MANAGEMENT

MANAGEMENT

Introduction

Over the years, highly skilled and knowledge based jobs are increasing while low skilled jobs are decreasing. This call for future skill mapping through proper HRM initiatives.This has produced a new set of interwoven challenges which affect organizations, business, workers and community. There has been transformation in environment that the workers are in with changes in both the nature of work and workers expectations; this is due to the fact that change has now become a constant feature of the organizations (Bondarouk, 2009,, 472).

In every sector of the organization the buzzword is 'Talent' and to produce 'high performance' by engaging that talent. This reflects the growing awareness in the organisations about the significance of the ability to attract the right people, motivate, mange and retain them. The role of people in an organisation is no longer just a human resource which is passive. To attain the flexibility of meeting the constantly changing market requirement, the organisations need to meet the needs of their employees and especially the staff with very valuable and important knowledge skills. Not only the demand of the customers are increasing but also the knowledge workers are in a position stronger than they were before to make strong demands especially in the fields which are diverse like pharmaceuticals, IT and construction where there is shortage in the supply of supply and skills (Bondarouk, 2009, p.472).

So based on this USP, the role of HRM in increasing in depth and scope across the organizations but there are still few challenges that exist to add value to this function. But much of the value adding did not take place in the past because of the status or the name of the role used to describe the job role such as 'support', 'back office', 'internal consultant', 'business partners' which implies that they are not so essential to the business and hence of lesser value. In this kind of organisations the influence on management team colleagues by the HRM manager is limited. Even though HR managers find a seat on the board table but it is very rare to find the important board directors with background in HR and more often the professionals who reach the main board are handed over additional responsibilities such as HR. HR is also often seen as a 'junior' in the members of the board, their help is usually not taken in shaping the organisation's strategy but plays a role implementing the strategy and due diligence in doing this. But they are now seen as an important part of the organization in shaping the integrated culture of the organisation (Chan, 2010, p.115).

The HRM strategies which are effective involve systematic co-ordination of all the individual HR practices and their implementation in a way such that it influences employee behaviour and attitude that would help businesses to attain their operational goal. Three different strategies were suggested by Dowling and Schuler (1990) for HRM as follows. Utilization: The firms which follow this strategy assess the performance on an ...