport/se ction.aspx?sectionId=29A70D7A‐BD69‐4A24‐BA54‐C1BBA56CE841. Accessed on 9th June 2018 at 10.07 am.     

Catteeuw F, Flynn E, and Vonderhorst. J (2007). ʹEmployee engagement: boosting  productivity in turbulent timesʹ, Organization Development Journal. 25 (2), pp. 151– 157.  

Gallup (2006), Gallup study: engaged employees inspire company innovation. The Gallup Management Journal.pp.6-15. 

Graen GB (2008), Enriched engagement through assistance to systems change: A  proposal, Industrial and Organisational Psychology, 1, pp.74–75.

Harter. J.K. (2000), Managerial talent, employee engagement, and business‐unit level  performance, Psychologist‐Manager Journal, 4(2), pp.215–224.

Smith G. R & Markwick. C. (2009). Employee Engagement A review of current thinking. Employement study journel, pp.12-18.

Suff.  R. (2008), Vodaphone’s entertaining employee‐engagement strategyʹ, IRS  Employment Review, pp.896.

Migration and Human Resource Management

Figure 1- Migration (Brink, 2016)

Past decades have witnessed growing international migration due to emergence of integrated open economic system and push and pull factors from both home and host country. United Nations (2013), estimates there are currently 232 million migrant workers worldwide and it is to be increased higher in future. In organizational point of view, migration can be result with skilled and non-skilled employees, which have been a contemporary opportunity and challenge for HRM on managing talent pool by aligning with migration laws.  

Impact of Migration on HRM

Beechler and Woodward (2009) stated, skilled migrants play an important role in talent pool via contributing for company competitive advantage. But as migrant talent pool is included with both skilled and non-skilled employees, non-skilled employees are a contemporary issue for host countries’ HR by comparing to skilled-employee migrations, as companies will not be able to get expected output, healing for training costs and other expenditures which HR has been utilized. Apart from that HR will have to utilize finance for rapid training as employee performance evolution will resulted with gaps in every time on this category.   

According to Phillips (2013) in 2012 Microsoft's HR has spent $8 million on lobbing and filed a 33 reports mentioning migration. Which can be identified that, due to migration though being a profit center is the main goal of HR, as migration generates costs for HRM on procedures practicing for retaining skilled migrants for a long time period, it will pull HRM for being a cost center. According Bloom & Reenen (2010), survey done on Fortune 1000 companies, it has been figured, companies’ HRM allocate more financials on training (language, cultural, and operational) and migrants’ personal benefits (schooling, medical, accommodation facilities and etc.) in order to align them with new environment.

According Connell and Burgess (2009) research done among Canadian multinational companies, they used to pull skilled workers from developing countries for low wages. It can be analyzed that developed countries pull skilled employees from developing countries for cost advances, which entitle costs on developing countries’ HR on retain skilled employees within the country, on practicing employee retention programmes. By considering all above, it can be analyse that main challenge for HR in term of migration is to take advantage of skills and labour power of migrants by minimizing tension created by diverced workforce in aligning with migration laws. 

References

Beechler. S., and Woodward. I. (2009). The Global War for Talent. Journal of International Management , pp- 273-285.

Bloom. N., and Reenen, J. V. (2010). Human Resource Management and Productivity. Cambridge: Working Paper, (19), pp.160. 

Brink. (2016). Global Migration Continues Despite Anti-Immigration Trend. The Edge of Risk , pp- 2.

Connell. J., and Burgess. J. (2009). Migrant workers, migrant work, public policy and human resource management. International Journal of Manpower , pp- 412-421.

Phillips. P. O. (2013). Special Interests Battle Over Immigration Reform. OpenSecrets.org , pp-2-9.

United Nations. (2013). Department of Economic and Social affiars, Population Devision. New York: NY Author.

Workforce diversity and HRM in 21st Century

 

Figure 1- Workforce diversity (Burns and Barton, 2012)

According to Loysk (1996), with globalization, as the whole world became a village, today people are no longer living and working in an insular environment. They are part of a worldwide economy competing within a global framework. According to Burns & Barton (2012) a research done in U.S workforce, companies are required to be interact among people from diverse backgrounds in order to maintain competitiveness in the global market.

According to Moorhead & Griffin (1989), workforce diversity can be defined as,

                 Figure 2 - Definition of Workforce diversity (Moorhead & Griffin, 1989)

According to SHRM (2007), research done among 5000 SHRM HR proffesionals, in order to manage diversity, HRM practisesis must adapt to accommodate a multicultural work environment. Loysk (1996) stated that, bringing all the people of different nature under a one roof of organization the key responsibility of HRM on diversity management. 

According to Bedi & Lakra (2014), in past diversity was treated as a legal issue which is only a challenge but now in 21^st century accoring to Roosevelt (2001), companies realize that diversity is a reality to build a stronger, competitive enterprise rather than something deal with. 

