Human Resource Management In The 21 St Century

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Human Resource Management in the 21

Century

Human Resource Management (HRM) refers to the multidisciplinary organizational

function that tackles affairs related to workers such as hiring, compensation, organization

development, employee motivation, performance, training, and communication. Effective HRM

allows workers to contribute efficiently and productively to the organizational direction and the

accomplishment of the company’s goals and objectives. However, organizations that purpose to

sustain their competitive edge need human force completely equipped with modern techniques to

face the glaring challenges of the 21st century. Human Resource Management, therefore, should

be well versed with the modern technological and environmental changes to achieve competitive

advantages. The challenges of the 21st century include production methods, recruitment process,

training techniques, promoting organizational culture, conflict management, and using new

equipment.

Promoting organization culture is one of the key challenges that HRM must prepare to

tackle since an organization contains diverse individuals (Ployhart, 2). Even though the diversity

promotes innovation, managing the organizational culture with many diverse minds and

administering the cultural values is admittedly a challenging task. Organization culture is

significant in attracting new talents hence is paramount. Human Resource managers, however,

encounter barriers and challenges in managing people with diverse cultures such as moral

background, different religions, and cultural belief. Therefore, the managers should work

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extraordinarily hard to acquire new skills, talents, and equipment, and put in additional efforts to

establish a successful organization structure.

According to Scullion, Collings & Gunnigle (1), attracting and selecting best candidates

still drives most managers within the contemporary business world to a state of hesitation. The

process of identifying and selecting suitable talents and skills is demanding since various

candidates have distinguished abilities and knowledge. The managers’ perception, values, social

views, religious affiliations, political opinions, and cultural beliefs also influence their decisions

thus developing the possibilities of biasness. Hence, HR managers should acknowledge that

although it is essential to hire high quality and skilled talent, selecting the most suitable

candidate from a diversity of professions is a demanding responsibility.

Comparatively, the 21st century poses the challenge of effective management of virtual

workplace and e-commerce. Ployhart (3) asserts that electronic commerce focuses on performing

trade through the internet thus HRM should ensure that it hires competent staff with adequate

knowledge of information and communication technology. The managers, however, find it

difficult to hire, train and develop Human Resources with the ability to attract, retain, serve, and

motivate maximum customers. Hence, managers make flexible arrangements to decentralize

their functions in a manner that conforms to the emerging trends in the virtual business world.

The effect of globalization puts pressure on HRM to reconsider its strategies and policies

to overcome the challenges (Ingraham, Selden & Moynihan, 2). Thus, the management should

prioritize to become the pioneer of changes in the company rather than merely following the

policies. Moreover, HRM should help the subordinates to enhance their capabilities in a bid to

ensure that they meet organization’s objectives. HRM should also form new training techniques

to initiate the changes and enable employees to adapt to them quickly. Furthermore, the

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employees should be properly trained in technical knowledge, group process skills, and decision-

making skills to become conversant and informed of their responsibilities and the changing

trends.

In summary, the challenges of HRM are becoming more intense day by day. With the

emergence of globalization, various technological developments and changes have surfaced

hence making HRM a tedious task that requires specialized training and capacity development.

Multiple challenges such as managing workforce diversity, managing virtual workplace and e-

commerce, promoting organizational culture, and career development are the key impediments to

efficient HRM. Human Resource Management, therefore, have to use monetary and non-

monetary techniques, including proper career development and adequate performance evaluation

to motivate the professional personnel to reduce their mobility. The training will also increase

their knowledge and skills hence results in improved productivity and enhanced efficiency.

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Works Cited

Ingraham, Patricia Wallace, Sally Coleman Selden, and Donald P. Moynihan. "People and performance:

Challenges for the future public service—the report from the Wye River Conference." Public

Administration Review 60.1 (2000): 54-60.

Ployhart, Robert E. "Staffing in the 21st century: New challenges and strategic opportunities." Journal

of management 32.6 (2006): 868-897.

Scullion, Hugh, David G. Collings, and Patrick Gunnigle. "International human resource management in

the 21st century: Emerging themes and contemporary debates." Human Resource management

journal 17.4 (2007): 309-319.

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Human Resource Management in the 21 st Century

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