Expert answer:performer appraisal
Expert answer:Please be sure to include the text book as one of the references plus two additional scholarly references. My constellation login to access the text book is (follow the link below for access)textbook title: Youssef, C. (2015). Human resource management (2nd ed.) [Electronic version]. Retrieved from https://ashford.content.eduusername = CHVERN1503 password = dasher326Write a paper describing how effective performance appraisals can increase employee performance. This paper should include sections on the strategic advantages of performance appraisals, potential forms of bias within the appraisal system, as well as how performance appraisals can contribute to the achievement of strategic objectives. The paper should be 2-3 pages in length.Writing the Performance Appraisal Assignment:The paper should be 2-3 pages in length, excluding the cover page and reference page, and formatted according to APA style as outlined in your approved style guide.Must include a cover page that includes:Name of paperStudent’s nameCourse number and nameInstructor’s nameDate submittedMust include an introductory paragraph with a succinct thesis statement.Must address the topic of the paper with critical thought.Must conclude with a restatement of the thesis and a conclusion paragraph.Must use APA style as outlined in your approved style guide to document all sources.Must include, on the final page, a Reference List that is completed according to APA style as outlined in your approved style guide and has at least two references in addition to the text.
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The Future of Human
Resource Management
10
efks/iStock/Thinkstock
Learning Outcomes
After reading this chapter, you should be able to do the following:
• Relate recent trends and developments in globalization to HRM.
• Relate recent trends and developments in technology to HRM.
• Relate recent trends and developments in demographics to HRM.
• Relate recent trends and developments in legislation to HRM.
• Relate recent trends and developments in unions to HRM.
• Anticipate and be prepared for potential changes and developments that will likely influence the field of
HRM in the near future.
• Develop a future-oriented perspective to HRM.
245
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Section 10.1
Globalization and HRM
Introduction
The field of HRM is characterized by continuous change and development. It has been necessary
for each chapter of this textbook to address political, economic, social, demographic, legal, and
technological trends that create opportunities and challenges in various HRM processes. This
final chapter integrates the recent trends and developments discussed in each chapter with
specific HRM functions such as HR planning, job design, recruitment, selection, training, compensation, and performance management. This chapter also offers a future-oriented perspective by discussing emerging general trends in HRM and preparing you for potential changes and
developments that will likely influence the field of HRM in the near future.
Opening Case Study
The Future of Work at Capital One
The field of HRM is evolving and changing. In order to tap the potential of talent management
strategically, HR professionals need to be aware of recent developments and future trends, and
be proactive in capitalizing on these changes to create sustainable, talent-based competitive
advancements for their organizations. Capital One is leading the way in revolutionary work
design, including more flexible HR policies and unique workplace design, leveraged by technology. These future-oriented changes are already paying off in terms of productivity, innovation, employee satisfaction, and significant real estate cost reductions.
Web Link
The Future of Work at Capital One: http://www.google.com/url?sa=t&rct=j&q=&esrc=s&
frm=1&source=web&cd=2&cad=rja&uact=8&ved=0CCQQFjABahUKEwjb1aC5iNfIAhVDxG
MKHYu9DSM&url=http%3A%2F%2Fwww.shrm.org%2Fpublications%2Fhrmagazine%2F
editorialcontent%2Fpages%2F0907pomeroy.aspx&usg=AFQjCNFtbpf6k1VcCMk2O_rLYO
nnPtz3jA&bvm=bv.105814755,d.cGc
10.1 Globalization and HRM
Recent global trends have changed the way organizations manage and leverage human capital. For example, in previous chapters, you learned about the increasing trends toward outsourcing and international assignments, as well as the resulting opportunities and challenges
that employers and employees deal with in the United States and abroad. The challenges of
globalization are further exacerbated by political and social unrest in many parts of the world,
as well as the economic difficulties the world is currently witnessing. This section addresses
several emerging trends in these areas.
