The Trends of Human Resource Management in the Middle East - Research Proposal Example

Name Institution Instructor Course Date Human Resource Management Proposal 1. Introduction Human recourse management is the administrative department of an organization that deals with the welfare of the employees. It is involved in the recruitment, training and development of new employees and maintaining the welfares of the existing employees. When there is a vacant position in the organization, the human resource department is concerned in the advertisement of the position. It also interviews the applicants during the selection process. In addition, the human resource department offers training to the existing and new employees of any organization (Deb 26). In addition, the development of the organization is dependent on the ability of the human resource management in developing strategic planning and sound decision making. With the increased trends in information technology, expanding global economic, and changing work force, human resource managers have formulated ways in improving services and responsibilities they offer to the companies they represent. The main function of the human resource management is to ensure that there is an increase in the effectiveness of all the employees in the organization in order to ensure that the organization achieves its overall objectives. In this function, the human resource also increases the contribution of the employees in attaining the primary goals of the organization (Hoch & Dulebohn 116). The primary function consists of training and development, recruitment and selection, relations of employees and compensation and benefits. Additionally, the human resource management is involved in the strategic planning of the organization (Albers & Lawler 21). The strategic planning involves a process in which the human resource management identifies the future needs of the company are in line with the overall objectives of the company. The human resource management ensures that the organization’s future needs in terms of employee are met. Therefore, it formulates strategic plan that will ensure the retention of the employee in order to prevent shortage of human resource in the organization (Deb 47). However, organizations are developing new management structure and reorganizing their human resource management practices in order to meet the dynamic the workforce and changing technologies. This research proposal seeks to establish the ways is which various organizations can be able to address the changes in human resource management through the creation of strategic planning in order to meet the changing technologies and work force dynamics (Khosrowpour 357). 2. Statement Problem The current roles of the human resource management and human resource management practices are not able to meet the strategic planning of most organizations. This is because the technology involved is changing and organization is striving to achieve better results. Most of the companies are changing their approaches to human resource management in order to meet the dynamic needs of the global customer as well as the objectives of the company. However, most of the human resource managers are not able to apply the current practices in the dynamic technologies (Albers & Lawler 46). Therefore, there is a need to establish the barrier to the application of new trends in human resource management in so that organizations can implement their strategic planning. Additionally, there is the need to address the skills that are necessary so that the human resource management can be able to meet the requirement in the future of human resource (McGoldrick et al 234). 3. Literature Review The current human resource management are mostly administrative and are not focused the strategic part. In most case, the human resource managers are not considering challenges that address issues such improving productivity of the organization as facilitation of mergers in order to meet technological and work force changes. In addition, human resource management is focused on individual possibilities and ignored shared responsibilities. Human resource management has assumed significance of information technology. This has led to slowness of the sector to respond to changes. Additionally Albers & Lawler, argues that human resource management should be driven by the need to change from conservative management practice and embrace the use of information technology. The use of information technology in human resource allows the integration of various activities in the human resource organization (Albers & Lawler 78). In addition, the use of technology also allows the integration of human resource activities with the executive activities. The impact of information technology on human resource cannot be underestimated by most organizations. There are various catalysts that are crucial drivers of change and influence strategic planning in human resource. Information technology can be used by human resource managers to ensure that employees are able to get self-services through a web-based portal in the company (Khosrowpour 124). However, most of the companies are lacking the drivers and knowledge to implement such changes. Additionally, there is an increase in technology in call centres, which enables the human resource to free itself from the administration responsibilities but also makes it aggressive to new entrants in the outsourcing market. However, despite the availability of these opportunities, human resource management, most of the companies use approaches that are either soft in applying the trends or use a holistic approach that create barriers to effective application of the trend. Although the ‘soft’ approach to changing roles in human resource management motivates employees and ensures that they are committed, the approach does not guarantee the future of human resource management in terms of strategic planning (McGoldrick et al 356). This approach fosters employee development through training and involvement in decision making through enhanced communication. The holistic approach also termed as the strategic human resource management links the human resource management with the strategic planning of the organization. According to this approach, employees are valuable resources who should be used in a rational manner so that the organization can cope with the trends in human resource management (Deb 78). 3.1 Barriers to Application of Human Resource Trends Most of the human resource manager in the middles east is more focused on the power and control of the organizations. This means that the top management in the organizations are crucial in adoption of new strategies in the organization. In addition, it is the top management that may also act against the adoption of these technologies that are useful in future human resource development (Khosrowpour 889). The possession of knowledge and skills is useful in utilizing the new technologies in human resource management. Most of those in human resource management have insufficient human resource skills that are able to fit in the changing and dynamic workforce. These managers lack the necessary skills in developing new ideas, as well as implementing new programmes in their organizations. It has been noted that most employees are lacking the proactive responsibility to learn new aspects in human resource management, which may help them to implement the trends in human resource ((Khosrowpour 923). 4. Methodology The research intends to use various participants in an organization including managers, employees and other staffs. The methodology will involve gathering responses from the managers and employees in terms of the effectiveness on the human resource to implement new approaches. The measures involve in determining the barriers in the application of various strategies, which facilitate the adoption of new technological aspects of human resource (McGoldrick et al 235). 4.1 Measures In this study, a questionnaire will be used to collect views and responses from managers and employees from various firms in middles east. The questionnaires will be designed in a way that it includes both the managers’ views on the current trends in human resource and a section in which employees can fill in their responses in regard to human resources approaches application of technology and other trends in human resource management. The questionnaires will be designed so that it has instructions on the background information of the company. The fundamental questions that will be included in the questionnaires relate to how companies have applied new technologies and strategies in the organization. In addition, the assumed barriers to the application and how the company is formulating strategies in overcoming the barriers to application of current trends in human resource. In the questionnaire, the items will be given scores ranging from 1 to seven, where one indicates the statement to be applicable in the organization while 7 indicates the item is not true or applicable to the organization. The assumption that will be made is the human resource in all organization covers areas of promotion, training, strategic planning, recruitment and selection of new employees, pay of compensation and benefits, employee’s appraisal adoption formulation of strategies that are in line with the vision and goals of the company (McGoldrick et al 367). 4.2 Sample Technique The samples will be composed of mainly managers, staffs in the human resource management, and employees from the private sectors in different countries. This study will focus to those individuals who have MBA or are employed in full time basis and are studying MBA. In some cases, the study may also use those employees who are employed in full time but attend MBA courses on a part time basis. Therefore, a number of universities will be selected in the selected countries where student will be given the questionnaires to fill in. 4.3 Subjects The study targets 700 respondents from at least three countries in the Middle East. These respondents will be distributed in the participating universities and companies. Work Cited Albers, Susan., & Lawler, Edward. “Creating a Strategic Human Resources Organization: An Assessment of Trends and New Directions”. Stamford: Stanford University Press, 2003. Print Deb, Tapomoy. “Strategic Approach to Human Resource Management Concept, Tools and Application”. New Delhi: Atlantic Publishers & Distributors, 2006. Print McGoldrick, Jim., Stewart, Jim., & Watson, Sandra. “Understanding Human Resource Development: A Research-based Approach”. London: Routledge, 2012. Print Hoch, Julia., & Dulebohn, James. Shared leadership in enterprise resource planning and human resource management system implementation. Human Resource Management Review, 23.1 (2013): 114-125. Print Khosrowpour, Mehdi. “Emerging Trends and Challenges in Information Technology Management”. New Delhi: Idea Group Inc. (IGI), 2006. Print Read More