Introduction

Humanbeingsarethemostimportantresourceinanorganization.Afirmssuccessdepends
onthecapabilitiesofitsmembers.Mostproblems,challenges,opportunitiesandfrustrations
inanorganizationarepeoplerelated.Humanresourcesarethelifebloodofanorganization.
Despitetheapplicationoftechnologyinmodernbusinessmanagement,humanresourcesare
stillrelevantandmostadaptiveresourcesoftheorganization.ThestrategicvaluesofHR
stemfromthefactthatapartfromotherresourcesemployedinthecourseofproduction(land,
capital,technologyetc.)whicharepassive,humanresourcesareendowedwithdiscretionary
decisionmaking power and thus have competitive advantage over the other resources.
Besides,HRcombinesotherresourcesintherightmixtoformulateappropriatestrategiesfor
theaccomplishmentofthedesiredobjectivesoftheenterprise.ThisessentialattributeofHR
assisttheenterprisetomakerightfuldecisionsandrespondeffectivelytothethreatsand
opportunitieswithintheenvironmentoftheorganization.Thustheenterprisedependshighly
onitsHRforsuccessandsurvival.Thisdependencecontinuouslyisincreasingconsidering
the complex and turbulent nature of the business environment of this century. The
managementofHRiscomplexandproblematicbecausetheindividualsasworkershardly
adapt or voluntarily embrace the objectives of the organization. As individuals, the
employeeshaveneeds,aspirations,motivations,desiresandinterestswhichinfluencetheir
behavior at work but unfortunately these objectives are sometimes in conflict with the
corporate objectives of the enterprise. In reconciling this conflicting interests Human
ResourcesManagementandPlanningareusefultoolsemployedinharmonizingtheneedsof
theemployeeswiththegoalsandobjectivesoftheorganizationonacontinuousbasis.Ina
nutshell,theprimarytaskofHRMistoensurethattheorganizationHRareutilizedand
managedeffectively.HRpractitionersaresaddledwiththeresponsibilityofdesigningand
implementingpoliciesandprogrammersthatwillenhancehumanabilitiesandimprovethe
organizationsoveralleffectiveness.Empiricalstudieshaveshownthatpoorhumanrelations
atwork,neglectofstaffwelfareprogrammerandlackofmotivationareoftenthefactorsthat
causeindustrialstrifeanddecliningproductivityintheworksetting.
ThemoderndayentrepreneursrecognizethattheHRarevitalelementintheorganizationand
concomitantlyacknowledgetheroletheHRpractitionersplayindevelopingthesevaluable

resources.ToacquireandretainHRintheorganization,theHRpractitionersinbriefperform
fourcriticalroles:
i.

Createandimplementpolicies,whichshouldbeinwritingandcommunicatedto

ii.

allemployeesthroughcircularsortheemployeehandbook.
Offeradviceandcounseltheemployeesonmattersborderingonproductivity,
safetyatwork,careerpathormanagement,morale,honestyandintegrity,human

iii.

relationsetc.
Provision of services that assist Line Managers in performing their jobs or
serving the organizational units i.e. recruitment, selection and placement,
compensation management, training and development, staff welfare programs,

iv.

industrialandlaborrelations,researchandplanning.
ControlofHRprogrammerandlaiddownproceduresi.e.tomonitorandensure
thatHRpoliciesandguidelinesareimplementedreligiouslyortotheletterse.g.
grievancehandlinganddisciplinaryprocedures,FederalCharacterprinciplesor
Quotasystem,fairnessofappraisalexercise,grantingofloansetc.
Eachoftheabovefunctionsisacomplexflowofactivitiesanditunderscores
HRmanagementfunctionsasintegralpartoftheoverallcorporateplansofthe
enterprise. It follows therefore, that HR management function is a joint
responsibilityforallmanagerswithintheenterprise.Thepaceofglobalizationis
increasingcontinuouslyintermsofmarketsforgoodsandservices,investment
opportunitiesacrossbordersamongstothers.Enterprisesfacecompetitionfrom
all fronts. Human resource management is not left out in this transformation
crusadeasithasobligationtomovealongwiththechangingdemandsofthe
globalizationprocess.Oneoftheobjectivesistoshowthateffectivemanagers
should constantly be aware of the changes taking place in domestic (home
country) environment, as well as around the globe (international and foreign
environments)onHRissuesanddevelopments.Bysodoing,theycanscantheir
environment on an ongoing basis, and when they detect opportunities and/or
threats,theycantransformtheirorganizationtoseizetheopportunitiesand/or
combatorneutralizethethreatsasthecasemaybe(C.Anyin.Ph.D,2011).Human
ResourcesManagementisoneofthetoughestdutiesofamanagersincehumans
differ in terms of attitudes, values, aspirations, motivations, assumptions,

