Abstract:

This paper analysis the various challenges

which are emerging in the field of HRM. The
managers today face a whole new array of
changes like globalization, technological
advances and changes in political and legal
environment, changes in Information
technology. This has lead to a paradigm shift
in the of roles professional personnel for
sustainable development through building
effective teams.
These challenges can overcome through
cross cultural training, technological and
informational training of HR people and
motivation of employees through various
techniques. This paper also discusses the
role of interdisciplinary teams,
multidisciplinary teams in community and
health care development for effective
work.

Human resource management (HRM) is a
process of bringing people and
organizations together so that the goals of
each other are met.
Globalization of the world economy and
several other trends are again triggering
changes in how companies manage and
utilize their human resources.

Indian organizations are also witnessing a
change in systems, management cultures
and philosophy due to the global
alignment of Indian organizations. Hence,
it is necessary for the management to
invest considerable time and amount, to
learn the changing scenario of the HR in
the 21 century.
The HR team will be only one of the
important pillars, and the other functions
will certainly and equally have to do a lot
of upgrading for improving the
organizational results. Team work, will
therefore, be a key driver in any
organization, that will demand and result
in high performance both at all individual
levels and also across functions and teams
continuously and consistently.

Moreover the idea of selection, training,
performance appraisal and compensation
decisions being heavenly -centred on the
role of individual employee, with their
details of job description, has guided that
effective team working and participative
decisions are playing important roles to
achieve the effective performance in
business organization.

Teams working in multi-partner R&D
alliances need a climate that fosters
learning, creativity, and innovation to
succeed in the joint development of new
products.
The strategic human resource
management (HRM) literature recognizes
that aligning human resources practices
and those with the corporate strategy
facilitate the creation of such a climate.
Team building can also be encouraged
among staff members by developing a
rewards system. For example, HR might
develop certificates that colleagues can
award each other for a job well done or for
displaying qualities that the company
values in its policy. At the end of the
month or quarter, staff can exchange the
certificates for gift certificates or prizes.

The ultimate goal is for HR to remain
available to resolve issues and to
proactively step in and give employees the
impetus and opportunity to work together
in an effective way.
Relational-oriented training and
development, such as mentoring, on-the-
job training, cross-functional training and
team-building, also emerged as positively
linked to employee perceptions of
teamwork and cooperative climate.
Collins & Smiths (2006) study, provides
support for the claim that relational-
oriented training and development
practices can serve as mechanisms for
building social connections among
employees as well as for helping employees
from different functions
selective hiring and intensive socialisation,
and relational-oriented training and
development send strong signals to
employees regarding the importance of
teamwork and cooperative spirit for
governing work interactions

HRM has a central voices in the design of
interventions that are consciously
intended to alter the belief & value
systems of managers and employees core
elements of organizational culture.

Multidisciplinary teamwork involves professions
working independently towards their common
goal of serving clients. While disciplines might
pursue the common goal of assisting a client, the
work does not occur through a collaborative
process that involves professionals working
together to reach consensus on intervention goals
and strategies.
Multi disciplinary team with deep expertise in
complex audits for large public and private
organizations, hospitals and non for profit
organizations.

Community development is interdisciplinary,
with models and methods derived from
disciplines such as social work and urban
planning. Interdisciplinary teamwork is
defined by Carlton (1984) as: practice by two
or more practitioners from two or more fields
of learning and activity, who fill distinct roles,
perform specialized tasks, and work in an
interdependent relationship toward
achievement of a common purpose (p.129).

Many primary health care teams are
large, thus there is a need for co-
ordination and integration amongst the
various groupings and individuals within
primary health care teams.
People who work in teams are much
clearer about what their jobs entail
because team working enables good
communication and detailed
negotiation of effective work roles.
Those working in teams also report a high
level of social support; team members
are able to support each other both
practically and emotionally during times
of difficulty or stress. As a consequence
working in a team enables employees to
be buffered from the stress
The climate of the organisation - how it is
perceived and experienced by those
who work within it - will also influence the
effectiveness of teams (Allen, 1996).
To conclude that it can be said that HR
practices are particularly important in
shaping employee perceptions of
teamwork and cooperation climate,
and confirm the literature that suggests
that employee selection based on
cultural fit is advantageous for
inculcating common organisational
values (Hargadon & Sutton, 1997).
The factors such as ability, motivation
and opportunity, specific measures for
ability, motivation, and opportunity are
required in order to determine the exact
pathways through which HR practices
affect teamwork and cooperation
climate and knowledge sharing.
(Siemsen, Roth, & Balasubrananian,
2008).
monetary and non monetary
techniques. Proper performance
evaluation system and proper career
development plans should be used in
the organization to reduce professional
mobility. In primary health care, by and
large, the first three conditions for
effective team working hold true.
The development of teamworking in
primary healthcare, therefore, needs to
focus on developing clear, shared
objectives and on providing feedback
on performance. There must be
teamwork, firstly to agree on the
problems and issues, and secondly to
work towards solutions.
it suggests that the role of line managers
lies at the heart of the HRM relationship
since it is mainly line managers
behaviour that serves as a core basis on
which employees develop shared
understandings of a social climate where
teamwork and cooperation are desired
and valued by the organisation.
the study suggests that the effective
management of social relations may
require a process-based HR for team
effectiveness
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