Current Trends on HR Management
Abstract
Constant changes in social, economic, financial and technological aspects of businesses have affected both the management and human resource departments of companies. Human resource management incorporates bringing people together in an organization to achieve a particular goal. Expectations of current roles of human resource and management have increased tremendously with the demand for profits rising. The purpose of this paper is to explain the trends in employee motivation and to review existing works on this topic about current trends. Employees form a very integral part of a business, right from the top structure of an organization to the bottom, each playing a significant role in sustainability, growth, and development of the company. Most businesses have put in place responsive human resource teams to ensure that employee’s issues are considered. Analysts argue that HR department requires more attention and keen management than any other department. In human resource management, current trends are emerging issues in human resource that affect the work environment and output of employees. Trends are either positive or negative. Changes occur in workplaces, as such managers have to adapt to these changes to avoid being caught in the middle. Adaptation is, therefore, an important skill to make a positive difference. It is difficult to tell of the future, and the risk involved might be significant. Hence the management focuses on what might happen shortly to avoid speculative risk. Employers have therefore come up with different ways to ensuring that employees are comfortable and motivated with resources adequately utilized for the best results.
Keywords: human resource management, employees, department.
In contemporary management, many companies have started accepting the idea of a mobile workforce. Talented employees seek personal growth, flexibility, and autonomy. Employees can work remotely from wherever they are without time or place restrictions. Mobile phone applications and other technologies are of significance in such a scenario. With employees who do not necessarily have to report to work, working space is reduced therefore saving the company rent expense. Managers are aware that talent and flexibility beat just salary, and if employees are allowed to maximize their abilities, then their output will be maximum. (Newman & Mayson, 2015)
With improved telecommunication and information technology, working sites in most organizations are decentralized making it possible for employees to be located anywhere in the world. Employers are not compelled to locate their businesses near their workforce. Employers can decide to locate their main office in a high-cost area but move their employees to low-cost areas thus saving the employer the high rent expense. With employees living in low-cost regions, they do not become financially stretched as compared to living in high-cost areas. Employees with families or disability may prefer to work near their homes than move to the company’s headquarters allowing them to spend time with their families. Decentralization, however, poses a challenge in training of the management and employees due to constant movement and cost incurred during this process, which is higher compared to a centralized location.
Most companies currently have adopted hiring based on skill requirement. A specialized-skill employee is a key to a company which focuses on competition. Employees enjoy working in their areas of strength, and production is maximized. Employees who are not specialized or lack skills mean that a company will incur losses considering the poor quality of work and below standard output, many customers will complain and income is lost, customers move to better quality productions. For management, various skills ensure effective workforce management. HR department recommends further training for their employees to update their skills to bridge skill gaps and shortcomings. (Smith, Rohr & Panton, 2018)
Companies are adopting artificial intelligence to perform repeated tasks. Employees save time and money in such tasks. Also, productivity and efficiency increase while eliminating possible human errors. In using artificial intelligence faster business decisions are made based on the output of a trusted technology. Customer experience is enhanced by producing customer preferences. Sales and revenue increase drastically with maximized sales opportunities and growing expertise by ensuring analysis and offering support and advice. Using AI boost employee engagement with benefits going not only to the employees but also the organization itself, this increases chances of training, retention, and productivity. (Erasmus, 2018)
Most companies have adopted and embraced the idea of social media. Social media makes communication more valuable and improves overall employee morale. Communication and engagement between employees become more comfortable when they can ask questions and solve work problems by posting them on social media. In this way, working relationships are built and strengthened as employees interact whenever they are. Social media promotes the discovery and delivery of information creating awareness and opening up new business opportunities. Most importantly, workers get exhausted from repeating the same task; social media allows employees to take a mental break, refocus and reenergize for other jobs.
Conclusion
Businesses have seen a series of changes implemented by HR to ensure the optimal performance of employees for maximum output. The focus is now shifted to trying to align individual expectations and corporate goals. These changes have influenced HR in a more significant way and are expected to change even further with improvement in technology and need to minimize resources while maximizing output.
Works cited
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Newman, A., Mayson, S., Teicher, J., & Barrett, R. (2015). Special issue of International Journal
of Human Resource Management : Recruiting, managing and rewarding workers in social enterprises. International Journal of Human Resource Management, 26(14), 1907–1909. https://doi-org.dml.regis.edu/10.1080/09585192.2015.1035086
Smith, S. S., Rohr, S. L., & Panton, R. N. (2018). Human resource management and ethical
challenges: building a culture for organization success. International Journal of Public Leadership, 14(2), 66–79. https://doi-org.dml.regis.edu/10.1108/IJPL-10-2016-0044