1. Change: The Global Human Resources Management Landscape
Chapter Three
Change: The Global Human Resources Management Landscape

2. Learning Objectives
Describe some of the worldwide changes that are affecting the environment of human resources management (HRM)
Describe how downsizing and mergers relate to the changing social contract
Identify several changes in job and work design

3. Learning Objectives (cont’d)
Identify a number of changes in lifestyle and family arrangements that have implications for HRM
Identify a number of implications of the change in proportion of women, minorities, and age groups in the work force
List eight criteria for analyzing the quality of work life in an organization and incorporate how attitudes about collective action and due process relate to these criteria

4. The Changing Environment
Globalization and Competition
Multinational Corporations (MNC)
International terrorism
Technological Innovations, the Sharing of Technology, and Piracy
Differential Industry and Occupational Growth
Downsizing, Outsourcing, and Mergers
Changing Social Contract

5. GLOBALIZATION AND COMPETITION
International competition, cooperation, and interdependence of business and industrial organization- globalization- is intesifying worldwide for many reasons, including highspeed trasportation and communication

6. MULTINATIONAL CORPORATIONS
MC who employs more than 90 million people and some 20 million employees in developing countries are affecting positive changes in global HR policies in the area of compensation, benefits and training

7. INTERNATIONAL TERRORISM
IT has greatly affected the economy, individual firms and families

8. TECHNOLOGICAL INNOVATIONS
It create rapid changes in manifacturing and office work. Industrial espionage is a factor

9. DIFFERENTIAL INDUSTRY GROWTH
It is shown in the rapid employment growth in services industry and the decline in employment in manufacturing and mining

10. DOWNSIZING, OUTSOURCING
All over the world, many firms have iniziated down sizing programs (since the eighties in Europe, but earlier in USA) creating all kinds of issues HRM

11. SOCIAL CONTRACT
The so-called social contract is changing, with many employers downplaying job security and emphasyzing «employability»

12. Changes in the Nature of Work
Job Design
Innovation in technology rapdly change the design of jobs. Concepts such as self-managed teams, self-organization result in major changes in job-design
Work Scheduling
Innovations in work scheduling are also occurring: for example, the compressed work-week
Contingent Employment
Temporary or no-standard employment is growing rapdly

13. The Changing Work Force and Changing Expectations
Lifestyles
They are different for many people than in the past. Expectations are changing too about where people will live, what hours they will work
Women and Dual-Career Families
A high proportion of women with children under eighteen are in the work force, including a large number with children under the age of three. Demand for both child.-care and elder-care center is growing.
Minorities and the older workers: as proportions of the work force are growing. These trends have implications for language and diversity awareness training and for HR planning

14. Changing Work Force and Changing Expectations
Education: more and more persons have had some college training. This has implications for many aspects of HRM: job design, motivation, recruitment and so on.
Participation: expectations about participation parallels growth with hight education
Collective Action: while union membership has been declining, unionization has become more acceptable across a wide array of occupations
Due Process: more and more people have expectations about “organizational due process”

15. The Changing Work Force and Changing Expectations
The Quality of Work Life criteria
Adequate and fair compensation
Safe and healthy working conditions
Use & development of human capacities
Continued growth and security
Social integration in work organization
Constitutionalism
Work/life balance
Socially beneficial and responsible work

16. The Changing Work Force and Changing Expectation
Adapting to Foreign Cultures
The rise of multinational companies has placed significant burdens of MNC workers to adapt to new cultures. Beyond learning a new language, there are issues such as new eating habits, different dress, adapting to different work practices, dealing with new values, and insuring that your wife and children are happy in the new surroundings.

17. Ten Dimensions of Cultural Differences
Sense of self and space
Communication and language
Dress and appearance
Food and eating habits
Time and Time consciousness

18. Ten Dimensions of Cultural Differences (cont’d)
Relationships
Values and norms
Beliefs and attitudes
Mental process and learning
Work habits and practice

19. Key Terms Globalization Cross-cultural training
Multinational Corporation (MNC)
Restructuring
Downsizing
Outsourcing
Mergers
Social contract
Employability
Contingent workers
Dual-career situations
Participation
Organizational due process
Quality of work life
Culture shock