Electrical Installation Theory And Practice By E L Donnellyl ##VERIFIED##
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Electrical Installation Theory And Practice By E L Donnellyl
Throughout Europe, organisations have found new ways of running their organisations. This has seen many changes in the ways that organisations organise work and time. As a result of these changes, the behaviours of organisations in many of their practices are also changing. For example, in line with the digitalisation of business models and the work characteristics associated with such digital work, companies are seeking to adopt new practices and ways of working, as well as new ways of dealing with issues such as employee engagement, communication and business performance management. This is in turn causing a number of changes to the ways in which companies manage the practices of their organisations. They are changing the way in which they manage their workforce, including how they manage its diversity. This includes a shift in strategies to managing employees, which are now moving away from passive approaches. However, while the management of employee engagement, communication and business performance management is undergoing a shift, the nature of the shift itself is not universal. For example, while companies are increasingly adopting more formal and less informal management processes and strategies, there remain important differences between organisations in the extent to which they do so (Stams, 2015 ). This is because the extent to which they vary is shaped by their organisational cultures and the ways in which they continue to manage the practices of their organisation. Nonetheless, companies are changing the nature of the practices of their organisations and, as a result, the ways in which they manage their employees. There are risks associated with this. Not only will these changes create confusion and uncertainty, but they also have the potential to create problems for organisations in terms of the adaptability of their workforce to meet new challenges in their businesses. This is particularly the case for those organisations that do not use or develop their employees as the key resource. For the remainder, changing the ways in which they manage the practices of their organisations will require them to develop better alignment between their ways of managing the practices of their organisations and their ways of managing their employees. This is not a straightforward task as the ways in which organisations manage the practices of their organisations is also influenced by their organisational cultures and the ways in which they manage those organisations. However, by understanding the changing nature of the ways in which organisations manage the practices of their organisations, it is possible to see the need to make changes in a way that is not disruptive to their organisations.
The implications of these developments for HRM practice are mixed. On the one hand, the digital environments for remote and flexible working are expanding and are thus increasingly relied upon by the most innovative workers in multiple industries (Graham & Stark, 2015 ). While at the same time, they afford opportunities to those who have found it difficult to find a position or who find it difficult to reach existing customers. These are issues that are likely to be increasingly prominent in the coming years, and their broader impact in shaping the future of HRM and human resources is difficult to predict (Graham, 2015 ; Graham, 2016 ; Lisenkova, Vlassova, & Drozdova, 2018 ).
The GLC offers an organisation theory which values the socialisation of work. This theory emphasises the fluidity of a workplace (Widdicombe, 1993 ; Higgins & McAllister, 2015 ). Shifts in the shape and structure of companies have been observed across a wide range of industries and particularly in the energy sector (Hammett & Cornelius, 2009 ; Schijven & Schot, 2015 ). The electricity sector is certainly no different. For example, the electricity industry is changing rapidly in the UK. Firstly, it has become a modern sector with incumbent firms increasingly adopting new business models (DH, 2018 ). Secondly, while there have been many recent changes in the profile of industry participants, there are also more established firms with the resources to have a breadth and depth of experienced electrical workforces. And finally, in 2018, the government announced the end of the national grid industry to ‘unbundle’ the industry into four separate companies by 2023; one for the generation of electricity, one for the transmission of electricity and two for the distribution of electricity. In contrast, the electricity industry in the USA is completely dominated by vertically integrated large firms (Dette et al., 2017 ; Tamboli, 2017 ).