Changing Nature of Work and Employment and in Various Sectors of Human Resource - Assignment Example

?Employability Table of Contents Table of Contents 2 0 Changing Nature of Work and Employment 3 2.0 Change in Various Sectors of Human Resource 6 3.0 Trends of 2009 in the Work of Human Resource Management 8 4.0 References 11 5.0 Bibliography 13 1.0 Changing Nature of Work and Employment The success of the present organisations and individuals are based on their adaptability to change. In the present scenario, employment is generally referred as more than having a job. It is not based only on an individual performance rather on joint responsibilities as well as duties from both individuals and organisations. The alteration in the nature of work has changed the entire concepts of work life in an organisation. In the present scenario, there is no such situation where there is an elongated job for life. This means that it may not be possible for an individual to generate long-term contract with an organisation and in the meantime an organisation cannot expect an individual with loyalty and dedication towards the job. In the past scenario, there was a long-term commitment between an individual with an organisation. However, at the present time there is a chance for an employee to leave an organisation after a few months notice and may get appointed in the competing organisation (Senyucel, 2009). The commitment, motivation and job satisfaction of an employee are closely related which may result in increase in employee’s performance level. The trust, bond and commitment that were present between individuals and organisations have become weak in present scenario. The bond can be created by the human resource management itself by making inner investment within an organisation. Employees expect that their employers should consider them as one of the valuable assets of an organisation. Nowadays, employees expect the employers to invest on their training and development and for this organisations want the employees to be creative, flexible as well as productive (Senyucel, 2009). The psychological agreement between organisations and employees provides no benefit to employees because there is no enduring job security for them and organisations are continuously changing the conditions of employment. As there is huge competition, the employees are looking for better opportunities in order to develop their knowledge as well as skill. Organisations in present condition, at times hire an individual on a short-term basis. As a result, there is no employment assurance for an individual. The organisations are incapable of fulfilling the psychological contract as demanded by an employee due to various reasons. The training and development as required by an employee from an organisation requires both time and resources for conducting such program. An organisation has less time to allocate the entire resources for the programs for employee. To fulfil this need, other employees need to be allocated in place of one who undergoes training program, but it seems to be quite difficult because hiring of new candidate for short-term is required and as a result more wages have to be paid to increased number of employees. Therefore, the psychological agreement seems to be unable to be fulfilled by an organisation (Senyucel, 2009). Change in the nature of work also has an impact on the older generation people. A few individuals prefer to leave the job due to physical activities whereas the others remain in the job. According to a report published by Richard W. Johnson, in the year 2006, employees faced various types of job demand. Only 7% of employees were interested in physical activities related work. Nonphysical works were in high demand among the individuals. 35% employees were employed in the job which requires high cognitive skill. Use of computer has become significant for performing the job. 18% of employees need relevant skills as well as knowledge and interpersonal skill has become vital for 34% of jobs. In present jobs, stress has become a common aspect. About 9% of employees are involved in stress related to conflict situations as well as extreme competition in their job. The employees of around 39% are involved in time pressure with severe deadlines. As a whole, about 44% employees were involved in conflict situation, competition as well as time pressure (Johnson & Et. Al., 2007). The physically challenging jobs have lessened and require easy working conditions. The physical activity in the job had decreased from 57% to 46% between the years 1971 to 2006 and the share involving high flexibility as well as dexterity turned down from 12% to 7% in the same period. The percentage of job in intricate working conditions declined from one-third to near about one-quarter (Johnson & Et. Al., 2007). Jobs have turned out to be continuously cognitive challenging which is ultimately complicating the viewpoint for older workers. One-third of employees are engaged in profession with high cognitive skill that may include complicated problem solving or innovative thinking. Two-third of the employees is involved in an occupation with smaller cognitive ability that may include information processing or critical thinking (Johnson & Et. Al., 2007). The changing nature of employment has insinuation for entire areas of the practices of human resource. There was an enhancement in the employment rate of both men as well as women. The employment rate of women within the labour market had increased from 59.7% in the year 1985 to 68.9% in the year 2000. The employment rate of men in the labour market had raised from 77.9% in the year 1985 to 79.1% in the year 2000 (Marchington & Et. Al., 2002). 