Globalization and Significant Change in HR Management - Essay Example

Globalization and Significant Change in HR Management 1. What social, economic and/or cultural conditions give rise to the HR issues in this case? Globalization caused a lot of significant change in HR management. One of these changes includes the shift from recruiting and hiring full-time employees to part-time employees. Considering the fact that it is more economical on the part of the private companies to hire part-time employees, the number of companies that offer work flexibility increases. Concerning this issue, the economic condition caused by the tight competition in the global markets encourages more mothers or single parents to willingly accept and embrace the idea of having a part-time job. Not only does having a part-time job gives them the benefit of working from the comfort of their own home, it also provides them the benefit of being able to have more time with their family members and loved ones. 2. Which three module topics do you intend to address within your answer to Assignment 2, and why have you chosen these? NB AT LEAST ONE TOPIC MUST BE FROM WEEK 6 OR LATER IN THE SCHEDULE. The company’s overall business performance lies behind the ability of the HR to recruit and employ the right employees. Due to the tight competition in the global markets, most of the large-scale companies today shifted from the recruitment and employment of permanent employees to part-time employees. With regards to importance of getting the right people to do temporary or part-time jobs, I intend to discuss the best recruitment approaches (i.e. the selection method, person specification, testing and assessment) that can be used to improve the overall organizational performance. To keep part-time employees motivated, the proposed study will discuss the importance of implementing a flexible hiring approach, the provision of training and development programs, and the use of job performance evaluation as a form of reward. 3. Which academic journal articles will you examine, and why have you chosen these? The following journals will be examined in the proposed research study: Authors Rationale Ruiz-Santos, Ruiz-Mercader and McDonald (2003) This article investigated the benefits of contractual work flexibility including temporary and part-time contracts. It also tackled HR practices related to part-time jobs. Sagie and Weisberg (2001) Discussed the new role of HR, different work values, and application of new HR strategies on how to empower and motive employees to improve their work performances. Hirsch (2005) Discussed the significant role of part-time workers and required job skills in recruitment process. Connolly and Gregory (2008) Examined the trend of occupational changes from permanent to part-time job in Britain. Arvanitis (2005) Discussed about the advantages and disadvantages work flexibility within the corporate level. Gakovic and Tetrick (2003) Discussed the importance of organizational support given to part-time and full-time employees. McDonald and Makin (2000) Suggested ways on how to keep part-time employees satisfied with their job. Georgellis and Lange (2007) Tackled the importance of on-the-job training on work satisfaction of employees. Iverson and Maguire (2000) Examined the relationship between job satisfaction and life satisfaction. Lewis, Gambles and Rapoport (2007) Discussed the importance of work-and-life balance and strategic ways on how to benefit from it. Saari and Judge (2004) Discussed relationship between employees’ attitude and work satisfaction. *** End *** References Arvanitis, S. (2005). Modes of labor flexibility at firm level: Are there any implications for performance and innovation? Evidence for the Swiss economy. Industrial and Corporate Change , 14(6), pp. 993–1016. Connolly, S. and Gregory, M. (2008). Moving Down: Women’s Part-TimeWork and Occupational Change in Britain 1991 2001. Economic Journal , 118(526), pp. F52-F76. Gakovic, A. and Tetrick, L. (2003). Perceived organizational support and work status: A comparison of the employment relationships of part-time and full-time employees attending university classes. Journal of Organizational Behaviour , 24(5), pp. 649-666. Georgellis, Y. and Lange, T. (2007). Participation in continuous, on-the-job training and the impact on job satisfaction: Longitudinal evidence from the German labour marke. International Journal of Human Resource Management , 18(6): 969-985. Hirsch, B. (2005). Why do part-time workers earn less? The role of worker and job skills. Industrial and Labor Relations Review , 58(4), pp. 525–551. Iverson, R. and Maguire, C. (2000). The relationship between job satisfaction and life satisfaction: Evidence from a remote mining community. Human Relations , 53, pp. 807-841. Lewis, S., Gambles, R. and Rapoport, R. (2007). The constraints of a “work-life balance” approach: an international perspective. International Journal of Human Resource Management , 18(3), pp. 360-373. McDonald, D. and Makin, P. (2000). The psychological contract, organisational commitment and job satisfaction of temporary staff. Leadership & Organization Development Journal , 21(1/2), pp. 84-91. Ruiz-Santos, C., Ruiz-Mercader, J. and McDonald, F. (2003). The use of contractual working time flexibility by Spanish SMEs. Personnel Review , 32(2), pp.164 - 186. Saari, L. and Judge, T. (2004). Employee Attitudes and Job Satisfaction. Human Resource Management , 43(4), pp. 395-407. Sagie, A. and Weisberg, J. (2001). The transformation in human resource management in Israel. International Journal of Manpower , 22(3), pp.226 - 234. Human Resource Management - Part II - Student’s Name Student Number Course Name and Number Name of Professor Date of Submission Number of Words: 2,508 Introduction Globalization caused a lot of significant change in HR management. One of these changes includes the shift from recruiting and hiring full-time employees to part-time employees. Since it is more economical on the part of the private companies to hire part-time employees, the number of companies that offer work flexibility increases (Hirsch 2005; Ruiz-Santos, Ruiz-Mercader and McDonald 2003). Concerning this issue, the economic condition caused by the tight competition in the global markets encourages more mothers or single parents to willingly accept and embrace the idea of having a part-time job even though part-time jobs pay less than full-time employment (Connolly and Gregory 2008; Hirsch 2005). After examining the close relationship between job satisfaction and life satisfaction, Iverson and Maguire (2000) explained that offering part-time job to single parents does not only give them the benefit of working inside the comfort of their own home but also provides them the benefit of being able to have more time with their family members and loved ones. In response to the significant changes that had taken place in HR management over the past few years, this report will tackle HR issues related to strategic ways on how HR managers can improve their recruitment processes (i.e. the selection method, person specification, testing and assessment) when hiring part-time employees. To keep part-time employees motivated at work, this report will discuss the importance of implementing a flexible hiring approach, the provision of training and development programs, and the use of job performance evaluation as a form of reward. Strategic Ways on How HR managers can improve their Recruitment Processes when Hiring Part-Time Employees Pertaining to the process of determining employees’ responsibilities and skills requirement for each available job position, job analysis is treated an essential part of job recruitment processes. Through job analysis, HR managers can define a particular job responsibility and identify the a potential employee’s work abilities, skills, educational background and experiences necessary to allow the person to perform a given job position (Stone 2005, p. 10). After developing a detailed job analysis and systematic process, HR manager can easily assign or divide work-related responsibilities among a group of part-time employees (Heron 2005). Bach (2005, p. 115) reported that “a poor recruitment decision can cost a company the amount equal to 30% of the company’s First-year earnings” due to the possibility that the company will lose some of its loyal customers, the high cost associated with the provision of training programs, advertising costs, recruitment fees, and lower productivity level. To improve the cost-effectiveness and profitability of the company during economic recession, having competitive employees and assigning the right person for each particular job description becomes a significant factor that can contribute to the success of a business organization (Marchington & Wilkinson 2005, p. 104). To avoid selecting the wrong people, a careful HR planning is necessary each time the HR manager will recruit additional part-time employee. One of the prerequisite of having a group of highly competitive employees is to analyze specific job description such as the skills and personal traits the needs to be fulfilled by the job applicants (Nelson 1997, p, 40). Likewise, HR manager should carefully assess the applicant’s skills and past experiences in performing the demands of the available job position. In general, job analysis follows a procedure or a check list that guides the HR managers as they exert extra effort in determining the exact nature of a specific job requirement. This makes the HR manager able to develop an objective, systematic and structured function which is useful in recruitment process, person specification, testing and assessment aside from developing reward system and work evaluation process among others (Jerrold 1987, p. 64). The fact that the process of a job analysis follows a systematic structure, the chances that the HR manager would develop a list of misaligned work-related qualifications is avoided. Importance of Implementing a Flexible Hiring Approach The company’s overall business performance lies behind the ability of the HR to recruit and employ the right employees. Since there is a tight competition in the global markets, most of the large-scale companies today shifted from the recruitment and employment of permanent employees to part-time employees. In order to attract highly competitive individuals to join the team, HR manager should take it as a challenge to be able to develop and implement a more flexible hiring approach. After discussion the advantages and disadvantages of work flexibility within the corporate level, several studies reported that offering work flexibility during economic recession is a good HR strategy since the use of competitive HR approach can save the company a large sum of unnecessary operational expenses (Connolly and Gregory 2008; Arvanitis 2005). By offering the best work flexibility options, McDonald and Makin (2000) revealed that HR managers can maximize the work performance of its part-time employees. Flexibility is the process wherein employees within the business organization will be able to immediately respond to the changing circumstances within and outside the work place. In response to work-life balance, HR manager could apply the concept of work