Dynamic and customer-oriented workplaces: implications for HRM practice and research |
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| Affiliation: | 1. Laboratory of Molecular Epidemiology and Evolutionary Genetics, St. Petersburg Pasteur Institute, St. Petersburg 197101, Russia;2. Department of Epidemiology and Microbiology, Scientific Centre of the Family Health and Human Reproduction Problems, Irkutsk, Russia;3. Department of Epidemiology, Omsk State Medical University, Omsk, Russia;4. St. Petersburg Research Institute of Phthisiopulmonology, St. Petersburg, Russia;1. Institute for Integrative Biology of the Cell (I2BC), CEA, CNRS, Univ Paris-Sud, Université Paris-Saclay, 91198, Gif-sur-Yvette cedex, France;2. Instituto Venezolano de Investigaciones Científicas (IVIC), Caracas, Venezuela;3. Department of Clinical Research and Development, Osaka Prefectural Hospital Organization, Osaka Prefectural Medical Center for Respiratory and Allergic Diseases, Habikino-city, Japan;4. Şişli Etfal Research and Training Hopital, Istanbul, Turkey;5. Faculty of Medicine, Bülent Ecevit University, Zonguldak, Turkey;6. National Center of Parasitic and Infectious Diseases, Sofia, Bulgaria;7. Faculty of Infectious and Tropical Diseases, London School of Hygiene & Tropical Medicine, London, UK;8. Infection and Immunity Unit, UCT Lung Institute, University of Cape Town, Old Main Building, Groote Schuur Hospital, Cape Town,South Africa;9. Pathogen Genomics Group, Biological, Environmental Sciences and Engineering Division, King Abdullah University of Science and Technology, Thuwal, Saudi Arabia |
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| Abstract: | Changes in competitive environments are resulting in changes to the nature of work. We present job structure changes and a heightened customer orientation as two primary examples of changes that necessitate adaptation of human resource management (HRM) practices. The level of success in light of these organizational changes will largely be determined by how effectively people are managed in the new organizational environments. HRM practices that adapt to the new organizational conditions can add tremendously to the business and be a key to long-term competitiveness. We examine the implications of these changes for HRM practice and research, with particular attention to psychological contracts, job analysis, selection, and performance appraisal. The thrust of the article is to identify and describe research directions that have the potential for contributing to the future relevance and success of HRM. |
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