The Future of Outsourcing
Outsourcing has taken a new turn—away from an emphasis on cost reduction and toward
adding value. Organizations are no longer outsourcing to cut down on costs. In fact, many of
the emerging economies that employers used to target for cheap labor have experienced
increases in labor costs due to high demand and exponential economic growth. These countries include China, India, Malaysia, Bangladesh, Indonesia, Russia, the Czech Republic, and
several other countries in Southeast Asia, Eastern Europe, the Middle East, and Africa. India,
for example, was once known for its inexpensive labor but is now one of the key global players
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Globalization and HRM
Section 10.1
in knowledge work. This change is due to the quality and reliability of its workforce and technological infrastructure, its high levels of English proficiency, and its progressive regulatory
environment. Wages in countries such as China are now five times what they were in 2000
and raising at an annualized rate of about 20% (Burton, 2013).
Consensus has not been reached on what
countries have emerging economies or on
what criteria distinguish emerging economies from developing countries. One widely
acknowledged primary characteristic of
emerging economies is their attractiveness
for outsourcing based on the notion of adding value, and not just their being a low-cost
provider. Organizations today are outsourcing strategic functions, not just peripheral
tasks. Rather than micromanaging their
danielvfung/iStock/Thinkstock
outsourced functions, organizations are
relinquishing control of many of their core China is an emerging economy currently
operations to trustworthy third-party part- experiencing exponential economic growth,
ners. Global organizations view outsourcing with wages rising about 20% each year.
as a source of innovative ideas, as a catalyst
for change, and as a way to transform business and industry dynamics (Craumer, 2002).
How will these changes look in the long run? The value added from outsourcing will no
longer come from establishing sweatshops in a country with a struggling economy and
lax safety regulations to save a few percentage points on labor costs. It will come from
building a strategic network of autonomous partners across the globe. In this network,
knowledge can be more dynamically created, shared, and leveraged toward several beneficial ends. These ends include stronger forecasting of consumer needs and market trends;
better management of resources; and more ethical, transparent, and sustainable business
models.
International Assignments and Political Instability
Until recently, international assignments were viewed as opportunities for exposure,
building experience, and developing professionally; successfully completing these assignments also promised a fast track for advancement and growth. However, U.S. employers
now experience significant apprehension about sending employees and their families
abroad due to political turmoil in many regions of the world. This turmoil is especially
prevalent in many of the emerging economies that offer the most promise in terms of globalization and market growth.
For example, in 2011, political revolts erupted in numerous developing countries; demands for
more democracy and economic reform led to the successful ousting of regimes after decades
of oppressive or ineffective leadership (Youssef, 2011). However, many of these political movements paid substantial costs in terms of slow economic growth and the destruction of physical,
social, and institutional infrastructure. A case in point is Egypt, considered by many analysts to
be a high-potential emerging economy. However, the 2011 revolution that led to the military’s
seizing power has also plunged the country into chaos in terms of government and legislation.
In addition, the political instability and social unrest in Egypt and the whole Middle East region
have compromised many economic resources such as tourism and the oil trade.
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Globalization and HRM
Section 10.1
As a result, many organizations have had to protect expatriates’ lives by pulling them out of
politically unstable countries. For example, Libya is a country with a predominantly expatriate workforce; in 2011, it experienced several months of revolution and bloodshed. At the
start of that period, governments of many countries immediately evacuated their citizens,
and numerous organizations had to create emergency exit plans for their employees. Many
foreign citizens were directed to locations where they boarded air force planes, naval ships,
chartered planes, and ferries sent for their rescue by their countries or by their employers
(Countries and companies scramble, 2011). Hundreds of thousands of blue-collar migrant
workers fled to the desert and were in limbo for days, surviving on humanitarian aid in what
resembled a mass exodus of human talent (Cohen & Otterman, 2011).
Although political, economic, and cultural differences have always been concerns in global
HRM, recent events clearly present organizations with unique HRM challenges that penetrate
every area of operation. HR is now in a prime position to shape critical strategic organizational decisions, including the following decisions:
• Where to operate HR planning should account for political conditions that would
make it impossible or unsafe for the organization’s members to travel, which would
impact organizational goals and expansion plans.