flexibility by offering new employees the option for a “part-time job, flexy time at work, or job sharing” (Lewis, Gambles and Rapoport 2007; Secord 2003, p. 173; Hough & Oswald 2000, p. 632). Several studies revealed that the process of implementing a flexible hiring approach is important in terms of encouraging the working mothers to accept and be satisfied with their part-time jobs (Lewis, Gambles and Rapoport 2007; Ruiz-Santos, Ruiz-Mercader and McDonald 2003; McDonald and Makin 2000). In line with this, Secord (2003, p. 173) strongly suggest that HR managers should “consider providing employees with fixed weekly scheduled hours to ensure that part-time employees would be available to do their jobs within a given time frame”. Flexy work hours simply means that a worker are given the benefit to work on their preferred time schedule as long as they can fulfill the job requirements on time. To make part-time employees satisfied with their job, Gakovic and Tetrick (2003) revealed that the organizational support given to each of the part-time employee is essential. Despite the work flexibility being offered to part-time employees, each of the part-time worker should be required to tell the HR manager ahead of time in case an employee cannot work during his/her shift. When emergency arises, HR manager should create an organizational culture that practice on-call work option in case a part-time worker is not available to work. Job sharing between two or more part-time employees can be done without too much specification. In line with this, the HR manager should carefully assign the time schedule allocated for workers who are sharing a single job assignment. To ensure that the workers will work for specific time schedule, Dessler (2001, p. 312) strongly suggest that “a sum of 40 hours per week should be equally divided to three employees who are sharing the same project”. By doing so, HR managers could lessen the incidence of internal complain about equal work opportunity. Importance of Training and Development Programs The provision of organizational support being extended to part-time employees could somehow increase the levels of their job satisfaction rate as well as commitment to the business organization. In line with this, Sagie and Weisberg (2001) explained that part of the new role of HR managers is to strengthen the work values of its full-time and part-time employees aside from developing and implementing new HR strategies that could empower and motivate employees to improve their overall work performances. Organizational learning has also recently gained equal importance in the field of HRM. Therefore, competitive employees’ decision to stay or leave a business organization highly depends on the challenge, freedom of expression, and personal growth they receive from work (Lips-Wiersma & Hall, 2007; Walsh & Taylor, 2007). To improve employee retention within an organization, HR managers should encourage employers to invest not only a proper career development program but also establish an organizational culture that promotes organizational learning aside from providing employees with tools that will enrich their career development and fair compensation (Walsh & Taylor, 2007). According to Digeorgio (2004), HR managers should enable employees to know their personal strengths and weaknesses since knowing their own weaknesses will provide them a new opportunity to improve their own knowledge and skills. By developing an organizational culture that uses mentoring and coaching approach between the team leaders and employees, there is a greater chance that employees can be developed as the future leaders of the business organization (Pollitt, 2005). Training and development is actually one of the key factors that contribute to an effective succession planning. When it comes to building the personal character of employees and retaining them to serve the needs of the business organization, Krewson (2004) explained that skills can be developed through daily experiences at work. Therefore, allowing each employee to share their work experiences with other employees can improve the skills of other workers. Likewise, Barlow (2006) gave emphasis on the individual talents and skills of each employee. For this reason, gathering employees as a team can enhance the learning experience of each member. After examining the relationship between satisfaction with workplace training programmes and overall work satisfaction of employees, the study of Schmidt (2007) concludes that there is a significant relationship between the provision of workplace training programme with job training satisfaction and overall work satisfaction. Likewise, Georgellis and Lange (2007) revealed that the act of providing on-the-job training could increase employees’ work satisfaction, organizational commitment, and employees’ work productivity. Similar to the research study conclusion that was given by Schmidt (2007) and Georgellis and Lange (2007), Saari and Judge (2004) explained that there is a close relationship between employees’ attitude and work satisfaction in the sense that employees who appreciates the training and development programs that was readily prepared for them by their employers are more likely to have higher job satisfaction as compared to employees who were not provided with further learning opportunities. Through the provision of proper training and development programmes, employees can be empowered by improving their existing talents and skills (Sagie and Weisberg 2001). The simple act of developing and offering competitive and more flexible training and development programmes is one of the best