2.0 Change in Various Sectors of Human Resource The various sectors of human resource where change has taken place are: Recruitment and Job Change Due to the increase in competition in the market there has been a change in business situation. The HR department of an organisation has decided to hire employees related to mid-career. This type of individuals may provide contribution to the business of an organisation related to corporate human resource based strategy. Several companies provide preference to hire the new graduates as they may develop in future. The rate of job change is also higher among these individuals. The companies undergo recruitment process almost throughout the year based on the type of job, and trial employment along with hiring of candidates for designated work (Ministry of Health, Labour and Welfare, n.d.). Short Time Working Regular Employee System Several organisations have introduced regular system of short time hour which refers to the employment system of regular full-time and non-regular part time. As a result, an individual may choose the working style based on his/her way of life. According to a survey conducted by ‘Personnel Administration Strategy of Companies and Workers’ about 4.3% of organisations have introduced such system and others are planning to introduce it in future (Ministry of Health, Labour and Welfare, n.d.). Human Resource Management System Allows Non-Regular Employees to Exert their Abilities The non-regular employees are estimated to be raised both qualitatively as well as quantitatively. The HR department in order to enhance their efficiency motivates the employees towards work and attempt to increase the satisfaction level of the employees by improving workers assessment and treatment. The conversion from non-regular to regular may improve the motivation level of the employees by utilising their abilities extensively (Ministry of Health, Labour and Welfare, n.d.). 3.0 Trends of 2009 in the Work of Human Resource Management Web 2.0 Turns Into Institutionalised The social technologies are considered as decisive for linking with the younger employees, introducing and retaining knowledge along with turbo-charging programs such as alumni relations as well as mentoring. The HR decision makers of about 55% concur that this technology is essential and 51% agree that the present tools as well as process capabilities are placed below the average position (Hamerman & Et. Al., 2008). Strategies of Core HR Focus on Master Data With customer data based on pioneering task done, an organisation may include strategies intended for master data management in relation towards employee life-cycle. As a result, the data of employees will remain all together across numerous HR, ‘remuneration’, ‘talent management system’ and ‘payroll’, and with the third-party business associate along with operational purpose where employee data is utilised (Hamerman & Et. Al., 2008). Workforce Continue To Evolve Traditionally workforce relates to the employees those are under company’s payroll. Non-employees are also present in business that may comprise of ‘contractors’, ‘temporary workers’, ‘volunteers’ and ‘consultants’ and they also are related to the efficient employees. The non-employees are managed in the human resource management system (HRMS) for headcount, efficiency analysis, security provisioning, training programs, project recruitment and various other HR related procedures (Hamerman & Et. Al., 2008). Talent Management The application related to best-of-breed vendors as well as ‘enterprise resource planning’ related vendors who propose capabilities of HR are concerned with the training of the buyers regarding the significance of ‘integrated human resource’ technologies. The actual advantage of integration is considered as the capability to influence employee data across numerous processes that include ‘recruiting’, ‘performance management’, ‘compensation management’, ‘succession planning’ as well as ‘learning management’ (Hamerman & Et. Al., 2008). HR Outsourcing Initiatives have Become Focused and Selective The ideas of outsourcing a broader set of the processes as well as systems of HR have become less supportive. The selective human resource process that can be outsourced is payroll. Cost saving has turned out to become comparatively a lesser amount of a driver of human resource outsourcing as expertise and reliability have been provided greater priorities (Hamerman & Et. Al., 2008). Software as a Service (SaaS) Adoption for HRM Besides other application areas SaaS model is widely utilised in the practice of human resource management. Due to the progress of software technology connected to configurability as well as integration, it assists to create the model highly palatable towards bigger companies which are exhausted of advancing the solutions of human resource management (Hamerman & Et. Al., 2008). Thus, it can be comprehended that in the segment of human resource alike other fields the nature and demand of work has altered considerably in the recent years. An individual in order to successfully tackle the changing employment demand needs to be abreast with the changing nature of work to achieve success at the highest level. 4.0 References Hamerman, P. D. & Et. Al., 2008. 2009 Trends To Watch In Human Resource Management Trends 2009: Human Resource Management. [Online] Available at: http://www.ihrim.org/Pubonline/Wire/Dec08/Trends%202009_Human%20Resource%20Management.pdf [Accessed June 17, 2011]. Johnson, R. W. & Et. Al., 2007. Results. Employment at Older Ages and the Changing Nature of Work. [Online] Available at: http://www.urban.org/UploadedPDF/1001154_older_ages.pdf [Accessed June 17, 2011]. Marchington, M. & Et. Al., 2002. People Management And Development: Human Resource Management At Work. CIPD Publishing. Ministry of Health, Labour and Welfare, No Date. Trends in Human Resources Management Systems. Index. [Online] Available at: http://www.mhlw.go.jp/english/wp/wp-l/2-2-4.html [Accessed June 17, 2011]. Senyucel, Z., 2009. People, Organization and Employment. Managing the Human Resource in the 21st Century. [Online] Available at: http://www.indusbusinessacademy.org/admin/documents/hrm-managing-the-human-ressource.pdf [Accessed June 17, 2011]. 5.0 Bibliography Effron, M. & Goldsmith, M., 2003. Human Resources In The 21st Century. John Wiley and Sons. Gual, J. & Ricart, J. E., 2001. Strategy, Organization And The Changing Nature Of Work. Edward Elgar Publishing. OECD, 1999. Preparing Youth for the 21st Century: The Transition from Education to the Labour Market: Proceedings of the Washington D.C. Conference -- 23-24 February 1999. OECD Publishing. Sparrow, P. & Cooper, C. L., 2003. The Employment Relationship: Key Challenges For HR. Butterworth-Heinemann. Wankel, C., 2008. Twenty-First Century Management. SAGE Publications. Read More