Linkages between Hrm Systems, Technology and Management Relations

The advent of modern technology has strongly influenced the world of work in the 21st century. Computer Software simplifies the management of daily work and plays an increasingly central role in managing the organisations. In fact, companies must have specific functions in which information technology plays a fundamental role to convert a regular Human Resources (HR) department into a core, powerful and dynamic electronic HR department to accomplish its role of strategic partner in planning and execution of organizational activities .Therefore, it is expected that the HR practices and the Employment relations (ER) undergo major changes. This study is meant to provide an overview of the fundamental transformation of HR practices in light of modern technology and their specific consequences for employment relations. This study uses data collected from one Public sector steel plant, two Private sector steel plants, one Business process organization, one Public sector information technology organization and one Private sector information technology organisation covering 928 respondents to assess the linkages between HRM systems, Technology and Employment relations. The findings on the literature point out that the use of technology is an eminent tool to be applied to obtain competitive advantage and is a key part in global business. This study finds that the use of Technology influences HR systems and Employment relations and vice-versa

e-HRM in a Cloud Environment Implementation and its Adoption: A Literature Review

[EN] As the digitization of HR processes in companies continues to increase, at the same time, the underlying technical basis is also developing at a rapid pace. Electronic human resources (e-HRM) solutions are used to map a variety of HR processes. However, the introduction of such systems has various consequences, which are not only technical but also imply organizational and functional changes within the organization. Additionally, the cloud environment contributes to enhancing e-HRM capabilities and introduces new factors in its adoption. A systematic review of the available literature on the different dimensions of electronic resources management was conducted to assess the current state of research in this field. This review includes topics such as the evolution of e-HRM, its practical application, use of technology, implementation as well as HR analytics. By identifying and reviewing articles under e-HRM, IT technology, and HR journals, it was possible to identify relevant controversial themes and gaps as well as limitations.Ziebell, R.; Albors Garrigós, J.; Schoeneberg, KP.; Perelló Marín, MR. (2019). e-HRM in a Cloud Environment Implementation and its Adoption: A Literature Review. International Journal of Human Capital and Information Technology Professionals. 10(4):16-40. https://doi.org/10.4018/IJHCITP.2019100102S1640104Acito, F., & Khatri, V. (2014). Business analytics: Why now and what next? Business Horizons, 57(5), 565-570. doi:10.1016/j.bushor.2014.06.001Alam, M. G. R., Masum, A. K. M., Beh, L.-S., & Hong, C. S. (2016). Critical Factors Influencing Decision to Adopt Human Resource Information System (HRIS) in Hospitals. PLOS ONE, 11(8), e0160366. doi:10.1371/journal.pone.0160366Alamelu, R., Amudha, R., Nalini, R., Aishwarya, V., & Aarthi, A. (2016). Techno-Management Perspective of HRIS- An Urban Study. 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Information Systems Management, 19(3), 1-10. doi:10.1201/1078/43201.19.3.20020601/37169.6Panos, S., & Bellou, V. (2016). Maximizing e-HRM outcomes: a moderated mediation path. Management Decision, 54(5), 1088-1109. doi:10.1108/md-07-2015-0269Bhargava, N. (2012) Technological advancements and its influence on the transformation of HRIS. In International Conference on Managing Human Resources at the Workplace.Bohlouli, M., Mittas, N., Kakarontzas, G., Theodosiou, T., Angelis, L., & Fathi, M. (2017). Competence assessment as an expert system for human resource management: A mathematical approach. Expert Systems with Applications, 70, 83-102. doi:10.1016/j.eswa.2016.10.046Bondarouk, T. (2011). Chapter 1 Theoretical Approaches to e-HRM Implementations. Advanced Series in Management, 1-20. doi:10.1108/s1877-6361(2011)0000008005Bondarouk, T., Harms, R., & Lepak, D. (2015). Does e-HRM lead to better HRM service? The International Journal of Human Resource Management, 28(9), 1332-1362. doi:10.1080/09585192.2015.1118139Bondarouk, T., Parry, E., & Furtmueller, E. (2016). Electronic HRM: four decades of research on adoption and consequences. The International Journal of Human Resource Management, 28(1), 98-131. doi:10.1080/09585192.2016.1245672Bondarouk, T., Ruël, H., & van der Heijden, B. (2009). e-HRM effectiveness in a public sector organization: a multi-stakeholder perspective. The International Journal of Human Resource Management, 20(3), 578-590. doi:10.1080/09585190802707359Bondarouk, T., Schilling, D., & Ruël, H. (2016). eHRM adoption in emerging economies: The case of subsidiaries of multinational corporations in Indonesia. Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l’Administration, 33(2), 124-137. doi:10.1002/cjas.1376Bondarouk, T. V., & Ruël, H. J. M. (2009). Electronic Human Resource Management: challenges in the digital era. The International Journal of Human Resource Management, 20(3), 505-514. doi:10.1080/09585190802707235Bondarouk, T., & Ruël, H. (2013). The strategic value of e-HRM: results from an exploratory study in a governmental organization. The International Journal of Human Resource Management, 24(2), 391-414. doi:10.1080/09585192.2012.675142Sels, L., De Winne, S., Delmotte, J., Maes, J., Faems, D., & Forrier, A. (2006). Linking HRM and Small Business Performance: An Examination of the Impact of HRM Intensity on the Productivity and Financial Performance of Small Businesses. Small Business Economics, 26(1), 83-101. doi:10.1007/s11187-004-6488-6Neary, D. B. (2002). Creating a company-wide, on-line, performance management system: A case study at TRW Inc. Human Resource Management, 41(4), 491-498. doi:10.1002/hrm.10056Chakraborty, A. R., & Mansor, N. N. A. (2013). Adoption of Human Resource Information System: A Theoretical Analysis. 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Computers in Industry, 68, 65-77. doi:10.1016/j.compind.2014.12.007Jafari Navimipour, N., Rahmani, A. M., Habibizad Navin, A., & Hosseinzadeh, M. (2015). Expert Cloud: A Cloud-based framework to share the knowledge and skills of human resources. Computers in Human Behavior, 46, 57-74. doi:10.1016/j.chb.2015.01.001Johnson, R. D., & Diman, K. (2017). An Investigation of the Factors Driving the Adoption of Cloud-Based Human Resource Information Systems by Small- and Medium-Sized Businesses. Electronic HRM in the Smart Era, 1-31. doi:10.1108/978-1-78714-315-920161001Johnson, R. D., Lukaszewski, K. M., & Stone, D. L. (2016). The Evolution of the Field of Human Resource Information Systems: Co-Evolution of Technology and HR Processes. Communications of the Association for Information Systems, 38, 533-553. doi:10.17705/1cais.03828Joslin, R., & Müller, R. (2015). Relationships between a project management methodology and project success in different project governance contexts. 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A Resource-Based View Of International Human Resources: Toward A Framework of Integrative and Creative Capabilities

