UNIT – I Lesson 1 HRM – AN OVERVIEW Lesson Outline Nature of ...

� Customer orientation
� Sharing of information
� Vague organizational boundaries.
The driving force in a virtual organization is basically the virtual team. Every
organization requires a team to carry over the activities in an orderly fashion, and such a
team also exists in a virtual organization. In a virtual team, members’ primary interaction
is through some combination of electronic communication system to tie up with dispersed
members who never or rarely come face to face. Here people communicate online using
links like WAN, videoconferencing and e-mail.
The concept of virtual teams has gained considerable attention in recent years.
Within global organizations, the virtual team involves collaboration and teamwork
between a involves between a temporarily separated workforce. Such collaboration may
also extend beyond the organizational boundary, linking partners in joint ventures and
contractors who are in various locations. Virtual team working is potentially necessary for
global organizations. It requires trust relationship. Personalized trust relationships are
essential for continuous virtual team working. Such personalized trust relationships are
normally established through face-to-face interaction and socialization.
The differences of virtual teams from face-to-face teams are
a. Absence of paraverbal and non-verbal cues.
b. Limited social context.
c. Ability to overcome time and space constraints.
EMERGING HR ISSUES IN VIRTUAL ORGANIZATION
The HR issues such a recruitment and socialization process are forms of
managerial control. These inputs control and regulate the antecedent conditions of
performance, ensuring that the employee’s skills knowledge, attitudes values and interest
match those of employing organization.
In a virtual organization there are loose organizations of highly proficient people
who are left to “do their own thing” in order to produce world beating products or
services. The shift towards virtual organization is associated with a fundamental
realignment and reordering of jobs. Knowledge-based jobs are assumed to require greater
skills, have greater variety and offer more potential for a high quality of work life (QWL).