• Which modes of entry to select Job analysis and job design can be adapted to ensure
that operations in unstable countries can be run remotely, from safer hubs across
the world, or in partnership with locals. This information can feed into organizational strategies for global operations such as joint ventures, outsourcing, franchising, or licensing.
• Whom to send on international assignments and how to prepare them Current
political conditions require personality traits, skill sets, and coping mechanisms that
will help expatriates and their families resiliently bounce back from adversity. These
characteristics should be taken into account in the criteria used for the recruitment,
selection, and training of employees for international assignments.
• How to compensate employees for international assignments Depending on the
region and the country, accepting an international assignment today can be a much
more risky endeavor than at any time in the past. This risk should factor into compensation and benefit decisions. Expatriation and premature repatriation can also
have heavy tax implications (Ludwig, 2004), and wars or political upheavals can
result in loss of wealth. HR should proactively protect employee wealth associated
with foreign assignments—ensuring that the motivational impact of compensation,
benefits, and other rewards is not compromised.
Managing a Global Workforce From a Distance
As we become a more global workplace, globalization is fueling the need for talent to expand
beyond national borders. Related to earlier discussions in previous chapters of knowledge
work, the new knowledge economy, where knowledge is leveraged to generate value, is driving demand for the best and the brightest, wherever they may be. This competition for talent
will not come from around the corner but from around the world, as companies expand to all
corners of the globe. Facilitated by ready access to information technology, this dispersion
of talent can be viewed both as an opportunity and as a challenge. On the positive side, local
talent can be hired and trained to run and integrate local operations, and access to global
talent can help alleviate the need for and current risks of expatriation and international
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Section 10.1
Globalization and HRM
assignments. However, leading a global workforce from a distance can be very challenging for
organizational decision makers and HR professionals.
Global leaders have been defined as “people in business settings whose job or role is to influence the thoughts and actions of others to achieve some finite set of business goals . . . usually
displayed in large, multicultural contexts” (Gessner, Arnold, & Mobley, 1999, p. xv). According
to Youssef & Luthans (2012), global leaders face at least three unique challenges: distance,
cultural differences, and cross-cultural barriers.
• Distance can be in the form of physical distance, which is due to geographic dispersion of the workforce; structural distance, which is due to centralization, departmentalization, and span of control in the organization; and psychological or social
distance, which is due to status or power differentials between the leaders and
employees (Antonakis & Atwater, 2002; Napier & Ferris, 1993).
• Cultural differences and value system dissimilarities can hinder communication
and collaboration, and they can exacerbate psychological or social distance in global
settings. The most familiar models for cultural differences are those of Hofstede,
Trompenaars, and the GLOBE project. Web links below provide further information
on those three models.
• Cross-cultural barriers that are challenging for global leaders include language barriers, different time zones, corruption, and institutional deficiencies.
Web Links
Hofstede’s cultural dimensions
http://www.geert-hofstede.com/
Trompenaars’ cultural dimensions
http://changingminds.org/explanations/culture/trompenaars_culture.htm
Trompenaars’ culture types
http://changingminds.org/explanations/culture/trompenaars_four_cultures.htm
The GLOBE project
http://www.learningace.com/doc/2802604/511853b74aa9ab8e67f169d274f4ea75/
globe-2001-orgdyn-vol-29-no-4-pp-289-305-cultural-acumen-lessons
Discussion Questions
1. What are the similarities and differences between Hofstede’s, Trompenaars’, and the
GLOBE models?
2. What are the HRM implications of these models’ cross-cultural dimensions? How can
these implications affect HR planning, job analysis, job design, recruitment, selection,
training and development, compensation, benefits, and performance management?
3. What new lessons did you learn about other cultures from each of those models?
4. How can the lessons you learn affect you as a future leader and participant in a global
workplace?