Drawing on organizational learning and MNC perspectives, we extend the resource-based view to address how international human resource management provides sustainable competitive advantage. We develop a framework that emphasizes and extends traditional assumptions of the resource-based view by identifying the learning capabilities necessary for a complex and changing global environment. These capabilities address how MNCs might both create new HR practices in response to local environments and integrate existing HR practices from other parts of the firm (affiliates, regional headquarters, and global headquarters). In an effort to understand the nature of such capabilities, we discuss aspects of human capital, social capital, and organizational capital that might be linked to their development. Page

CAHRS hrSpectrum (January - February 2004)

HRSpec04_02.pdf: 100 downloads, before Oct. 1, 2020

Competency Implications of Changing Human Resource Roles

[Excerpt] The present study examines which competencies will be necessary to perform key human resource roles over the next decade at Eastman Kodak Company. This project was a critical component of an ongoing quality process to improve organizational capability. The results establish a platform that will enable Kodak to better assess, plan, develop, and measure the capability of human resource staff

Global Human Resource Metrics

[Excerpt] What is the logic underlying global human resources (HR) measurement in your organization? In your organization, do you measure the contribution of global HR programs to organizational performance? Do you know what is the most competitive employee mix, e.g., proportion of expatriates vs. local employees, for your business units? (How) do you measure the cost and value of the different types of international work performed by your employees? In the globalized economy, organizations increasingly derive value from human resources, or “talent” as we shall also use the term here (Boudreau, Ramstad & Dowling, in press). The strategic importance of the workforce makes decisions about talent critical to organizational success. Informed decisions about talent require a strategic approach to measurement. However, measures alone are not sufficient, for measures without logic can create information overload, and decision quality rests in substantial part on the quality of measurements. An important element of enhanced global competitiveness is a measurement model for talent that articulates the connections between people and success, as well as the context and boundary conditions that affect those connections. This chapter will propose a framework within which existing and potential global HR measures can be organized and understood. The framework reflects the premise that measures exist to support and enhance decisions, and that strategic decisions require a logical connection between decisions about resources, such as talent, and the key organizational outcomes affected by those decisions. Such a framework may provide a useful mental model for both designers and users of HR measures

Sustainability and the Talentship Paradigm: Strategic Human Resource Management Beyond the Bottom Line

[Excerpt] This paper proposes such a framework that simultaneously shifts the prize to reflect Sustainability and shifts the paradigm of HRM toward a decision science called “Talentship” (Boudreau & Ramstad, 2002). It defines Sustainability and its measures, defines the typical connection between HRM and sustainability using the traditional HRM paradigm. Then, the HC BRidge® talent decision framework that connects HRM, talent, and competitive/financial strategic success, is used to logically make similar connections between HRM, talent and sustainability. Examples from Shell and DuPont show how the combination of shifting the prize and the paradigm reveals pivotal roles for talent that are not apparent with traditional definitions of strategic success and the traditional HRM paradigm

CAHRS hrSpectrum (March - April 2003)

HRSpec03_04.pdf: 123 downloads, before Oct. 1, 2020

Virtual HR Departments: Getting Out of the Middle

In this chapter, we explore the notion of virtual HR departments: a network-based organization built on partnerships and mediated by information technologies in order to be simultaneously strategic, flexible, cost-efficient, and service-oriented. We draw on experiences and initiatives at Merck Pharmaceuticals in order to show how information technology in establishing an infrastructure for virtual HR. Then, we present a model for mapping the architecture of HR activities that includes both internal and external sourcing options. We conclude by offering some recommendations for management practice as well as future research

Strategic HRM Measurement in the 21st Century: From Justifying HR to Strategic Talent Leadership

Measurement will be vital to the evolution of human resource management in the coming century, but in this chapter we propose that it will not be measurement as usual. The future of HRM will require a decision science for talent resources that is as logical, reliable, consistent and flexible as Finance, the decision science for financial resources, and Marketing, the decision science for customer resources. In this chapter we describe the elements of this new decision science, which we call “Talentship,” and its implications for the future of strategic HR measurement. Using this framework, we review leading measurement approaches, describe their contributions, and identify the significant opportunities for improvement in future HR measurement systems