psychology, andlife goals.Looking attodays competitive world,managerial

level staff will require more conceptual and strategic skills. Thus, managers
shouldforexampleensureasuitable,relevantanduptodatetrainingforspecific
skillsoflowerlevelemployees.Managershavetobeproactive,abletoanticipate
technological developments and prepare their staff for whatever technological
changesthatmighttakeplace.ThiswillbeasuccessfultaskonlywhentheHRM
itselfisfullyawareofthosechangesandhasthemeanstodealwiththem.HR
managershaveanumberofrolestofulfill.Theyaretheguardiansofthekey
assetsoftheorganizations.Theyarealsocounselorandprotectorofemployees
anddirectlyresponsibleforproductivity.Thegovernment,includingtheMinistry
ofLabour,expectsHRmanagersnotonlytocomplywithlabourlaws,butalsoto
promoteharmonyattheworkplace;thiswilldirectlycontributetohealthierand
moreattractiveworkenvironment.Asaresult,bothjobhuntersandseekerswill
feel compelled to target such organizations in their search for new job
opportunities.ThesuccessorfailureofHRdependsalsoonthetopmanagement
recognitionoftheimportanceofHRM,andsecondlyonitscommitmenttoassist
HR to carry out its functions. Human Resources jobholders need capability,
integrity and professionalism in order to succeed in the everchanging
environment(Tannir,2007).HRmanagersarefacingmanychallengesinpresent
businessscenariolikeGlobalizationworkforcediversity,technologicaladvances
andchangesinpoliticalandlegalenvironmentchangeininformationtechnology.
AllthesechallengesincreasethepressureonHRmanagerstoattract,retainand
nurturetalentedemployee.HRprofessionalcantignorethesechallengesrather
theyoughttobelinetodesignandexecuteinnovativemechanismsofdeveloping
skills and competencies of human resources to prepare them to accept the
emergingchallenges(Srivastava,6,July2012).
CHALLENGESOFHRMINMODERNMANAGEMENT
TheenvironmentfacedbyHRmanagementisachallengingone;changesareoccurring
rapidlyacrossawiderangeofissues.AstudybytheHudsonInstitute,entitledWorkforce
2020,hashighlightedsomeofthemostimportantworkforceissues.Fromthatandother
sources,itappearsthatthemostprevalentchallengesfacingHRmanagementareasfollows:

1.Economicandtechnologicalchange
2.Globalizationofbusiness
3.Workforceavailabilityandqualityconcerns
4.Demographicsanddiversityissues
5.Organizationalrestructuring
Theenvironmentfacedbyhumanresourceischallengingone;changesareoccurringrapidly
acrossawiderangeofissues(ShahiRazAkhtar,2012).Itappearsthatthemostprevalent
challengesfacingHRmanagementareasfollows:
GlobalizationAtapoliticalandeconomiclevel
Globalizationistheprocessofdenationalizationofmarkets,politicsandlegalsystemsi.e.the
useofthesocalledglobaleconomy.Globalizationreferstoanextensionbeyondnational
bordersofthesamemarketforcesthathaveoperatedforcenturiesatalllevelsofhuman
economicactivity(villagemarkets,urbanindustries,orfinancialcenters).Itmeansthatworld
tradeandfinancialmarketsarebecomingmoreintegrated.Growinginternationalizationof
business has its impact on HRM in terms of problems of unfamiliar laws, languages,
practices,competitions,attitudes,managementstyles,workethicsetc.HRmanagershavea
challengetodealwithmorefunctions,moreheterogeneousfunctionsandmoreinvolvement
inemployeespersonallife.
Workforce Diversity According to Thomas (1992), dimensions of workplace diversity
include,butarenotlimitedto:age,ethnicity,ancestry,gender,physicalabilities/qualities,
race,sexualorientation,educationalbackground,geographiclocation,income,maritalstatus,
militaryexperience,religiousbeliefs,parentalstatus,andworkexperience.Theroleofthe
HumanResourceManagerisevolvingwiththechangeincompetitivemarketenvironment
andtherealizationthatHumanResourceManagementmustplayamorestrategicroleinthe
successofanorganization.Organizationsthatdonotputtheiremphasisonattractingand
retaining talents may find themselves in dire consequences, as their competitors may be
outplayingtheminthestrategicemploymentoftheirhumanresources.Withtheincreasein

