• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

How will future changes affect Human Resource Management

Extracts from this document...


How will future changes affect Human Resource Management Introduction Human Resource Management (HRM) has become more important to society in the past twenty years, going through many changes already. But how will it adapt in the future. What are the predictions for the future and how will HRM cope? The forthcoming document analyses the history of HRM, predicts what will happen in the future of employment and the changes that HRM will have to consider to be able to keep functioning. The History of HRM According to Winning (Online), Personnel Management has been around since the early 1920's but mainly just to support employees and also keep them away from being part of unions as it wasn't in the company's interest to encourage unions then. It was the 1960's where Personnel Management started to get recognised slightly more, at this time it was still being called Personnel Management. This changed in mid 1980's when Personnel Management started to be seen as something that is actually important to a company. The image of Personnel Management got given a face-lift and was now referred to as Human Resource Management or HRM. The reasons for this being that the powers of the trade unions were decaying slowly. Staff functions also began to change with more technology being introduced, which introduced the start of HRM (Mullins, 1999) Personnel Management was recognised on a low level before the introduction of HRM, but still had a part to play in the negotiations of machinery in the 1960's and 1970's. ...read more.


E-Commerce is quite a new concept and the fact that 16% of businesses trade this way already is shocking. Since 1999, table 1.4 on Appendix 1 shows that the supply of ICT products has escalated by 150%. This is a very clear indication that technology is growing at a very high speed. Therefore the future of HRM will have to work around this and face the facts that with the lower costs for businesses and job losses HRM will have to seriously change the way operations are conducted. The question is where do they start making changes. Perhaps an Internet based solution could be planed and trailed, but part of HRM is face-to-face communication with employees, which is also something else that will need to be considered when bringing in any changes. Home and work integration is already starting with 0.7% of the population in 1996 working from home (Appendix 2a), this figure is practically unchanged from 1996 with the 2000 figure being the same. But in 2001 there are some significant findings, the figure not being vastly different from the above but, as the Office of National Statistics states (Appendix 2b), "Homeworking is most common among women, but among men it is the associate professional and technical occupations where homeworking is most common." Office of National Statistics (Online) This means if technology keeps progressing like it is today, more and more people will work from home. As most men that are homeworking have professional and technical occupations, the growth of technology keeps the doors firmly opened for men to easily work from home (Appendix 2b). ...read more.


Perhaps a home visit interview will have to be deliberated by companies to find the correct candidates. How will training be issued and measured? Possibly by post, email or web site even. Will HRM representative have to go to employee's houses to deliver a training package? HRM will have to investigate what would be the most effective measure. How can HRM deliver motivation to a self-motivated homeworker? There is no way possible that HRM can motivate homeworkers when they work at home on their own all day. A homeworker just have to motivate themselves, but HRM can think of social activities designed to get homeworkers out of the house and perhaps targets that they get rewards for. Personal issues and employee welfare will be the hardest thing to monitor. If the HRM department are not getting to know employees through the work place, they do not know what this person is like which makes it harder to get to know them let alone assess their needs. Conclusion HRM will face many problems of how they are going to plan and organise people in the company, facing difficulties of how and where people are working and monitoring this. As HRM is also responsible for employee well-being, but without being in a specific work place more issues of motivation, friendship, respect and fulfilment will have to be addressed and dealt with in a specific manner. If the predictions come true HRM will be under a lot of stress to completely change over the next few years. The operations they undertake from day to day will have to be managed in such a way it incorporates every eventuality. 1 ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our GCSE People in Business section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related GCSE People in Business essays

  1. Marked by a teacher

    McDonald's. What are the Management functions at McDonald's?

    5 star(s)

    Constraints on competitors every management worries. They are always competitors around every successful business and this is a constraint to managers because to them it feels like they always have to work to their best to be on top of their competitors in terms of products and services.


    Sainsbury's know that if they are to meet their objectives, it is important that it minimises labour turnover. Sainsbury's also use the stability index rate to find out an indication of those employees that stay rather leave. This is very important at Sainsbury's as the manager will then know who

  1. Managing Human Resources in Marks & Spencer.

    In addition to academic ability, it looks for people with extra-curricular abilities such as interpersonal ability and team-making skills. In addition to the requirements of individual positions, the Marks and Spencer' graduate scheme also requires applicants to fulfil three key criteria: Leading the thinking - See the big picture no

  2. Employees are a business's most important assets; this is why they created the Human ...

    * Personal conflict. Employees who experience conflict with each other would be sent to the HR department to smooth problems out. For example if a managing director disliked a subordinate and this affected his appraisal, then a conflict between the two could occur making the subordinate unhappy.

  1. Analysis of a Contract Specific Organisation

    their customers and thus allowing them to concentrate on the strategic issues, making their roles more satisfying and rewarding. H The Contractor shall provide details of all furniture and equipment including computer hardware and software they propose to install on-site.

  2. This report is based on functions of the Human Resource department at HSBC Bank. ...

    major banks in the UK and have received the honor of being one of the world's finest financial institutions. In the 1990s the banking sector has seen many changes, as the industry has become increasingly competitive. HSBC have had to adapt to these changes in order to stay ahead, however,

  1. Recruitment and Selection - Next

    The different bases for recruiting people for a flexible workforce include: * Different modes of employment The recruitment and maintenance of a flexible workforce is vital for Next if it wants to stay competitive. In recent years, the general composition of the workforce has altered to create a demand for

  2. Human resource planning.

    trained and flexible workforce, thus contributing to the organisation ability to adapt the uncertain and changing environment. By this approach there is a reduce in dependence on eternal recruitment when key skill are in short supply by formulating retention and development strategies and by that approach there is a flexibility of work as well.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work