Globalization: Growing internationalization of business has its impact on HRM in
terms of problems of unfamiliar laws, languages, practices, competitions, attitudes,
management styles, work ethics etc. HR managers have a challenge to deal with
more functions, more heterogeneous functions and more involvement in employee’s
personal life.
Corporate Reorganizations: Reorganization relates to mergers and acquisitions,
joint ventures, take over, internal restructuring of Organizations. In these situations, it
is difficult to imagine circumstances that pose a greater challenge for HRM than
reorganizations itself. It is a challenge to manage employees’ anxiety, uncertainties,
insecurities and fears during these dynamic trends.
New Organizational Forms: The basic challenge to HRM comes from the
changing character of competitions. The competition is not between individual firms but between constellations of a firm. Major companies are operating through a
complex web of strategic alliances, forgings with local suppliers, etc.
These relationships give birth to completely new forms of Organizational structure,
which highly depend upon a regular exchange of people and information. The
challenge for HRM is to cope with the implications of these newly networked
relations, in place of more comfortable hierarchical relationships that existed within
the Organizations for ages in the past.
Changing Demographics of Workforce: Changes in workforce are largely
reflected by dual career couples, large chunk of young blood between age and old
superannuating employees, working mothers, more educated and aware workers etc.
These dynamic workforces have their own implications for HR managers and from
HRM point of view is a true challenge to handle.
Changed Employee Expectations: With the changes in workforce demographics,
employee expectations and attitudes have also transformed. Traditional allurements
like job security, house, and remunerations are not much attractive today; rather
employees are demanding empowerment and equality with management. Hence, it is
a challenge for HRM to redesign the profile of workers, and discover new methods
of hiring, training, remunerating and motivating employees.
Weaker Society Interests: Another challenge for HRM is to protect the interest of
weaker sections of society. The dramatic increase of women workers, minorities and
other backward communities in the workforce has resulted in the need for
Organizations to re-examine their policies, practices and values. In the name of global
competition, productivity and quality the interests of the society around should not be
sacrificed. It is a challenge of today’s HR managers to see that these weaker
sections are neither denied their rightful jobs nor are discriminated against while in
service.
Contribution to the Success of Organizations: The biggest challenge to an HR
manager is to make all employees contribute to the success of the Organization in an
ethical and socially responsible way because the well being of the society’s to a large
extent depends on its Organizations.
terms of problems of unfamiliar laws, languages, practices, competitions, attitudes,
management styles, work ethics etc. HR managers have a challenge to deal with
more functions, more heterogeneous functions and more involvement in employee’s
personal life.
Corporate Reorganizations: Reorganization relates to mergers and acquisitions,
joint ventures, take over, internal restructuring of Organizations. In these situations, it
is difficult to imagine circumstances that pose a greater challenge for HRM than
reorganizations itself. It is a challenge to manage employees’ anxiety, uncertainties,
insecurities and fears during these dynamic trends.
New Organizational Forms: The basic challenge to HRM comes from the
changing character of competitions. The competition is not between individual firms but between constellations of a firm. Major companies are operating through a
complex web of strategic alliances, forgings with local suppliers, etc.
These relationships give birth to completely new forms of Organizational structure,
which highly depend upon a regular exchange of people and information. The
challenge for HRM is to cope with the implications of these newly networked
relations, in place of more comfortable hierarchical relationships that existed within
the Organizations for ages in the past.
Changing Demographics of Workforce: Changes in workforce are largely
reflected by dual career couples, large chunk of young blood between age and old
superannuating employees, working mothers, more educated and aware workers etc.
These dynamic workforces have their own implications for HR managers and from
HRM point of view is a true challenge to handle.
Changed Employee Expectations: With the changes in workforce demographics,
employee expectations and attitudes have also transformed. Traditional allurements
like job security, house, and remunerations are not much attractive today; rather
employees are demanding empowerment and equality with management. Hence, it is
a challenge for HRM to redesign the profile of workers, and discover new methods
of hiring, training, remunerating and motivating employees.
Weaker Society Interests: Another challenge for HRM is to protect the interest of
weaker sections of society. The dramatic increase of women workers, minorities and
other backward communities in the workforce has resulted in the need for
Organizations to re-examine their policies, practices and values. In the name of global
competition, productivity and quality the interests of the society around should not be
sacrificed. It is a challenge of today’s HR managers to see that these weaker
sections are neither denied their rightful jobs nor are discriminated against while in
service.
Contribution to the Success of Organizations: The biggest challenge to an HR
manager is to make all employees contribute to the success of the Organization in an
ethical and socially responsible way because the well being of the society’s to a large
extent depends on its Organizations.