competition,locallyorglobally,organizationsmustbecomemoreadaptable,resilient,agile,
and customerfocused to succeed. And within this change in environment, the HR
professionalhastoevolvetobecomeastrategicpartner,anemployeesponsororadvocate,
andachangementorwithintheorganization.Inordertosucceed,HRmustbeabusiness
drivenfunctionwithathoroughunderstandingoftheorganizationsbigpictureandbeableto
influencekeydecisionsandpolicies.Ingeneral,thefocusoftodaysHRManagerison
strategic personnel retention and talents development. HR professionals will be coaches,
counselors,mentors,andsuccessionplannerstohelpmotivateorganizationsmembersand
theirloyalty.TheHRmanagerwillalsopromoteandfightforvalues,ethics,beliefs,and
spiritualitywithintheirorganizations,especiallyinthemanagementofworkplacediversity.
Thefuturesuccessofanyorganizationsreliesontheabilitytomanageadiversebodyof
talentthatcanbringinnovativeideas,perspectivesandviewstotheirwork.Thechallenge
andproblemsfacedofworkplacediversitycanbeturnedintoastrategicorganizationalasset
ifanorganizationisabletocapitalizeonthismeltingpotofdiversetalents.Withthemixture
oftalentsofdiverseculturalbackgrounds,genders,agesandlifestyles,anorganizationcan
respondtobusinessopportunitiesmorerapidlyandcreatively,especiallyintheglobalarena,
whichmustbeoneoftheimportantorganizationalgoalstobeattained.Moreimportantly,if
theorganizationalenvironmentdoesnotsupportdiversitybroadly,oneriskslosingtalentto
competitors.Thisisespeciallytrueformultinationalcompanies(MNCs)whohaveoperations
onaglobalscaleandemploypeopleofdifferentcountries,ethicalandculturalbackgrounds.
Technologicaladvances
There is a challenging task of adapting workplace to rapid technological changes which
influencethenatureofworkandgenerateobsolescenceAdvancedtechnologyhastendedto
reducethenumberofjobsthatrequirelittleskillandtoincreasethenumberofjobsthat
requireconsiderableskill,ashiftwerefertoasmovingfromtouchlabourtoknowledge
work..Thereisnewnewworkingtechnology.Inthissituationorganizationshavetochange
ittechnology.Newtechnologycreatesunemploymentandinotherhand,therecomesscarcity
ofskilledmanpower.Likethis,technologicalchangebringsdifficultiesandchallengesin
organization.
Changesinpoliticalandlegalenvironment

