Emerging Workplace Trends that Challenge the Organization Essay Example

like Ford, General Motors, and Nestle employ more people outside their central office states than within them. Virtually any company across any industry can find work that can be completed remotely.

A prediction from Forrester Research suggests that by 2015, 3.3 million U.S. service- and knowledge-based jobs will be outsourced overseas; with India being the recipient of 70 percent of those jobs.

Communication and information sharing now occur on a global scale across multiple languages and cultures. The new global economy consists of both competition and cooperation. Globalization has resulted in increased mobility in international capital and labor markets which has created a global marketplace with more potential customers but also heightened competition.

Dani Rodrik from Harvard's Kennedy School of Government highlights two tensions caused by the global integration of markets for goods, services, and capital.One tension arises from the discrepancy between those who can freely cross international borders and those who cannot. This divide includes capital owners, highly skilled workers, professionals on one side, and unskilled and semiskilled workers as well as most middle managers on the other. The second tension emerges within and between countries over domestic norms and social institutions influenced by globalization. As technology standardizes manufactured goods globally, countries with different values, norms, institutions, and corporate preferences compete in markets for similar products. This competition becomes contentious when it undermines local or domestic workplace practices.

Workplace diversity encompasses multiple dimensions such as age, ethnicity, lineage, gender physical abilities/qualities,m race sexual orientation educational background geographic location income marital status military experience religious beliefs parental status work experience.

In order for organizations to succeed in the future, it is crucial that they are able to effectively manage a

diverse group of talented individuals who can bring innovative ideas perspectives viewpoints to their work. The challenge tasks associated with workplace diversity can be turned into a strategic asset for organizations if they are able to utilize the diverse talents of individuals from different cultural backgrounds genders ages lifestyles.The presence of diversity within organizations allows for quicker and more innovative responses to business opportunities, especially on a global level. Neglecting to support diversity in the workplace may result in the loss of talented individuals to competitors, particularly for multinational companies that employ people from different countries, ethnicities, and cultures. Therefore, HR professionals should adopt a "Think Global, Act Local" approach in most cases. The challenge of workplace diversity is also evident among Singapore's Small and Medium Enterprises (SMEs). Despite its small population of four million people, the country's emphasis on high technology and knowledge-based economy attracts foreign talents who contribute their expertise in these areas. Many local HR professionals require cultural-based Human Resource Management training to effectively motivate a diverse group of highly skilled professionals. It is crucial for HR professionals to reassure local employees that foreign talents do not pose a threat to their career advancement. Successful management of workplace diversity relies on the careful balancing act performed by HR professionals. Stereotyping and segregating employees based on their diverse characteristics can lead to ineffective diversity management. Organizations that embrace and utilize the skills of a diverse workforce are most successful in growing their businesses and expanding their customer base.In order to effectively manage workplace diversity, Cox suggests that HR professionals should shift their perspective from a ethnocentric view to one that is culturally comparative.

This change should be integrated into the overall framework of planning, organizing, leading, and controlling organizational resources by HR managers. Additionally, globalization and diversity trends are pushing organizations to become more flexible and adaptable. To work effectively with diverse groups in both the workplace and market place, HR Professionals need to expand their skills and strategies and be more flexible. Consequently, organizations have embraced greater flexibility by offering different work agreements and payment schedules, treating some workers as independent consultants, and utilizing telecommuting through technology. However, this increased flexibility has also brought challenges such as blurring the boundaries between work and home life. It has also led to negative effects like stress and burnout due to constant working. Furthermore, finding a balance between flexibility and stability has created tension for organizations aiming to stay competitive by constantly changing and restructuring while minimizing costs. Various strategies such as business procedure reengineering, outsourcing procedures,and occupation redesign have been implemented in order to optimize business processes and reduce costs.
However, employees need time to adapt and become skilled in new procedures. In his book "Change Without Pain" (2004), Professor Eric Abrahamson of Columbia Business School explores how organizations can navigate overwhelming change and employee fatigue. He proposes an alternative strategy called "creative recombination" to alleviate the negative effects of sudden and disruptive changes known as "creative destruction." The integration of HRM and information technology through ERP software has standardized processes, consolidating data into a universal database. This integration connects financial and human resource functions, making the application both rigid and flexible compared to previous proprietary systems. While the HR department's main role is administrative, it may also include tasks

such as selection, evaluation, and payroll processes. Organizations now use specialized HRMS to automate administrative tasks related to managing their workforce. These systems monitor employee data like personal histories, skills, achievements, and salaries, reducing manual workload. IT professionals are crucial in developing and maintaining integrated HRMS for HR executives. Previously, mainframe computers were employed for managing large amounts of data in HR processes.However, the use of expensive proprietary software limited the availability of HRMS to organizations with substantial capital. The introduction of client-server architecture and other technologies like Application Service Provider and Software as a Service (SaaS) HRMS has expanded access and provided greater administrative control. Today's HRMS includes various modules such as payroll, work time tracking, benefits administration, HR management information system, enrollment system, training/learning management system, performance record keeping, and employee self-service portal. The payroll module automates wage processing by collecting attendance data and calculating deductions and taxes while generating paychecks and tax reports periodically. Data from both HR and timekeeping modules are integrated to calculate automatic deposits or facilitate manual check writing if necessary. This module can also be integrated with existing financial management systems for handling all employee-related transactions. Outdated features include standardized clip gathering for work-related attempts, advanced capabilities in information aggregation, labor distribution, and data analysis; although it does offer primary functions such as cost analysis and efficiency metrics. Additionally, there is a benefit administration function that enables organizations to manage and track employee participation in insurance plans compensation packages profit sharing programs retirement savings plans etcetera.The HR management function covers a range of activities, from application to retirement. This includes recording demographic and address information, selection, training and

