Impact of Technology on Human Resource Management

Abstract

In recent years information technology has a profound effect on Human Resource process and practice; top leaders have fully realized the power of technology and tools for researching business targets. The utilization of technological tools helps not only to fulfil defined company goals but to optimize work as well. E- HRM relies on cutting edge information technology ranging from internet enabled HRIS to corporate intranet and portals. The driving forces are intensifying competition need to manage workforce on global level to improve HR service delivery. This paper investigates the brief overview about possibilities of technological usage in HRM field for tracking and measuring human capital and HR technological system generally.

Introduction

Human Resources Management (HRM) is aim at achieving the competitiveness of the company in the field of HR by means of providing constant educational and training programs for personal development of employees. The principal goals of HR are to attract, select, motivate, and retain resourceful employees in their roles in an organization. These goals have become most important in current era because organizations strive on the basis of the skills and talents of their workforce. It has been scientology proven that one of the auxiliary pillars which can contribute to the accomplishment of the personal policy is the usage of IT technologies in HR. Technology has malformed the way HR procedures are currently managed, principally in terms of how establishments collect, stockpile, use and mingle information about candidates and employees. In addition, it has altered the nature of jobs, job exchanges, and supervision. Improvements such as telework, virtual teams, and web-based job submissions are due to commensurate advances in technology. Apart from the impact of technology on HR processes, IT mediates the relationship between individuals and organizations, and subordinates and supervisors. It has also reduced the influence of detachment in organizations so that personnel can work from home or interact with team members across geographical restrictions. Moreover, it has enabled officialdoms to hire entities with dedicated skills in remote parts of the world (e.g., software developers). Human resource developments should be focused on the painstaking objectives.

The Human Resource Role in Information Technology Idea supervision tool to keep high act culture, company should uphold a continuous improvement of core processes and activities. The tool which supports Idea Supervision processes should provide how many improvement applications are submitted by the personnel. It can also give the information of saved incomes and costs by implementation of enlargement proposals. The main purpose of accessible support in Idea supervision is to build a tool which gives the opportunity to all employees to contemporaneous their germane and well-founded concepts on the one hand and on the other hand firm becomes more inexpensive. The above cited IT funding carries the remunerations as follows:

• • Save money
• • Avoid costs 
• • Improve process performance.

Considerable benefit is an instantaneous possibility to create various reports and finally to see if corporation fulfils the target of a key performance needle. One of the last advantages of IT online system is that it helps to provide availability of improvement suggestions anytime and thus enables to avoid broadside form. Above declared gives overview how technologies can backing HR processes in order to reach the professional targets.

The Human Resource Role in Information Technology recruiting

In nowadays, managers have realized that human capital has become the last competitive benefit and IT recruiting can broadly support efficient hiring together with forming the workforce. In order to attract the best candidates, it is vital that both HR and IT departments cooperate together to do the work. The role of HR in IT recruiting is of key importance, including time of crisis. The HR IT tools can support hiring and retaining a high potential. It instigates with debut the career website what is a great publicity instrument. Employer can present all necessary information related to job, description, package, careers or personal development of each applicants there. The career website should focus not only on potential employees, but target group should also include the students, graduates or school pupils; the workforce which is new in the market in order to have a possibility to ‘raise’ new employees for the future. The cooperation with scholars can save the prices particularly if company needs authorities for upcoming business desires. One big benefit which businesses should use via career website is to have opportunity to apply for a job online. Furthermore, company can contemporary information about commercial culture or milieu. Further, it can be connected to the internal recruiting track system which can help to HR generalist in communication with candidates to organize the interview and further selection processes. System should shelter the unabridged application process, from locus endorsement to contender methodology.

Cumulative the knowledge, skills, and capabilities of employees

Over 25% of corporate exercise hours are now online, and nearly 40% these initiatives are technology reinforced. Goal of HR is to enhance the knowledge, assistances, and abilities of personnel through training and expansion.

Furthermore, investigation showed that e-education provides greater flexibility, efficiency, and expediency for trainees, and decreased costs likened to traditional training methods. To wit, Cisco evaluated cost savings of 40-60% and IBM carried 500% more training at one third the cost of curiosity here is the magnitude to which research has evaluated the effectiveness of e-learning. Gratification is chiefly imperative in e-learning since research revealed that trainees' gratification is positively related to their post-training eagerness, self-efficacy, and information. Utility judgments are also vital because trainees' perceptions of the utility of the training may be more operative predictors of training transmission than either gratification or knowledge gain.

Topical research found that over 25% of corporate training hours are now online, and nearly 40% these initiatives are technology supported. Furthermore, investigation showed that e-education provides greater flexibility, efficiency, and expediency for trainees, and decreased costs likened to traditional training methods. To wit, Cisco evaluated cost savings of 40-60% (Gill, 2000), and IBM carried 500% more training at one third the cost of curiosity here is the magnitude to which research has evaluated the effectiveness of e-learning. Specifically, the inquiry is 'Does e-education augment employees ‘knowledge, skills, consummation echelons, or their ability judgments?' These outcomes are similar to those identified by training researchers such as Kraiger , Foremost commonly assessed outcomes are knowledge gain and satisfaction. Gratification is chiefly imperative in e-learning since research revealed that trainees' gratification is positively related to their post-training enthusiasm, self-efficacy, and knowledge. Utility judgments are also vital because trainees' perceptions of the utility of the training may be more effective predictors of training transmission than either gratification or knowledge gain.