 Changes inpoliticalandlegalenvironmentmeans changesinpoliticalparties andrules

regulationduetowhichnewlawsarecomeandyouhavetofollowalllawswhiledoing
business.Manychangestakingplaceinthelegalandpoliticalframeworkwithinwhichthe
industrialrelationsysteminthecountryisnowfunctioning.Itisthedutyofhumanresource
andindustrialrelationsexecutivestofullyexaminetheimplication,ofthesechangesand
bringsaboutnecessaryadjustmentwithintheorganizationsothatlaterutilizationofhuman
resourcecanbeachieved.ItistheresponsibilityofHumanResourcemanagertoanticipate
thechanges andprepareorganizationtofacethemwithoutanybreakdowninitsnormal
functioning
ChangesintheEconomicEnvironment
Thisincludesexaminationoftheimpactofanumberoffactorsonproduction.Someofthe
keyfactorsarethescarcityofrawmaterialsandotherinputsincludingpowerandelectricity,
encouragementofthecultureofconsumerism,increasingconsumerawarenessanddemand
forqualityproducts,continuingupwardtrendintheinflationarypressureswithdecreasein
the purchasing power of the Kwacha and its spiraling effects in the ever increasing
aspirationsofworkersforhigherwagesandothermaterialbenefitsandmountingcostsonthe
employee welfare and other benefits. In an inflationary economy, the resources tend to
becomescarceandthecostsofmachine,materialsandlabourmultiply.Thesepushupthe
capitalandrunningcosts.
RevolutioninInformationTechnology
InformationtechnologyhasinfluencedHRMthroughhumanresourcesinformationsystems
(HRIS)thatstreamlinetheprocessingofdataandmakeemployeeinformationmorereadily
availabletomanagers.Morerecently,therehasbeenandinthefuturetherewillbeimpactof
revolutionarycomputerizedinformationsysteminthemanagementitcoverstwoprimary
areasApplicationofcomputerinthemanagerialdecisionmakingprocess
1.Useofelectroniccomputersmanagerialdecisionmakingprocess
2.Infuturecomputerizedinformationsystemwillhaveincreasingimpactatthecoordinate
andstrategiclevelsoforganization

OrganizationalRestructuring
Many organizations have restructured in the past few years in order to become more
competitive.Also,mergersandacquisitionsoffirmsinthesameindustrieshavebeenmade
to ensure global competitiveness. The megamergers in the banking, petroleum, and
telecommunicationsindustrieshavebeenveryvisible,butmergersandacquisitionsoffirms
inmanyotherindustrieshaveincreasedinrecentyears.Aspartoftheorganizationalchanges,
manyorganizationshaverightsizedeitherby
(1)Eliminatinglayersofmanagers,
(2)Closingfacilities,
(3)Mergingwithotherorganizations,or
(4)Outplacingworkers.
Acommontransformationhasbeentoflattenorganizationsbyremovingseverallayersof
managementandtoimproveproductivity,quality,andservicewhilealsoreducingcosts.Asa
result,jobsareredesignedandpeopleaffected.OneofthechallengesthatHRmanagement
faceswithorganizationalrestructuringisdealingwiththehumanconsequencesofchange.
Thehumancostassociatedwithdownsizinghasbeenmuchdiscussedinthepopularpress:a
survivorsmentalityforthosewhoremain,unfulfilledcostsavingsestimates,lossofloyalty,
andmanypeoplelookingfornewjobs.Whereasmanylargefirmshavecutjobsbyreducing
theirworkforces,manysmallerfirmshavecontinuedtocreatejobs.Thisisparticularlytrue
inhightechnologyindustries,suchassoftwaredevelopment.Theseentrepreneurialfirmsare
facedwithgrowth,whiletryingtoattractsufficientworkerswithflexiblecapabilitiesandto
conservefinancialresources.MorediscussiononHRsroleinorganizationalrestructuringsis
focusingonstrategicHRplanning.Consequently,inbothlargeandsmallorganizationsthe
managementofHRactivitiesiscrucial.
MobilityofProfessionalPersonnel
One of the interesting facts will be increase in the mobility of various managerial and
professionalpersonnelbetweentheorganizations.Asindividualdevelopgreatertechnical

and professional expertise, their services will be greater demand by organization in the
environment.

Conclusion
ToconcludethatitcanbesaidthatHRpracticeisbecomingmoreandmorechallengingday
byday,theyhavetofacelotofproblemslikeretention,attractionofemployee,dealingwith
different cultural people, managing work force diversity, technological and informational
changestoovercomewiththesechallengestraining(Crossculturaltrainingandtechnological
andinformationaltraining)isnecessaryofHRpeople.Toreducemobilityofprofessional
personnelHRpeoplehavetomotivatethemfrommonetaryandnonmonetarytechniques.
Properperformanceevaluationsystemandpropercareerdevelopmentplansshouldbeused
in the organization to reduce professional mobility. Following the challenges posed by
globalization, it is hoped that the HR professionals will not only destroy the stereotype
routine methods of doing job but would launch HR full potentials for more positive
contributionstoemployeeswellbeingandorganizationbuilding.

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