Challenges of workforce diversity on HRM in 21st Century 

According to Morais, Pena, Shacket, Sintilus, & Ruiz (2014), research done on Starbucks, as an international company, HR is responsible on recruiting qualified candidates while promoting diversity by recruiting employees from all genders, races, religions, nationalities and etc. where two roles appear to be at cross purposes to each other, which is a great challenge for HRM in today. 

According to Patrick & Kumar (2012), a research done on IT sector of India, training employees to be sensitive and accept to cross-cultural differences and offering foreign language trainings to increase inclusiveness, is a challenge for HRM as it pushes HRM more for a cost center inside the company. 

Especially in Multinational companies practicing mindful of ‘Think Global, Act Local’ approach in order to motivate highly qualified culturally diverse professional and assure foreign professionals are not a threat for career advancement of local professionals is a great challenge of HRM. At last according to SHRM (2007), author would suggest for HRM to practice culturally relative perspective (Let's take the best variety of ways) rather than ethnocentric view (our way is the best) in the business context to manage diversity in an effective manner.

References 

Bedi. P. and Lakra. P. (2014). Workforce Diversity Management. IOSR Journal of Business and Management (IOSR-JBM) , 102-107.

Burns. C. and Barton. K. (2012). The State of Diversity in Today’s Workforce. Center for American Progress, 4-10.

Loysk. B. (1996). Managing a changing workforce: Achieving outstanding service with today’s employees. Davie: Workplace Trends Publishing.

Moorhead. G. and Griffin. R. (1989). Organizational Behavior. Indiana: Houghton Mifflin Company.

Morais. U., Pena. J., Shacket. K., Sintilus. L. and Ruiz. R. (2014). Managing Diverse Employees at Starbucks: Focusing on Ethics and Inclusion. International Journal of Learning & Development , 35-40.

Patrick. H. A. and Kumar.V. R. (2012). Managing Workplace Diversity: Issues and Challenges. SAGE Open , 1-15.

Roosevelt, T. (2001). Elements of a successful “diversity” process.  The American Institute for Managing Diversity: Accessed by: https://www.coursehero.com/file/p5u15p6/Roosevelt-T-R-Jr-2001-Elements-of-a-Successful-diversity-process-The-American/ Accessed on  28th May  2018, 10.29pm. 

SHRM. (2007). State of Workplace Diversity Management. Society for Human Resource Management , 14-19.

HRM in the Digital Age

The world has changed in cultural, societal and economical sectors due to digital technological changes. Those changes play a role in employees’ lives and HRM. According to Ashbaugh and Miranda (2002), in this digital age, HRM has transferred as E- HRM, as companies have to be adopted for the digital technological changes in recruit to retire functions, to be success. Evolution of HRM in according to technology changes is given below.

        Figure 1- Evolution of HRM according to technological changes. (Ashbaugh and Miranda, 2002)

Table 1- Evolution of HRM according to technological changes

Stage	Functions	Example
Paper-Based Systems/Legacy mainframe systems	HR was the sole custodian of the data. Reporting was very rudimentary	In earlier time HR manager send employees to HR department to get their all their needed personnel information noted down by a HR officer.
Personal Computer (PC) Technology and local area network (LAN) systems	HR data were stored on a client server which is HR network. Able to produce reports that simply listed employee information.	In Hemas Ltd. earlier time all the information on HRM practices are entered in to a PC and stored there.
Electronic Database Systems	Emergence of relational database that stored a piece of data in more than one file, with different types of data. Develop more complex reports that integrated several data elements. Enterprise-wide system was initiated (SAP) which interrelate HR functions with all other departments. E-HRM has begun.	Singer HR department was able to generate employee report could from different databases that included name, address, and salary and benefit information.
Web-Based Technology	Interactive voice response (IVR) To interact with databases to get information or enter data into it a touch-tone phone is used.  Web-based applications Applications that use a Web browser as a user interface	Omega Line Ltd. HR department used to get basic information needed from candidates for the recruitment process via website information forms.

(Author developed based on Ashbaugh and Miranda, 2002)

If considered 21^st century, most of the HRM functions are linked with this digital technology.

Table 2- Electronic technological tools used in HRM functions in 21st Century 

Function	Technology Tools	Process/ ac
Employee recruitment, selection and placement.	E-recruitment web portals Social Media Sites (Facebook, LinkedIn)	Post available job positions and qualifications in web portals and job seekers select their expertise and apply.
Employee Development	E-learning Career Development Online Appraisal System (e-performance)	Employees are able to increase their skills through e-learning as they are provided with necessary inputs for career growth and feedback on their performance via E-learning.
Compensation	E-compensation, Compensation settlements Flexi-reward Packages Facilities	Determine the cost to company for the compensation plan awarded to employee and employee can determine the pay he will get in hand via e-compensation system they have lounged.
Employee Relations, Communication and Work Environment	Intranet OD and Team Development	OD exercises help in bringing organizational change and effective team development and build better employer employee relations.
Decision Making	Decision Support System (DSS)  Artificial Intelligence (AI) System Online Analytical Process (OLAP) Group Decision Support System(GDSS)	DSS Technology tool used to get HR decision enable for taking quick business decisions as it summarize large amount of data with speed to a useful result.
Human Resource Information System (HRIS)	Intranet availability of Data record of  Employees	All the information on company portals, employee portals, company policies, employee feedback etc. of Google.com is available in company intranet.

