Outline the major contextual changes that have impacted upon the management of people in the last 30 years?

In the views of the politicians, the economy was not one of a ‘Golden Age’. As the British Cabinet Paper wrote, ‘It is clear that ever since the end of the war we have tried to do too much…we have only rarely been free from danger of economic crisis’. This illustrates the fact that although the economy was not falling apart, it was not stable and not prosperous. There was also a lack of a plan to deal with the economy; the government merely adjusted the system as it went along, which sometimes resulted in high rises of inflation or sudden consumer booms that did not correlate with its ability to pay for them – causing a deficit.

that are relevant to the practice of management. They describe two contrasting models of workforce

2. Explain how current global conditions in Maersk’s industry impact human resource management practices within this organization (use ideas from the

3. Why is it important for HR management to transform from being primarily administrative and operational to becoming a more strategic contributor?

Ronald Reagan and Margaret Thatcher radical free-market economic revolution were already in place. They were determined to reach out to the communism world to offer their ideas of a free economy and what the free world had to offer. The free economy was self sustained with limited government involvement as the centralized planning involvement was at a much larger

Determine why change is so difficult for organizations. Propose ways that human resource (HR) specialists can assist in making change easier.

1. What changes are occurring in our workforce today and are likely to continue into the future?

4. _________ trends regarding how people think and behave have major implications for management of the labor force, corporate social actions, and

Management has changed significantly over the past 50 years. The role of leaders in an organization is an ever changing thing. At one point, a manager was also the owner of the company, and thus used a carrot and a stick to get his employees to work, just like a parent personally invested in the raising of their child. Not anymore. Nowadays, leaders are there to “serve” their employees. The focus is on motivating the individual, achieving organizational goals by integrating each and every individual into the system. We no longer rely on a one size fits all approach, and management theory is no longer focused on having a winning philosophy, or motivating large groups.

The overall health care industry has undergone fundamental change over the last decade. Most of the changes have occurred within the underlying business operation of the healthcare industry. Legislation in particular has had a profound impact on the health care industry. First, due to the Affordable Care Act of 2010, the nursing profession is undergoing a fundamental shift in regards to the patient experience. The U.S. health care system is now shifting the focus from acute and specialty care to that of primary care which requires a shift in business operations. Also, due primarily to that aging of the baby boomer generation, the need for primary car overall is shifting and will be needed heavily in the future. The last 10 years in particular has seen an increasing influx of retiring baby boomers that subsequently need care. A positive impact on the ACA legislation is that more individuals are now insured. As such, the need for primary care will also increase over subsequent years, particular within the minority population. This patient centric approach will require more care predicated on specific communities in a seamless manner. Furthermore, primary care physicians will be in high demand over the coming years.

Researchers in the past have made valuable discovery about employee relations what is the cause of dissatisfaction and satisfaction at work. Companies that want to

References:Paul Blyton and Peter Turnbull (2004) "The theory of employee relations" The Dynamics of Employee Relations (3rd edition) PALGRAVE MACMILLAN Printed in ChinaJohn Gennard and Graham Judge (2002) "Employee Relations Strategies and Policies: Management style" Employee Relations (3rd edition) London: Cromwell Press, Trowbridge, WilrshireEd Rose (2004) "Theoretical Approaches to employment and industrial relations" Employment Relations2nd edition Prentice HallRasmussen & Lamm, (2002) "R&L,

M. Marchington & A. Wilkinson, 2008, Human Resource Management at Work 4th Edition, London, CIPD

The author currently consults in employee relations, organization change, and development. His clients include both private and public sector organizations.

The relationship between employers and employees has long been the subject of widespread study and debate within the business world. This employment relationship can be defined as a complex system in which social, economic and political factors combine with an employee who exchanges mental and manual labour for rewards allocated by the employer (Encarta Encyclopaedia Deluxe. 2004). Industrial relations and human resource management advocates have traditionally held different views on the subject of organisational conflict. Many authors have argued that organisational conflict is inevitable in most work settings and that the employment relationship is essentially a trade-off ground (Alexander and Lewer, 1998; Deery, Plowman, Walsh and Brown