The paper "Changing Role of Human Resource Management in the 21st Century" is an outstanding example of a management assignment. The role of human resource has been undergoing evolution since time immemorial. This change occurs in several aspects of HRM including the way the organisations perform their roles, extent of employee engagement and talent management. The current trend of expansion of organisations into the global market has led to the internationalisation and proliferation of expatriate assignments. The HR organisational structure has changed for the benefit of both the company and the individuals. Currently, HR is defined based on its output rather than its function.
In the 21st century range from, single businesses, holding companies and allied businesses. The HRM has evolved with them to corporate, self-service, embedded among others. This change ensures that HRM is not compromised by its operation in the changes that occur daily and this would cause failure to business and organisation in question. Expand: In this current century characterised by globalisation, human resource management is becoming an international crucial concept (Plessis, 2008). This is not only applicable to multinational corporations and international joint ventures but to the domestic human resource managers.
As pointed out by Gomez and Candy failures occur when home country nationals work in foreign nations (Gomez-Mejia, 2004). Management of staff in an international context is critically important for businesses today. According to Shen, human resource management is a set of activities that are distinct, activities and functions with the main aim of attracting, maintaining and developing global human resources (Shen, 2005). In the last two decades, there has been a big transition in the substance and style of human resource management.
Lundy believes that in the last two decades the human resource management lacked its role in strategic management relevance (Lundy, 1994). This is because it was an administrative-type. The modern concept of human resource management is comprehensive in a strategic role. Storey supports the same argument by giving reasons to the change. He says that this change was due to a change in the objectives, boundaries, substances and functions (Storey, 2001). As much as human resources are the major key to the success of a domestic organisation, effective management of human resources in the global market is a factor in its failure or success (Scullion, 2000). Critical Analysis: A report by Giammalvo provided evidence for high failures among the US expatriates, of between 20 to 40 percent (Giammalvo, 2005).
This is approximately three to four times higher than the experienced in Asian and European companies. This failure in the United States was attributed to by several factors. Initially, it was thought to be US economic dominance and colonial mentality but later it was discovered to be; culture shock, carrier blockages, ever emphasis in technical training, lack of pre-departure cross-cultural training, employee and family problems.
When moving to a global market, adjustments need to be made both to the employee and to human resource management. Failure of either of these to occur leads to failure to the organizational goals. All, in a nutshell, the Human resource should aim at improvements which will attract, engage and retain personnel that would facilitate the achievement of overall organisational goals.
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