There are four essential internal forces that trigger change. First of all, the new organization strategy is important part of change in every organizational existence. For example, one of main reasons of changing an organization strategy is to increase the cycle of learning inside the company by creating a new methodology of routine changes. In addition, another key internal force of change is changes in composition of workforce. Sometimes managers try to switch their employees’ departments to improve their experience and knowledge.
For each person, the reasons will probably be quite complex. And for working professional, more often, it becomes challenge. Due to the advancement of scientific and technological evolution and global economy that requires new knowledge, skills and competencies, many working professionals are involved in learning activities in order to survive and to be competitive. The number of adult learners at graduate schools increased dramatically over years. Each has their different goals and despite this varying goals, an individual who has goals also considers the status of his/her career development with respect to any of the abovementioned reasons.
That said, HRM will see changes in the type of employee and what they look for in the workplace. Firstly, holistic workers will become more ubiquitous. There is an increase in people’s need for opportunities to make meaningful contributions to the organization as well as society. For individuals, the attention to social responsibility will become a high priority in 5 to 15 years’ time. People will want to work for for an organization that serves a purpose which they feel passionate about.
Right now, many firms are rethinking the way in which they undertake business as a way to improve productivity and the quality of their products but also to stay competitive within the changing and unforgiving environment. Those who control the production have realized that investing in human capital in the form of training and development provides enhanced returns. CHALLENGES Globalization and industrial restructuring During the last four decades, the labour markets have experienced many changes but globalization and industrial restructuring have significantly changed the size and composition of the workforce. Quick exchange of labour, goods, and capital because of globalization also impacts the wages. Globalisation has brought new ways of production which do not require significant labour force and because of that the number of employed people declined.
This percentage will increase in the next five years. Due to such diversity in the workforce, the four generations must learn to co-exist peacefully and must learn to get along with each other. It is hugely important due to changing landscape of work dynamics. Such generational differences are prone to create work clash and hence affect productivity. Since, different generations are working together a balance between traditional work procedures and supporting creativity and flexibility is deemed to create an effective blend of work ethics.
2.1.3 WORK-FAMILY INTERFERENCES DETERMINANTS According to Aminah (2008), there are a number of factors which include both job and family oriented factors that determines the percentage of work-family conflict experienced by an individual. 1. Job-linked Factors This factor has a great effect on the quality of an individual’s work and also the level of involvement. It usually focuses on the characteristics and conditions of work and the demands of an individual at work. In 2004, Dalton and Debra argued that work role commitment will lead to a high increase in the level of work-family conflict an individual would experience.
Competition for talent as labor markets improve, demographic changes that include the aging workforce that is bringing different generations working together, and the constant evolving of new technologies are just a few examples of the complex environment all HR professionals must navigate through in order to design positive strategic responses for the success of the company. HR professionals are expected to make the best selection in human capital and develop prospective leaders of the company who are equipped to take on leadership roles of the future so that the company stays viable in the long term. To meet and even exceed these challenges, human resource management must not only look at the education, experience, and expertise in the required skills for a position in the company, but to a trait and skill unable to be listed on their resume, emotional and gender intelligence. Unlike IQ that is stable throughout life, this intelligence can be learned at any point in your life and improved over time. IQ and skills are now considered entry level, and this new model of skill set with emotional and gender intelligence being what will distinguish the mediocre form the standouts.
1.0 Introduction Today, organisations are facing challenges such as globalisation (Friedman, 2009). In order to keep up with the growing demands of consumers, organisations need to strategise to stay competitive. Often, Strategic Human Resource Management (SHRM) is implemented by organisations to build up competency and stay on par with competitors. SHRM consists of a set of practices that organisations employ to affect the attitude and performance of employees positively. These practices include selecting and recruiting of employees, skills training and development courses, creating a positive workplace and rewarding systems (Noe et al., 2014).
One reason is that each individual has a specific Personal Style orientation towards time. • People We learn -- some better than others --how to live, work and get along with many different people throughout our lifetime. Interacting with people can be very rewarding. Our interactions can, however, create stress and tension because we must meet needs, wants and values other than our own. That dynamic begins when we are young, in our families of origin, and continues to affect us as we grow older, in social situations such as school, and of course being a leader in the workplace.
A company rises and falls on the competence and expertise of its workforce, so finding qualified candidates in the community is crucial. According to Johnson S 2016. “In assessing the labor environment, companies should look to characteristics that include the average educational level of the community, training programs available, technical know-how, and diversity, which is increasingly necessary in a globally connected world”. Changing population patterns such as changes in the community's average age should also be