development, skills and abilities management, compensation planning records, and other related tasks. Advanced systems can process applications, input relevant data into databases, notify employers, and provide remote control. Human resource management involves recruiting, placing evaluating compensating developing organization employees. In the past, businesses used computer-based systems for payroll reports and maintaining personnel records while tracking talent management. Now online recruiting is a primary method used by HR departments to attract potential candidates. Talent Management systems analyze internal resources, identify potential applicants through company listings and online platforms that cater to both recruiters and applicants. Managing recruitment campaigns has led to the creation of specialized Applicant Tracking Systems (ATS) that effectively manage employee training and development efforts.Referred to as a Learning Management System (LMS), this system allows HR to oversee employees' educational background, qualifications, skills, and access training resources like courses, books, CDs, and web-based materials. Additionally, it enables the scheduling of courses for specific dates with coordination between delegates and training resources within the same system. Advanced LMS platforms also offer features such as approving training requests, managing budgets and calendars, and evaluating performance metrics. The implementation of an Employee Self-Service feature allows employees to easily inquire about HR-related information and perform certain HR tasks independently. This includes checking attendance records without consulting HR personnel. Furthermore, supervisors can approve overtime requests from their subordinates through the system, reducing workload on the HR department. Human resource management information systems in organizations have expanded beyond traditional functions to include tasks such as recruitment, selection, hiring, job placement, performance assessments, employee benefit analysis, health and safety monitoring, and security measures. Some organizations may integrate an outsourced Applicant Tracking

System that encompasses a subset of these functions.The text highlights how flattened networks in organizations promote horizontal communication among workers, allowing for direct communication rather than following the organizational hierarchy. These highly networked organizations also establish relationships with other organizations. Organizations that have downsized and focused on their core competencies now outsource all functions previously handled internally. By developing close ties with providers, they can avoid losing deals and negotiating contracts, replacing slow and costly legal mechanisms with societal coordination mechanisms. The garment industry in Italy serves as an example of this approach, establishing strong relationships between manufacturers, providers, and other manufacturers where work is conducted without contracts or fixed prices. Trust and social capital are crucial for the success of these networked organizations. In industries dealing with intricate products and facing frequent changes in technology and customer demands, such as high-tech industries, networked organizations play a significant role. Collaborating closely through interconnected relationships allows companies to work more efficiently compared to traditional contracts while still having the flexibility to terminate partnerships if needed instead of handling everything internally. The rise of networked organizations creates a balance between dependency and autonomy.The text discusses the challenges and advantages that businesses face when engaging in networks such as employing independent contractors, joint ventures, strategic partnerships, and forming alliances with competitors. These networks provide flexibility for organizations and make them more competitive in the global market. They also require fewer resources like employee benefits, office space, and funding for new projects. However, there are drawbacks to this structure as well. Organizations may struggle with maintaining quality control since they rely on their network partners to deliver desired standards.

Managing networks also necessitates legal knowledge, project expertise, and negotiation skills. To handle the complexities involved with partner organizations within a network setting alternative forms of control and coordination mechanisms may need development. These five tendencies contribute to increased complexity for HR professionals who must effectively manage the tensions that arise from them. Dealing with organizational change will require multiple strategies and resilience from leaders and employees as they face these tensions. HR professionals are currently experiencing numerous changes and trends that necessitate significant adjustments within organizations.It is crucial for HR professionals to acknowledge and embrace these five tendencies in order to adapt to the constant change.
One trend in the Philippines is globalization, where organizations choose to outsource instead of hiring HR professionals. For example, companies use electronic time capture devices for payroll and timekeeping tasks, outsourcing these responsibilities. This trend has pros and cons. On one hand, it frees up HR professionals' time to focus on strategic human development. On the other hand, there can be issues with employee satisfaction due to problems with timekeeping accuracy or failure to scan thumbs correctly. Additionally, not all organizations can adopt this trend.

Another trend is diversity, as many Philippine organizations are owned by foreign investors from Korea, Japan, America, and other countries. The presence of cultural diversity within industries leads to a mixture of local and foreign differences that contribute to societal and cultural diversity. HR professionals should acknowledge and embrace these variations as they set an example for accepting diversity and play a role in human development by recognizing diverse backgrounds. Due to the impact of globalization and diversity, HR professionals have become more adaptable and

flexible in managing significant responsibilities.The introduction of HRIS (Human Resources Information System) has revolutionized our way of life by rapidly advancing technology. In the past, employee files relied on physical resources such as booklets and paper. However, with the implementation of HRIS, these materials are no longer necessary. Furthermore, HRIS allows for convenient online registration of absences, leaves, and overtime. Unfortunately, not all companies can afford this technological advancement and still rely on traditional methods. This poses challenges for HR professionals who struggle to keep up with utilizing new tools while aligning their role with evolving organizational needs such as adaptability, resilience, agility, and customer-centricity. To succeed in this environment, HR professionals must effectively manage human resources through planning, organizing leading and controlling while staying informed about emerging training trends (I.V Reference 1). Additionally crucial is developing cultural intelligence in the workplace for HR professionals which can be achieved through strategies like gain-sharing and executive information systems (I.V Reference 3).