Organizations & HRM in Transition
The modern work environment has transformed over the past decade, leading to a need for new organizational management practices. Human resource management is one of the organizational management areas most impacted by changes in the modern work environment. Lawler (2017) argues that most old management practices and principles relating to the factors contributing to good talent management are currently obsolete because of the changing nature of workers, work, and organizations. This argument is valid because many organizations are embracing new work practices, such as remote work, to reduce operating costs, increase employee job satisfaction, and expand operations into different geographical regions. For example, most organizations are focusing on the use of technology to create functional and productive remote offices in different parts of the world instead of opening physical locations in every country. Therefore, organizations must embrace new management practices and principles to manage human resources effectively, including remote workers, and maintain organizational productivity. Mićić et al. (2022) recommend considering process, organizational, and technological adaptation to achieve full operational and functional transformation from a traditional to a digital workplace. Some adaptations that can be considered include embracing new work arrangements, human resource management practices, and automation of some operations in the workplace.
Many organizations in the modern world are facing intense competition because of the rise in large and small businesses offering the same products and services. This has forced most organizations to focus on talent acquisition, management, and development. However, talent management is not enough to maintain organizational productivity if it is not aligned with the organization’s goals. Lawler (2017) argues that talent management should be increasingly skill-based, strategy-driven, evidence-based, segmented, agile, and performance-focused. Modern organizations are focusing on the use of technology to achieve their goals. Technology is also transforming the foundations of organizations and global businesses by facilitating changes in how things are done (Cascio & Montealegre, 2016). For example, technology is used in modern organizations to complete tedious and repetitive tasks and facilitate virtual communication. Therefore, surviving in the modern business world requires a proper understanding of different technologies and how they can be used in the organization to improve organizational productivity and success. However, organizations must first find solutions for the challenges technology creates. Lawler (2017) argues that organizations experience a challenge in maintaining a balance between machine and human-controlled decision-making and operations. This challenge should be addressed before integrating technology into an organization’s operations to avoid creating uncertainty on how things should be done since such uncertainties could create conflict among employees and reduce employee productivity.
The rise of a diverse workforce has also impacted how things are done in the organization. According to Lawler (2017), there is a likelihood of increased workplace diversity in the coming years because of the anticipated increase in the age range of workers, the shift in gender balance, and the inclusion of ethnic minorities and transgender people in the workforce. This may lead to transformations in human resource management practices to accommodate each worker’s needs. For instance, organizations must transform their talent management practices because each employee will have different needs based on their gender, age, and ethnic background. Organizations will also need to make accommodations for transgender employees as a minority group. Therefore, Lawler’s (2017) argument that traditional talent management practices are obsolescent is valid. However, organizations need to acknowledge that talent management practices will continue to change as the workforce continues changing, hence the need to stay updated on new talent management strategies, such as online talent management strategies. However, talent management systems pose a challenge in determining their effectiveness and quality (Sakka et al., 2022). Therefore, organizations can use Lawler’s (2017) recommendations on talent management to create an effective talent management system. Lawler (2017) states that talent management should be strategy-driven, agile, performance-focused, evidence-based, based on competencies and skills, and individualized and segmented. These recommendations can be used as a benchmark to help organizations create the best talent management system that can aid in achieving their goals.
Another area that modern organizations need to consider to be successful is employee retention. Many organizations in the modern business environment face stiff competition for skilled and talented workers and employees. Therefore, most organizations focus on employee appraisal to reduce and prevent turnover. However, Venne & Hannay (2018) argue that the viability of performance appraisal is determined by whether it aligns with changing workplaces and broad generational/cultural changes. This statement suggests that organizations have to constantly adjust their performance appraisal strategies to maintain performance standards and increase employee productivity. Organizations also have to stay prepared for changes that could impact their performance management strategies. For instance, Lawler (2017) argues that in the future, there will be an increase in the availability of behavioral data that organizations can use to monitor and judge employee performance. Therefore, organizations need to stay updated on technological advancements that can be leveraged to gather employee behavioral activity data for proper and effective performance management. Organizations should also be updated on ensuring that their performance appraisal and performance management strategies are compatible with their designs and create human resource functions that accommodate the use of technology, value standardization, and are strategically oriented to effectively maintain employee productivity in a dynamic work environment.
References
Cascio, W. F., & Montealegre, R. (2016). How technology is changing work and organizations. Annual Review of Organizational Psychology and Organizational Behavior, 3(1), 349–375. https://doi.org/10.1146/annurev-orgpsych-041015-062352
Lawler, E. (2017). Reinventing talent management: Principles and practices for the New World of Work. Berrett-Koehler Publishers.
Mićić, L., Khamooshi, H., Raković, L., & Matković, P. (2022). Defining the digital workplace: A systematic literature review. Strategic Management, 27(2), 29–43. https://doi.org/10.5937/straman2200010m
Sakka, F., Ghadi, M. Y., & Goldman, A. (2022). Talent management and professional development of employees using Digital Technologies. TEM Journal, 1612–1619. https://doi.org/10.18421/tem114-23
Venne, R., & Hannay, M. (2018). Generational change, the modern workplace and performance appraisal: Why changing workplaces need a developmental approach to performance appraisal. American Journal of Management, 18(5). https://doi.org/10.33423/ajm.v18i5.256
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Question 
Module 1 – Case
ORGANIZATIONS & HRM IN TRANSITION
Assignment Overview
(Signature Assignment: Critical Thinking, Emphasized Level)
Be sure that your priority is reading Reinventing Talent Management (2017), by Edward Lawler. Do your best to finish it before you prepare your Case and SLP assignments for Module 1.
Organizations & HRM in Transition
Case Assignment
Jot down your ideas and reactions to what you read. What you write should demonstrate critical thinking of what you know about HRM today as compared to future projections of HRM. Draw on the relevant issues in Lawler’s book.
Because the emphasis in this first module is to finish reading Reinventing Talent Management, you do not need to conduct library or Web research for your Case 1 Assignment.
Submit your 3- to 4-page assignment by the due date.
Assignment Expectations
Critical Thinking Emphasis
As you may recall, the first signature assignment addressing critical thinking at the “introduced” level was in MGT516, Module 3 Case.
Then in HRM520, Case 4, our emphasis was on further developing critical thinking skills, a key aspect of business decision-making.
And, now finally, in HRM599 Integrative Capstone, Case 1, your critical thinking skills will be further developed, reaching the “emphasized” level.
These three assignments build upon each other and aim to offer you the opportunity to enhance and practice your critical thinking skills at the graduate level.
The Case grading rubric for this HRM599 assignment has been developed with a critical thinking criterion to measure student success in meeting Case 1 expectations related to critical thinking at the emphasized level. The same criterion is used to measure critical thinking in the other two courses with critical thinking signature assignments.