A Critical Review Changing Nature of Workforce Composition

Question: Discuss about the Critical Reviewfor Changing Nature of Workforce Composition. Answer: Introduction Roethlisberger, E. William, J., 2003. Management and the Worker. Volume 5 ed. New Fether Lane, London: Routledge.This paper addresses the dynamics of the increasingly changing workforce composition and the way it has affected workforce engagement particularly in large organizations and its implications to managers. I have explored the contemporary workforce makeup alterations, the impacts of such changes for both the workers and managers, effects of workplace changes to employees and highlighted the predictions I have for the workplace engagement for the next five to ten years. My research and arguments are founded on some various credible research articles. Key Issues The global age is prompting a fast change in workforce composition, the character of work itself and its nature worldwide (Remtulla, 2010). This implies that there are rapid changes in the workforce which consequently impacts the entire labour sector globally. Demographic trends, technological development and the globalization process are some of the key factors that have played a role in shaping the world of work in the economy today since they have impacted in the size and composition of the workforce, the workplace features and the compensation structure offered by employers (Lynn Constantijn, 2004). The first key issue is the high number of women joining the formal job sector. The last forty years has been featured by an accelerative number of women joining the workforce, contrary to the traditional notion that certain jobs are gender specific for instance, mechanics are men and nurses are women (Ray, 2011). He adds that although disappointing, the number of women holding senior ranks within organizations is still low. I agree with this argument since there is tangible evidence of more women securing employment generally and especially in the positions which were traditionally thought of as belonging to men. Today we have women mechanics that are proudly doing the job. The second issue is the bulging number of youth employees. An increasing number of jobs and professions need forms of certification which older workers may fail to have (Jerry Walter, 2012). I believe that most of the contemporary job requirements are easily met by the young, energetic and ambitious youths across all the sectors of the economy globally. Historically, employers have often excluded the older personnel from training programs based on the tenet that they would soon be exiting the workforce, and their output would be dismal (Jerry Walter, 2012). The majority of employers are looking for vibrancy and energy in the workforce, which the youth comfortably have. Thirdly, the aging workforce is also being retained in a majority of organizations. Younger employees no longer work for a single employer for their entire career, they are more likely to exit the jobs than older workers, taking their modern competences with them (Jerry Walter, 2012). I concur with the view since many young employees are leaving one job for another mainly motivated by greener pastures. As such, a great number of firms are nowadays retaining their aging workforce due to their immense job experience. The best practices to manage an aging workforce include establishing a discrimination free-workplace, executing working programs and conditions suited for older employees, adopting targeted measures to lure, sustain and motivate older workforce among others (Jerry Walter, 2012). The above measures are some of the mechanisms used by employers to ensure they keep the aging personnel. Changes for Workplace Engagement Change is an ineluctable aspect of human existence (Edward, 2012). A duration of five to six years can be too short since too weensy change can happen and because it is not adequate time for remarkable alterations (Georges, 2007). However, I foresee several changes in the workforce engagement in the next five to ten years but not many significant ones. For instance, there will be more job safety measures, increased job security, attractive retirement benefits, better allowances, more flexible working hours, increased tailor-made training and workshops among others. Mentoring has obtained an increasing observance as a regent tool to facilitate the careers of those growing through the positions in organizations (Belle Kathy, 2007). According to me, the reason for all these is because the present-day workforce is fairly aware of their welfare, worth and rights and as such, in the next period of five to ten years, the workforce even be more informed about all that. A manager will have t o ensure that the above is met harmoniously. Workforce and Managerial Implications Changes of physical conditions were not fundamentally responsible for themselves for variance of work behaviour as adjudicated by output levels (Roethlisberger William, 2003). They further argue that changes in work behaviour could be associated far more closely to changes in personal attitude towards the introduced changes. I agree that most of the time when change is implemented in an organization the staff members are more likely to develop a particular attitude towards it either in its embrace or resistance. People have to fend with modern concepts of flexitime, flexibility, teamwork and ever changing work conditions which are seemingly creating new chances for self-satisfaction to employees, but in reality presenting new oppression forms and in the end disorienting people and subverting their emotional and psychological wellbeing (Edward, 2012). Managers will be forced to mitigate such negative change effects. They will need to empower the employees to incorporate the new changes into the existing ones and secondly to avoid the walking around kind of supervision meant to ensure workers comply with the changes introduced in the organization. Instead, the managers should act as facilitators of the changes being implemented in the entity and execute this mandate in a smooth manner. Conclusion In summary, I believe that the modern labour force is more dynamic regarding its demographic composition, needs, skills, competences, motivations, ambitions and much more. As such, there exists the need and urgency to ensure that all these dynamics are well articulated into the already existing ones so as to avert any frictions likely to occur as a result of future changes. References Belle, R. Kathy, E. (ed.), 2007. The Handbook of Mentoring at Work: Theory, Research, and Practice. Thousand Oaks, California: Sage Publications Inc. Edward, F., 2012. Facilities Change Management: Blackwell Publishing Ltd. Georges, V., 2007. `Workforce Planning and Development Processes`: A Practical Guide. Santa Monica, CA: Rand Corporation. Jerry, W. Walter, B. (ed.), 2012. The Oxford Handbook of work and Ageing. New York: Oxford University Press. Lynn, A. Constantijn, P., 2004. The 21st Century at Work: Forces Shaping the Future Workforce Workplace in the United States. Santa Monica, CA: RAND Corporation. Ray, F., 2011. Organizational Behaviour. 2 ed. : Wiley Sons Inc Ltd. Remtulla, K., 2010. Socio-Cultural Impacts of Workplace E-learning: Epistemology, Ontology Pedagogy. Hershey, N.J: IGI Global.