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Technology and HRM
Section 10.2
Managing a global workforce requires new models for the recruitment, selection, and training
of global leaders who can manage and develop a global workforce. These leaders need to be
capable of understanding, readily adapting to, and strategically integrating different cultural
dimensions. They need to be able to maintain order in complex situations by constantly redefining and readjusting their perspectives, depending on the context, to achieve harmonious
and inclusive interactions. These leaders should also be able to leverage information technology and a vast array of communication tools to buffer the negative effects of distance and
cross-cultural differences and barriers. Chen and Miller (2010, 2011) call this type of leader
ambicultural, because they can combine the best of many cultures while avoiding these cultures’ limitations and biases. Bennett (1993) terms these leaders’ perspective ethnorelativity. According to Youssef and Luthans (2012, p. 545), ethnorelativity “allows positive global
leaders to experience their own culture as one of many, identify complex and subtle cultural
patterns, habitually express themselves through multiple culturally appropriate affective and
behavioral systems, and eventually experience an expanded self-view that can readily move
into and out of multiple worldviews.”
10.2 Technology and HRM
As the Internet gained a global foothold in the early 1990s, recruiting took a new twist
from the old job boards and searches through daily newspapers. The new online network
has changed how employers and job seekers find one another. In the United States, over
50% of new hires now come from online application sources, and this process of online
recruiting has taken over as the primary way to recruit future employees (Parry & Tyson,
2008).
Today, most prospective employees apply for jobs on an organization’s web site. They have
a great deal of important information about the company available in front of them before
they apply. Web site aesthetics can play a role in getting an applicant to spend time on the site
and learn about the organization and its culture (Ryan & Huth, 2008). Traditional channels
of recruiting include agencies, public job web sites, advertising, and direct recruiting; these
channels still have a small place in the recruiting process, but online recruiting is now the
norm.
Online recruiting has given employers several advantages over more established methods
of recruiting. Advantages for online recruiting include cost effectiveness, access to a larger
group of potential candidates, the ability to locate the right target audience, access to applicants who have the needed technological skills, a faster turnaround time on both ends, and
ease of access and portability (Parry & Tyson, 2008).
Industry analysts predict that new technologies will allow individual employees to participate directly in HR processes through self-service portals, reducing the need for HR input,
so that by 2020 entry-level HR jobs will disappear. They also anticipate that technology will
minimize human input into HR decisions such as which individuals are best qualified for a
particular job (Osterhaus, 2013),
Social recruiting is also gaining momentum; it is a process where both online and offline
social and professional networks of individuals and organizations connect and communicate
to match jobs with the right candidates. Social recruiting has taken many forms, such as the
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HR Legislation and the Future of HRM
Section 10.3
sourcing of candidates on such social networks as Facebook, LinkedIn, YouTube, Twitter, and
others (Meister & Willyerd, 2010). As employers search globally to infuse their organizations
with talent, many recruiters will increasingly rely on social relationships through online
communities.
For a long time, personal referrals have
been the major source of hiring; getting
jobs has always been about networking, whom you know, and who knows
you. Social media has taken the referral
business to a new level. The Internet
and social media have become great
ways to search for jobs—both for people who are actively searching for jobs
and for people who aren’t engaged in
a job search but who are always interested in hearing what others have to
say. Employers can use the growing
AP Images/Press Association/Chris Radburn
new platform of social media to attract Social networks such as LinkedIn are proving to be
candidates, help their organizations a valuable resource for recruiting new talent.
grow, or gain a competitive advantage
in their industries. Social media can be used to reach out to candidates in a forum that’s both
natural to them and in an area of interest for the organization.
In an age of instant communication, managers must be part of the social networking process,
and social recruiting must be part of organizations’ recruiting strategies. This strategy has
never been more evident than in a 2008 PricewaterhouseCoopers study, in which 86% of
college students said that they belong to a social networking site. Younger generations are
using social networking to send personal messages to one another via multiple platforms,
and they look for future employers’ utilization of the same kinds of communication and technology. Employers can use social media to find potential strengths in future employees by
gathering information from their social networking profiles. Employers can also help ensure
a good fit with a job and the organizational culture by understanding candidates’ motivations,
interests, and hobbies. This information sharing goes both ways, as job candidates know as
much about employers as employers know about candidates through their own soc …
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