Which HR role will be most important for companies in the future quizlet?

Increasing government regulation of healthcare
Increased training costs
Keeping up with the new rules and regulations
Increased information technology costs because of electronic health records
Cyber security personnel increases because of confidentiality

Aging of the workforce
People of retirement age working longer
Sandwich generation whereby employees are caring for their children while caring for their aging parents
Redesign promotion systems & career advancement
Demand for alternative & creative retirement plans with a cafeteria approach to benefits
Lost knowledge

Increase in outsourcing, offshoring, and employee leasing
Response to skills shortages
HR professionals will continue to be involved in decisions, managing & monitoring these operations
Challenge for HR when managing costs that are external to the organization
Uniform training and staffing needs

Increasing diversity of the American labor force
Need to review & restructure Affirmative Action Plans
Need to be more responsive to meeting diverse needs
Need to develop & implement workplace training programs for cultural diversity
Asian and Hispanic groups are to increase significantly

Multigenerational workforce
Different generations have different values and assets to offer in the workplace
Different expectations and attitudes exist for different generations that require sensitivity
Technology challenges
Communication is important
Opportunities for workplace mentoring

Increasing use of social networks
Awareness that HR monitors social media sites
Opportunity to network & collaborate more fully
Develop social networking policies
Opportunity to reach large audiences quickly and cheaply

Increasing number of foreign-born employees
Increased training needs.
Language barriers
Need for cross-cultural training
More worker mobility
Pressure for more global labor standards
Need to globalize HR guidelines
Communicable diseases
Political unrest in some countries

Global warming and growing environmental awareness
Occupational safety
More workers concerned about green environment
Increased need for sustainability and green environment training needs

Threat of stagnant economic growth in U.S. and globally
Need to identify competencies and skills of workers
Employee satisfaction
Demotivated employees
Coping with downsizing
Technology
Electronic Health Record (EHR)
Robotics
Data Mining
Elite Software Systems
HIPAA
Security Personal
Social Networking
Mobile Technology

Recruitment and Selection- means human resource planning so that the organization knows how many workers with what specific knowledge and skills are needed now and into the future; recruiting, attracting potential applicants to apply for jobs in the organization and retaining them; and selection, deciding which applicants to hire from the pool of qualified applicants, and using fair selection processes so that the organization is not discriminating on the basis of race, color, religion, sex, national origin, age, or disability.

Employee Training and Development- involves orienting and socializing employees to the organization and the organization's way of doing things, improving employee knowledge and skills, and assisting with their career planning, to prepare them for their next job.

Motivation- means designing or redesigning jobs to be motivating and satisfying for the people doing them, evaluating employees' job performance, providing performance incentives or rewards, determining how much different employees in specific jobs should be paid, and developing compensation plans to keep salaries fair and competitive with what other organizations are paying for similar jobs.

Employee Health and Safety- includes building a positive organizational climate, effectively communicating with workers, and promoting worker health and safety.

Administrative Expert- the design and delivery of efficient processes for staffing, training, appraising, rewarding, promoting, and otherwise managing the flow of employees through the organization.

Employee Champion- dealing with the day-to-day problems, concerns, and needs of employees, which links employee contributions to the organization's success. This role is especially important in companies where intellectual capital is a critical source of the firm's value.

Change Agent- effectively managing transformation and change, acting as cultural guardians and cultural catalysts.

Strategic Partner- aligning HRM strategies and practices with the organization's strategy, helping to ensure the success of those strategies.

Strategic: measures HRM's success in achieving five HRM strategic thrusts (talent, leadership, customer service and support, organizational integration, and HRM capability).

Operations: measures HRM's success in three operational areas (staffing, technology, and HRM processes and transactions).

Customer: measures how HRM is viewed by key customer segments, employee engagement, competitive capability, and links to productivity.

Financial: measures how HRM adds measurable financial value to the organization (return on investment in training, technology, staffing, risk management, and cost of service delivery).

Scientific Management- At the turn of the 20th century, the focus of HRM shifted from machines to people, with the advent of Frederick Winslow Taylor's (1911) ideas on Scientific Management. Taylor's insight was that to maximize productivity, the interaction between the machine and the worker must be carefully analyzed. The job of managers was to find the one most efficient way of performing the operations required by the job and then make sure that the workers did the job that way. Time-and-motion studies were used to make the job as simple as possible to learn and to do, minimizing training costs and maximizing productivity. If a worker is shoveling coal, Taylor observed, there is an optimal number of pounds of coal per shovel to maximize the total amount of coal shoveled in a workday. If the number of pounds is too small, more shovelfuls will be required to move a given weight of coal. If the number of pounds is too large, fatigue will reduce the total amount of coal that is moved. As a result of Scientific Management ideas, organizations became divided into those who determined the optimal way to perform the work and those who did the work. This division between managers and workers can still be seen in many workplaces today, where managers are considered to be sources of value and the people who do the work are assumed not to have any sound ideas about increasing productivity or quality.

Human Relations- During the early part of the 20th century, HRM ideas shifted in focus to the interactions among workers. A series of studies carried out in the 1930s established that the social environment of work had a strong influence on the productivity of the organization (Roethlisberger & Dickson, 1934). In a group working under a piecework system during the Great Depression, few workers exceeded the quota set by management to collect the productivity bonus. Interviews revealed that the workers had a deep distrust of management and were afraid that if many of them got the bonus, the bonus level would then become the daily production quota and they would have to work at what was formerly the bonus level just to make the daily production target. Observations of workers on the job revealed that if a worker was working "too hard," coworkers would exert social pressure on the worker to reduce his or her output. In a series of studies to determine the effect of illumination levels on productivity, productivity increased when illumination levels were raised, when they were lowered, and when old light bulbs were replaced with new light bulbs of identical wattage. Throughout the experiment, daily production rates were posted; feedback was a key factor that motivated workers to increase their productivity (Parsons, 1974).

Total Quality Management (TQM)- TQM represents another fundamental shift in HRM to focusing on the moving target of quality. Focusing on quality means that all employees in the organization take responsibility for examining individual and group work processes to find ways to improve them. TQM transforms the traditional workplace with a hierarchical structure of managers who plan the work and the workers who do the work, to a workplace where the focus is on satisfying internal and external customers, improving work processes, and ensuring that workers are committed to achieving a clearly stated mission. Organizations with better strategies for meeting the wants and needs of current and potential future customers will have a higher level of organizational effectiveness. The Malcolm Baldrige National Quality Award is a competitive prize given to companies that have achieved excellence in TQM.

Which HR role is most important?

What is the role of HR in the future?

What are some areas of HR that will be important in the future of HR?

What is a HR function that is concerned with the future needs of the organization what kind of people does the organization need and how many?