Challenges in Shrm

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Challenges in Strategic Human Resource Management
Human Resource Management
Set of tools to
(1) Recruit employees, form and organise their professional careers, and (2) Ensure that employees are assigned to do the adequate tasks and that the overall performance of the administration is aligned well with the general and particular objectives that it seeks to accomplish.

Major Factors Affecting HRM
(i)Demographics and Diversity
(ii)Technological Advancement
Issues for Integrating New Technologies

Impact of Technology on Organizations
Requires changes in skills and work habit of employees
Elimination of some lower-level position and layers of management •Less hierarchy, more collaboration
Technology Challenges for HR
Employee surveillance & monitoring
Ethical behaviour

Dramatic growth in number of Americans working from home •3.4 million in 1990
19.6 million by beginning of 2000
Issues affecting success of telecommuting programs
Clear performance measurement system is key
Deciding which employees will be offered participation
Equipment expense
Some managers uncomfortable having direct reports away from office

Employee Surveillance and Monitoring
More than 80% of large employers utilize monitoring technology, e.g., Internet usage
Computer files
Telephone usage
Under Electronic Communications Privacy Act (ECPA), employees have only limited privacy rights

Opportunity to deliver transactional types of services online: •Payroll
Employee benefits
Career development

Ethical Behavior
Majority of jobs are considered to be “at-will”
Movement toward greater protection for employees in regard to off-duty behavior •Ownership of work
Fairness of noncompete clauses
Sarbanes-Oxley Act of 2002:
Seeks to eliminate deception in accounting & management practices by increasing government oversight •Holds senior executives more directly responsible for violations •Protects “whistle-blowers”

Workforce Demographic Changes: “Graying” of Workforce
Positive aspects of older workers
As productive or more productive than younger workers
Have more organizational loyalty than younger workers
Possess broader industry knowledge and professional networks

Negative aspects of older workers
Perceived resistance to change by older workers
Increased health-care costs for senior workers
Blocking advancement opportunities for younger workers
Higher wage and salary costs for senior workers
Workforce Demographic Changes
Baby Boomers (1945–1962)
Currently in excess supply in middle management ranks
HR challenge is to manage “plateaued” workers

Baby Busters (1963–mid-1970s)
Are often career bottlenecked by Boomers
Many have skills in high demand; are doing and will do well

Generation “X”ers (late 1970s–early 1980s)
Have life-long exposure to technology and constant change •Seek self-control, independence, personal growth, creativity •Not focused on job security or long-term employment

Generation “Y”: “Baby Boom Echo” (after 1979)
High comfort level with technology
Global and tolerant outlook on life
Highly entrepreneurial
Shorter attention span
Opting for more transient and variable project work
Workforce Demographic Changes
54 million Americans with disabilities
Often not included in diversity initiatives
Many supervisors do not understand needs of employees with disabilities •Stereotypes
New Employee/Workplace Dynamics
Emphasis on management of professionals
Establishment of separate career tracks
Technical/Professional, Managerial /Administrative
Use of project teams

Less employee loyalty, more loyal to self
Staying with employers for shorter periods; demanding more meaningful work and...
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