(Author developed based on Beer, 1997)

Challenges of E-HRM on organizations

It can be analyzed that with the concept of E-HRM, all the HRM data are mainly stored and handles via technological systems. According to a research done in China on E-HRM by Shrivatsava and Shaw (2003), it is a challenge for HRM, with the advance of technology, security of the data privacy also has to be advanced. HRM will have to lounge security systems, prevent privacy breaches and provide trainings for employees on data securing, which will cost high and time consumable and it will directly impact on company profits.  

According to a web based survey 136 US and Canadian on E-HRM by Tansley and Watson (2000) stated that with rapid technological changes in according to remain competitive advantage, companies will have to adopt for the technological changes. Therefore companies will have to lounge new digital systems with the trend. It is required to provide trainings for employees which will be a cost for the company that have to be bared anyhow. 

According to Ulrich (1997) a research done on  Motorola in Russia he has stated that, changes in technology can result in anxiety and resistance among employees. Most of the roles of employees are replaced by a machine or computer which is cheaper and fast, but this enables lack of trust on employees towards the company and de-motivated.  It is a challenge for HRM for assure employees of their worth and meaningful place within the business and by help to see the technology as an aid not a hindrance to their work. 

Figure 2 - Technology and Employees (Beer, 1997)

According to above saying it can be analyzed that due to this technological development employees will even tent to be like machineries. Innovative and Creative ideas might not pop up and it is a great challenge for HRM to pop up and develop creativeness from the employees. 

  

Figure 3- Author's suggestion corner (Author developed) 

References

Ashbaugh. S. and Miranda. R. (2002), “Technology for Human Resource Management: Seven questions and answers”, Public Personnel Management, Sage Publication, 31(1).

Beer. M. (1997), “The transformation of the human resource function: Resolving the tension between a traditional administrative and a new strategic role”, Human Resource Management, 36(1).

Fernandes. A. (2017). The Digital Age of Real Estate. Deja Vu Real Estate Broker, 4-9.

Shrivatsava. S. and Shaw. J. B. (2003), “Liberating HR through technology”, Human Resource Management, John Wiley & Sons Ltd. 42 (3).

Tansley. C. and Watson. T. (2000), “Strategic exchange in the development of human resource information systems (HRIS)”, New Technology, Work and Employment, 15 (2).

Ulrich. D. (1997). Human Resource Champions: The Next Agenda for Adding Value and delivery Results. Harvard Business School Press, Boston.  

Stage

Functions

Example

Paper-Based Systems/Legacy mainframe systems

• HR was the sole custodian of the data.
• Reporting was very rudimentary

In earlier time HR manager send employees to HR department to get their all their needed personnel information noted down by a HR officer.

Personal Computer (PC) Technology and local area network (LAN) systems

• HR data were stored on a client server which is HR network.
• Able to produce reports that simply listed employee information.

In Hemas Ltd. earlier time all the information on HRM practices are entered in to a PC and stored there.

Electronic Database Systems

• Emergence of relational database that stored a piece of data in more than one file, with different types of data.
• Develop more complex reports that integrated several data elements.
• Enterprise-wide system was initiated (SAP) which interrelate HR functions with all other departments.
• E-HRM has begun.

Singer HR department was able to generate employee report could from different databases that included name, address, and salary and benefit information.

Web-Based Technology

• Interactive voice response (IVR)

To interact with databases to get information or enter data into it a touch-tone phone is used.

•  Web-based applications

Applications that use a Web browser as a user interface

Omega Line Ltd. HR department used to get basic information needed from candidates for the recruitment process via website information forms.

Function

Technology Tools

Process/ ac

Employee recruitment, selection and placement.

• E-recruitment web portals
• Social Media Sites (Facebook, LinkedIn)

Post available job positions and qualifications in web portals and job seekers select their expertise and apply.

Employee Development

• E-learning
• Career Development Online Appraisal System (e-performance)

Employees are able to increase their skills through e-learning as they are provided with necessary inputs for career growth and feedback on their performance via E-learning.  

Compensation

• E-compensation,
• Compensation settlements Flexi-reward Packages Facilities

Determine the cost to company for the compensation plan awarded to employee and employee can determine the pay he will get in hand via e-compensation system they have lounged.

Employee Relations, Communication and Work Environment

• Intranet
• OD and Team Development

OD exercises help in bringing organizational change and effective team development and build better employer employee relations.

Decision Making

• Decision Support System (DSS) 
• Artificial Intelligence (AI) System
• Online Analytical Process (OLAP)
• Group Decision Support System(GDSS)

DSS Technology tool used to get HR decision enable for taking quick business decisions as it summarize large amount of data with speed to a useful result.  

Human Resource Information System (HRIS)

• Intranet availability of Data record of  Employees

All the information on company portals, employee portals, company policies, employee feedback etc. of Google.com is available in company intranet.