strategies that HR managers can take advantage in order to encourage highly competitive individuals to stay committed with the company for a longer period of time. In line with this, the HR manager should be able to offer its employees with a wide-range of benefit programme such as career growth, lifestyle packages and other related learning programmes. Enhancing the skills and knowledge of each part-time employee is crucial to the success of each business organization. Regardless of the personal preferences of each employee, the HR managers should convince the business owners to provide its full-time and part-time employees with options to undergo on-the-job training process, online training programmes, face-to-face training, financial support for further studies or personal coaching. Importance of Using Job Performance Evaluation as a Form of Reward As explained by Ducharme, Singh and Podolsky (2005), it is essential on the part of the HR manager to be able to create a more attractive reward system since employees’ pay satisfaction could positively affect employees’ attitude and behaviour at work, increases each individual and overall work performance and job satisfaction while reducing employees’ turnover rate and absenteeism. The kind of reward system used by the HR manager has a significant impact over the job satisfaction and work motivation of each full-time and part-time employee. In line with this, Koch (2007) explained that the use of effective and timely rewards is good enough in terms of motivating the managers and the rest of the full-time and part-time employees to increase their morale as well as improve their overall productivity rate. Similar to the research findings of Koch (2007), Schaufeli and Bakker (2004) revealed that the use of fair compensation could somehow decrease the levels of employees’ work-related stress and burnout. Mujtaba and Shuaib (2010) explained that the use of effective reward systems does not only enhance the work performance of each employee but also improve the overall productivity rate of each business organization. Furthermore, the use of attractive reward system could also motivate each of the full-time and part-time employees to remain committed to the company. The process of offering attractive rewards to full-time and part-time employees may not necessarily increase the overall productivity rate of each employee. For this reason, several studies revealed that it is necessary to evaluate each employee’s performance before rewarding each employee based on performance evaluation report (Mujtaba and Shuaib 2010; Helm, Holladay and Tortorella 2007). After examining the impact of linking work performance appraisal with rewards, Ducharme, Singh and Podolsky (2005) found out that employees’ pay satisfaction is at the highest each time pay is linked with employees’ work performance. On the other hand, employees’ pay satisfaction is at the lowest given that the HR manager failed to evaluate employees’ work performance (ibid). Because of the fact that linking pay with employees’ work performance is effective in terms of improving their overall work performances, a lot of companies today are using merit pay, skill pay or pay-for-performance system (PFP) when rewarding full-time or part-time employees (Risher, 2008; Zingheim and Schuster 2005). Specifically the research study that was conducted by Long and Shields (2010) explained that the kind of rewards that can be given to full-time and part-time employees can either be in the form of cash or non-cash recognition rewards practices. With regards to the use of cash rewards, Heywood and Wei (2006) revealed that full-time or part-time employee can experience better job satisfaction rate after receiving performance-based pay or profit-sharing. On the other hand, the use of non-cash rewards such as verbal praise coming from the managers can also be effective in terms of boosting the self-confidence and work motivation of each employee. Conclusion and Recommendations HR managers should maximize the use of their available human resources. To avoid problems when recruiting part-time employees, HR managers should conduct careful HR planning when designing recruitment processes which can function well in recruiting the right people to do part-time job. To remove recruitment barriers related to resistance-to-change, HR managers should build organizational culture and behaviour that is flexible when it comes to accepting organizational changes. In times of financial crisis, HR managers should reduce the unnecessary operational costs by extending work flexibility to its employees. This is possible by offering them with part-time jobs, flexible time-at-work or job sharing. Recruitment of new employees is another area that needs careful planning. To enable HR managers to hire the right applicants for a specific job, HR managers should carefully evaluate the needed skills and work experiences for a said post. The kind of reward system used by the HR manager can affect not only employees’ work attitude and behaviour but also their pay satisfaction and work performance. Since pay-for-performance could motivate full-time and part-time employees to increase their work performance, the HR manager should combine the use of cash and non-cash rewards. *** End *** References Arvanitis, S. (2005). Modes of labor flexibility at firm level: Are there any implications for performance and innovation? Evidence for the Swiss economy. 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Zingheim, P., and Schuster, J. (2005). The Next Decade for Pay and Rewards. Compensation & Benefit Review , 37(1), pp. 26-32 . Read More