CASE STUDY 9.1: A WORLD MARKETPLACE FOR JOBS IN A
\nPROJECT-BASED WORK ENVIRONMENT (GLOBAL)<\/p>\n
<\/p>\n
It used to be necessary to bring workers to where the work
\nwas. But with the advent of the World Wide Web, the Internet, and mobile phones
\nand video conferencing technologies such as Zoom, Cisco Webex Meetings,
\nMicrosoft Teams, and Google Meet, and the global communication they make
\npossible, it is now possible to send work to wherever workers are by putting
\ntogether multinational project teams, by using the Internet to recruit
\nemployees on a global scale, or by using open-source software to accommodate
\nglobal collaboration. These new styles of work and employment are arising
\nparticularly in response to the capabilities of virtual collaboration and
\ncommunication technologies, improved cyber technologies, artificial
\nintelligence, real time analytics, cloud storage, and powerful computers, and
\nto the chronic needs for IT and analytical skills in growing numbers of
\nindustries. Phrases like gig work, fluid work, remote work, virtual work,
\nhybrid workplace, and activity-based work are becoming a norm.<\/p>\n
For example, one firm from Bern, Switzerland, recruited from
\nthe web a group of doctorates in discrete mathematics and graph theory from as
\nfar away as Belarus, India, Israel, and Ireland, for a semiconductor design
\nproject. Team members never left their home countries, and the team leader
\nnever left his home office. And the task group beat its deadline. <\/p>\n
<\/p>\n
In industry after industry, as customers expect quicker
\nservice and competition forces shrink product life cycles, employers are being
\ndriven to apply a \u201cHollywood model\u201d to their tasks. They assemble the best
\ntalent available at the moment from anywhere in the world (which is the way
\nteams are put together to film a movie). When the project is complete, the team
\nbreaks up and the members move on to new projects. The end result is a new and
\nhighly efficient global labor market unlike any seen before.<\/p>\n
Even for small businesses, their new talent pool is the
\nworld. A new generation of online services is providing small businesses with
\nopportunities to find specialized expertise and affordable labor. Main Street
\nbusinesses can shop a virtual international bazaar of freelancers to recruit
\ncomputer programmers in Russia, graphic designers in Italy, or data analysts in
\nIndia. A small business of one can look to the world like a very large company
\nand have access to all kinds of services. Technical advances have made remote
\nwork and virtual teams more feas-ible. And, increasingly, freelancers, gig
\nworkers, and fluid workers are taking on assignments like customer service,
\ndata entry, writing, accounting, human resources, marketing, and payroll \u2013
\nvirtually any \u201cknowledge process\u201d that can be performed remotely \u2013 even setting
\nup and managing business profiles on social networking sites like Facebook and
\nTwitter.<\/p>\n
<\/p>\n
In some cases, the cost savings can be substantial: for
\nexample, the hourly rates of programmers in Russia, India, or Pakistan are a
\nfraction of those in North America or Europe. And these freelance marketplaces
\nalso allow small businesses to assemble teams quickly, find specialized
\nexpertise, begin new initiatives, and then be able to drop everything when it\u2019s
\nno longer needed.<\/p>\n
When John Wilde, Chief Executive of Tailor Made Products, a
\nsmall manufacturing firm in a small town in Wisconsin, US, wanted to build a
\nwebsite for a new line of children\u2019s kitchen gadgets called the Curious Chef,
\nhe turned to oDesk and hired a firm in India. He paid about $20,000, which he
\nestimates was roughly half what he would have paid in the US.<\/p>\n
<\/b><\/p>\n
Case study questions<\/b><\/p>\n
Where are the best places in the world to live (and work)? <\/p>\n
Where do you want to live and work? In Do you want to work from home? Yes<\/span>\n<\/p>\n Are you interested in working on global teams? Yes<\/span> <\/p>\n What skills and competencies will enable someone to live and Are you interested in creating or working on a What are the human resource implications of these new ways Note:<\/b> Answering the questions at the end of the Before you submit your completed case analysis, think how One (1) of the 3 sources should come from the textbook with Tarique, I., Briscoe, D. R., & Schuler, R. S.
\nHuman Resources Anywhere in the US<\/span><\/p>\n
\nwork wherever he or she wants? <\/p>\n
\nmicro-multinational?<\/p>\n
\nof working?<\/p>\n
<\/b><\/p>\n
\ncase is not sufficient.<\/p>\n
\nyou would answer the following questions about the quality of your work:<\/p>\n\n
\n the case and analyzed the key facts related to the issues\/problems?<\/li>\n
\n addresses the issues\/problems and how you would implement your solution?<\/li>\n
\n integrated into your analysis appropriately? For all sources, you must
\n provide complete citations.<\/li>\n
\n audience. It is important to present your information as clearly and
\n succinctly as possible. (Do not sacrifice thoroughness for mere brevity.)
\n Please proofread carefully for grammar and spelling errors.<\/li>\n<\/ul>\n
\nthe page numbers in citation:<\/p>\n
\n(2022). International Human Resource Management<\/i> (6th ed.). <\/p>\n