Managing and enhancing employee performance

One of the most critical goals for HR is the effective management of employee performance, which includes assessing current performance, identifying high and low performers, and providing response to employees. Today, 93% of U.S. organizations gaged use some sort of automated recital management system. There are two primary areas where technology has been used to backing the performance supervision process: enactment measurement, and performance feedback. In terms of measurement, e-PM can potentially facilitate the process by using technology to track operative performance throughout the evaluation period, and record both formal and informal evaluations on an on-going groundwork. In terms of response, e-PM technologies can be used to tabulate the results of multi-rater retort, propagate those results to employees and managers, and prompt managers to meet with employees to discuss their enactment and required enhancements.

Employee self-service systems (ESS)

Employee self-service systems (ESS) are the single most popular form of E-HRM. An ESS uses Internet-based technology and gives employees access to a centralized HR database that allows them to review their personnel data, register in benefits, partake in open matriculation, and sign up for drill. Some estimates indicated that over 80% of outsized organizations now use or plan to use an ESS in the near future. Given that ESS are impartially new schemes, there has been relatively little theory or research on the effectiveness or acceptance of ESS systems One notable exclusion is an article by Marler and Dulebohn, that developed a model of ESS acceptance based on the Technology Acceptance Model.. Alternative study of user rejoinders to ESS found that organizational sustenance and information policy were confidently related to perceived ease of use and perceived usefulness of these systems. Furthermore, perceived ease of use and usefulness were confidently related to employee consummation, and system usage, but negatively coupled to user strain. A stimulating case study by Hawking, Stein, and Foster revealed several benefits and cautions concerning the use of ESS systems.

• First, the use of ESS was completely related to decrease processing time, increased accurateness of decisions, and enhanced productivity.
• Second, the authors also found that, although forced amenability with ESS resulted in initial employee confrontation, 80 % of employees approved these new systems after they were trained to use them.
• Third, their research indicated that the use of ESS changed the role of managers, and required them to use the system for everyday tasks. As a result, ESS increased supervisory workload, and after 3 years, managers were still somewhat resilient to them.

Given these findings, it appears that operative and managerial acceptance of ESS may depend on such factors as the degree of organizational support, implementation, and system training. Interestingly, the results of this study were dependable with previous influences that ESS may diminution HR's workload, but actually transfer the work to personnel and managers.

E-Compensation systems

E-compensation systems decrease costs, errors, and the time it takes to implement recompense planning. In upkeep of arguments, research in trade focused chiefly on the benefits of implementing e-reimbursement systems. For example, one report specified that a company saved $850,000 per year in administrative costs by systematising their reimbursement planning system. In addition, studies appealed that time savings from e-compensation can be significant, with Dell reporting a 65% bargain in compensation scheduling time, and Raytheon decreasing processing time from 12 to 6 weeks. Furthermore, Motorola executed an espoused reimbursement system across 65 countries with over 10,000 personnel in less than 6 weeks. Not surprisingly, industry research also found that e-compensation and payroll systems can reduce errors and intensification decision accurateness (e.g., American Payroll Association’s report 2010). For illustration, the American Payroll Association’s 2010 report reported that systematising payroll systems can diminish blunders by 80%. In addition, a study by Raytheon discovered that the use of e-compensation systems reduced error rates, occasioned in better decision-making, and made compensation planning more visible to employees. Some speculative research by Mauldin (2003) found that the use of expert systems in compensation scheduling (i.e., unindustrialized performance contingent incentives) amplified decision precision. Although the consequences of industry research support the administrative benefits of e-compensation systems, objective academic investigation is needed to comprehend the degree to which these structures help HR meet its goals of motivating and retaining talented personnel.

Goal of E-HR 'efficiency' or 'effectiveness'?

This question represents one of the basic conflicts in Management; in this context, the concern is whether the real persistence of E-HR is to reduce costs and increase speed of conveyance, or to attract, motivate, and retain a exceedingly brilliant and diverse workforce. Granted, there is a intermediate ground, but as with any area of Management the issue is whether mass enactment is pursued at the expense of dedicated services. The danger is that the more HR becomes technology-focused, rather than employee-focused, the field of HR as a whole may be viewed as more of a managing 'tool' and less as a valued strategic partner. We are not saying that technology doesn't matter, but we are saying that technology is merely a decision support tool that should enrich, not replace, the role of managers and HR specialists in organizations.

Conclusion and Perspectives on E-HRM

In contemporary years, technology has had a dramatic impact on the field of HR, and as technology evolves it is likely to move the field in some very new directions in the future. Despite the widespread assumption of E-HR practices, there are still a number of enquiries about whether these new systems permit organizations to accomplish their primary HR goals. In addition, the current systems have a integer of restrictions comprising the fact that they:

• employ one-way communication systems,
• are impersonal,
• reflexive

Human Resource Management Review prohibits entities with low computer skills from gaining access to jobs. Furthermore, some analysts have argued that technology has ensued in a form of 'outsourcing' for HR communication. First, given that the 'electronic revolution' has been going on for more than 20 years, it's astounding to find so few studies on the various E-HRM topics and processes. Most of the E-HRM research has been on e-training and e-recruiting with very little research on other HR areas. Second, the general take-away from E-HRM research is that many of the traditional HR research verdicts also apply to E-HRM. In this sense, even though the machineries used may be new, the basic HR goals still hold true; e.g., the goal of recruitment is to make efficacious placement, the goal of selection is to hire the most talented and diverse employees, and the aim of training is to enhance the knowledge and skills of the workforce. In spite of these goals, most of the research on E-HRM has focused on strategies for implementing automatic processes, and increasing their recognition. Relatively little research has scrutinised the extent to which E-HRM enables organizations to achieve their basic HR goals. The movement toward E-HRM is expected to grow in the future, and the hope is that research on E-HRM will also increase. As we undertake this shift in technology, two questions come to mind that will have long-term effects on the arena of human resource administration as a whole.