Human Resource Management In The 21 St Century |

Human Resource Management in the 21 st Century

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Student’s Name
Human Resource Management in the 21
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
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
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 servicethe 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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