Emerging Trends and Challenges of HRM, Community

8/12/2019 Emerging Trends and Challenges of HRM, Community

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Abstract:This paper analysis the various challengeswhich are emerging in the field of HRM. Themanagers today face a whole new array ofchanges like globalization, technologicaladvances and changes in political and legalenvironment, changes in Informationtechnology. This has lead to a paradigm shiftin the of roles professional personnel forsustainable development through buildingeffective teams.


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These challenges can overcome throughcross cultural training, technological and

informational training of HR people andmotivation of employees through varioustechniques. This paper also discusses therole of interdisciplinary teams,multidisciplinary teams in community andhealth care development for effectivework.


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Human resource management (HRM) is a process of bringing people and

organizations together so that the goals ofeach other are met.Globalization of the world economy andseveral other trends are again triggeringchanges in how companies manage andutilize their human resources.


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Indian organizations are also witnessing achange in systems, management cultures

and philosophy due to the globalalignment of Indian organizations. Hence,it is necessary for the management toinvest considerable time and amount, tolearn the changing scenario of the HR inthe 21 century.


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The HR team will be only one of theimportant pillars, and the other functionswill certainly and equally have to do a lotof upgrading for improving theorganizational results. Team work, willtherefore, be a key driver in anyorganization, that will demand and resultin high performance both at all individuallevels and also across functions and teamscontinuously and consistently.


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Moreover the idea of selection, training,performance appraisal and compensation

decisions being heavenly -centred on therole of individual employee, with theirdetails of job description, has guided thateffective team working and participativedecisions are playing important roles toachieve the effective performance inbusiness organization.


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Teams working in multi-partner R&Dalliances need a climate that fosterslearning, creativity, and innovation tosucceed in the joint development of newproducts.The strategic human resource

management (HRM) literature recognizesthat aligning human resources practicesand those with the corporate strategyfacilitate the creation of such a climate.


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Team building can also be encouragedamong staff members by developing arewards system. For example, HR mightdevelop certificates that colleagues canaward each other for a job well done or fordisplaying qualities that the companyvalues in its policy. At the end of themonth or quarter, staff can exchange thecertificates for gift certificates or prizes.


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The ultimate goal is for HR to remainavailable to resolve issues and to

proactively step in and give employees theimpetus and opportunity to work togetherin an effective way.


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Relational-oriented training anddevelopment, such as mentoring, on-the-

job training, cross-functional training andteam-building, also emerged as positivelylinked to employee perceptions ofteamwork and cooperative climate.


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Collins & Smiths (2006) study, providessupport for the claim that relational-

oriented training and developmentpractices can serve as mechanisms forbuilding social connections amongemployees as well as for helping employeesfrom different functions


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selective hiring and intensive socialisation,and relational-oriented training and

development send strong signals toemployees regarding the importance ofteamwork and cooperative spirit forgoverning work interactions


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HRM has a central voices in the design ofinterventions that are consciously

intended to alter the belief & valuesystems of managers and employees coreelements of organizational culture.


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Multidisciplinary teamwork involves professionsworking independently towards their commongoal of serving clients. While disciplines might

pursue the common goal of assisting a client, thework does not occur through a collaborativeprocess that involves professionals workingtogether to reach consensus on intervention goalsand strategies.Multi disciplinary team with deep expertise incomplex audits for large public and privateorganizations, hospitals and non for profitorganizations.


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Community development is interdisciplinary,with models and methods derived fromdisciplines such as social work and urbanplanning. Interdisciplinary teamwork isdefined by Carlton (1984) as: practice by twoor more practitioners from two or more fields

of learning and activity, who fill distinct roles, perform specialized tasks, and work in aninterdependent relationship towardachievement of a common purpose (p.129).


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Many primary health care teams arelarge, thus there is a need for co-

ordination and integration amongst thevarious groupings and individuals withinprimary health care teams.


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People who work in teams are muchclearer about what their jobs entail

because team working enables goodcommunication and detailednegotiation of effective work roles.


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Those working in teams also report a highlevel of social support; team members

are able to support each other bothpractically and emotionally during timesof difficulty or stress. As a consequenceworking in a team enables employees tobe buffered from the stress


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The climate of the organisation - how it isperceived and experienced by those

who work within it - will also influence theeffectiveness of teams (Allen, 1996).


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To conclude that it can be said that HRpractices are particularly important in

shaping employee perceptions ofteamwork and cooperation climate,and confirm the literature that suggeststhat employee selection based oncultural fit is advantageous forinculcating common organisationalvalues (Hargadon & Sutton, 1997).


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The factors such as ability, motivationand opportunity, specific measures for

ability, motivation, and opportunity arerequired in order to determine the exactpathways through which HR practicesaffect teamwork and cooperationclimate and knowledge sharing.(Siemsen, Roth, & Balasubrananian,2008).


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monetary and non monetarytechniques. Proper performance

evaluation system and proper careerdevelopment plans should be used inthe organization to reduce professionalmobility. In primary health care, by andlarge, the first three conditions foreffective team working hold true.


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The development of teamworking inprimary healthcare, therefore, needs to

focus on developing clear, sharedobjectives and on providing feedbackon performance. There must beteamwork, firstly to agree on theproblems and issues, and secondly towork towards solutions.


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it suggests that the role of line managerslies at the heart of the HRM relationship

since it is mainly line managersbehaviour that serves as a core basis onwhich employees develop sharedunderstandings of a social climate whereteamwork and cooperation are desiredand valued by the organisation.


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the study suggests that the effectivemanagement of social relations may

require a process-based HR for teameffectiveness


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Alexopoulos Angelos and Kathy Monks (2008), HR Practices, Social Climate, AndKnowledge Flows: Towards Social Resources Management THE LEARNING,INNOVATION AND KNOWLEDGE (LINK) RESEARCH CENTRE WORKINGPAPER SERIES.Carol S. Borrill, The Effectiveness Of Health Care Teams In The National HealthService report.Ibrahim, E. & Dickie, C. (2010). A Conceptual Model of the Human Resource ClimateDimensions that Influence the Development of Workplace Relationships, Researchand Practice in Human Resource Management, 18(2), 47-60.Julian Barling, Stewart R Clegg, Cary L Cooper , The SAGE Handbook ofOrganizational Behavior:, Volume Two: Macro ApproachesNeal M. Ashkanasy, Celeste P M Wilderom, Mark F. Peterson , The Handbook ofOrganizational Culture and Climate.R. Narayan (2008) (Emerging Trends In Human Resource Management AChallengeToTheItes,, International Journal of Research in IT, Management and Engin eering, Volume1issue5, Issn-2249- 1619 Pp: 77-87.Sani. D.A , Strategic Human Resource Management And Organizational PerformanceIn The Nigerian Insurance Industry: The Impact Of Organizational Climate,Business Intelligence Journal - January, 2012 Vol.5 No.1Srivastava E, Dr. Agarwal N. (2012)The Emerging Challenges In Hrm InternationalJournal Of Scientific & Technology Research , Volume 1, Issue 6, July 2012 Issn 2277-

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Emerging Trends and Challenges of HRM, Community

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