Human Resource Management and Strategies - Coursework Example

Section/# Tite: HR Final Regardless of the approach to human resources that the researcher might take, one clear understanding that is represented has to do with the fact that the practice of human resource management is perennially growing, shifting, and involving with the times. It is this very factor that makes the study of human resource management even more salient; especially with respect to the emergence theories and relevance that old paradigms have in understanding the way in which an employer might seek to engage with his/her workforce. Within this line of understanding, one of the most salient changes that have been represented over the past several decades is with regard to the changing dynamics of the workforce. Accordingly, the following analysis will specifically focus on these changes with respect to workforce and illustrate the means by which different scholarly articles have engaged this issue and determines how it might be addressed in the near future. Accordingly, the following response will be broken down into four distinct sections. The first of these will be with respect to a summary of the major arguments presented within each article (a literature review in a sense). The second section will be with respect to an assessment of the contribution each article makes. Thirdly, a discussion that connects significant developments and trends with respect to strategic human capital management will be provided and lastly a discussion with respect to recommendations of articles that should be included in the course reading list will be made based upon the recommendations that have been analyzed and contributions that these respective authors have provided. Yarnall’s (2014) article illustrates the changing dynamics and employer’s face with respect to engaging an increasingly diverse workforce that oftentimes understands direction, metrics, and deliverables, in a variety of different ways. As a function of this new dynamic and hardship, the article focuses upon the approaches that human resource management must take as a function of engaging the stakeholders to a more effective and complete degree. Whereas a great deal of literature has been directed towards the need for diversity and inclusion within human resource departments around the world, the article in question denotes the fact that inclusionary tactics in and of themselves are insufficient with regard to dealing with the changing dynamics of the current workforce. Instead, analysis of the way in which direction is given and third-party recommendations with respect to the approach that human resources Departments take is a recommendation that is put forward strongly within the article in question. Levitt (2012) also indicates that one of the most important changing dynamics of the current workforce has to do with the inclusion and engagement that is being exhibited within the current time with respect to millennial’s. Whereas a great deal of scholarship has been directed towards the way in which millennial’s are engaged in the workforce, most employers have come to understand that a clear and distinct differential between the way in which most stakeholders are involved as compared to the way in which millennial’s are involved and exhibit progress is noted. Delving back into a psychological understanding of how this particular generation engages with workflow, encouragement, and demands, the authors point to the fact that human resource strategy must be adapted as a means of encouraging and engaging this demographic in an entirely different way as compared to the way in which previous human resource strategy has engaged other individuals throughout the course of history (Harden & Fraher, 2010). In a sense, human resource strategy is advocated to rethink and re-analyze the approach that is made towards a much more individual unit of analysis. Whereas human resource theorists have proposed a litany of different approaches that can be utilized as a means of engaging with the stakeholders, the authors point to the fact that the success and failure of firms that wish to continue to be relevant will be predicated upon the overall factors that they employ and the degree and extent to which they can successfully manage a workforce that is composed increasingly of individuals from the “millennial” generation. Another interesting component is with respect to the way in which human resource management should take place concerns the degree and extent to which equity and fairness is represented within the workforce. For instance, the past half-century has illustrated a situation in which equal opportunity has come to be a legal requirement that all employers must meet. However, the changes with respect to society and the degree and extent to which legal requirements should be met is not as stark as the change with respect to the workforce (Fehring & Herring, 2013). What is meant by this has to do with the fact that more and more women are engaging with the workforce as compared to any previous time in history. As a direct result of the fact that more and more women are graduating with university degrees, at least as compared to men, the makeup of the workforce within the coming decades will decidedly be in favor of women; as compared to men. As a result of this dynamic shift, the authors of the article entitled Wenz-Gross et al. (2012) indicate that employers should be perennially cognizant of pay disparity and the degree and extent to which tacit or systemic levels of inequity exists within the firm. Although most firms would seek to understand themselves as being equal and fair, the fact of the matter is that they are not. Accordingly, the authors promote a matrix through which self-analysis can be conducted and pay disparity and discrimination can be rooted out. Naturally, even though the article focuses the majority of its analysis with respect to pay disparity as a further level of analysis and inclusion can easily expand the recommendations of the article makes with regards to issues pertaining to a further degree of inclusion/fairness relating towards individuals of different ethnic/racial backgrounds (Bingham, 2011). From the information that has thus far been presented, it is clear and apparent that the realm of study encompassed by human resource management is growing and expanding at a surprising and alarming rate. Whereas several decades ago it was possible to understand existing scholarship and best practices with respect to human resource management, the current era demands that any practitioner spend a great deal of time analyzing the different theoretical approaches as a means of affecting the best possible solutions within unique and dynamic situations. With respect to the shifts in the workforce that have been discussed within this brief essay, it is the understanding of this student that each of the authors that have been reference should be included within the following core seminars. The underlying reason for this has to do with the increasing level of diversity and change that is being exhibited within human resource management and the need for practitioners to be intimately aware of how they can promote group cohesion while at the same time appreciating and fostering a level of individuality. Furthermore, human resource management has perennially been worn between these two necessities as stakeholders and theorists have a tentative balance the goals of the organization as compared to the goals of the individual in terms of motivating and engaging a level of efficiency within the workforce. However, even though it is true that there are many different authors that can and should be included with respect to future That should be required within the course, it is the understanding of this student that the tax and journals that have been presented within this particular article are particularly salient and will calm to exhibit a higher degree of importance as these shifts and evolutionary changes to the workforce, to be exhibited in greater numbers and to a more complete degree. References Bingham, R. (2011). Rightsizing the Workforce: Changing Roles of Vocational Psychology. Journal Of Career Assessment, 19(3), 306-315. doi:10.1177/1069072710395722 Fehring, H., & Herring, K. (2013). The Working Lives project: a window into education and workforce participation. Journal Of Education & Work, 26(5), 494-513. doi:10.1080/13639080.2012.693585 Harden, B. B., & Fraher, E. E. (2010). Workforce planning in the context of service redesign, workforce migration and changing demographics. International Journal Of Therapy & Rehabilitation, 17(4), 195-202. Levit, N. (2012). CHANGING WORKFORCE DEMOGRAPHICS AND THE FUTURE OF THE PROTECTED CLASS APPROACH. Lewis & Clark Law Review, 16(2), 463-498. Wenz-Gross, M., Irsfeld, T., Twomey, T., Perez, A., Thompson, J., Wally, M., & ... Metz, P. (2012). Changing the System by Changing the Workforce: Employing Consumers to Increase Access, Cultural Diversity, and Engagement. American Journal Of Community Psychology, 49(3/4), 546-555. doi:10.1007/s10464-011-9473-7 Yarnall, L. (2014). Meeting 2020 Workforce Goals: The Role of Industry–College Collaboration and Goals for Instructional Design.Community College Journal Of Research & Practice, 38(2/3), 250-260. doi:10.1080/10668926.2014.851976 Read More