Liberating HR through technology

Abstract

Workforce management applications are expected to drive the next phase of enterprise‐wide applications market growth. But will firms actually benefit from these applications? Horror stories of failed technology implementation efforts abound and hardly inspire confidence. Treating installation of HR technology as a form of innovation, we introduce a model that describes the technology implementation process. The model brings to the fore various issues that merit the attention of academics and practitioners alike. It appears that firms that undertake technology initiatives with a view to enable the HR function to focus more on value‐added activities are the ones most likely to realize the full potential of technology. © 2004 Wiley Periodicals, Inc.

The strategic value of e-HRM: results from an exploratory study in a governmental organization

“…The branding of organizations [21,25], Freeing HR staff from administrative burdens and allowing them to undertake strategic people-management activities [23,25,30,32], Improving talent management through e-selection, self-assessment, e-performance management [25], and Transforming HR professionals from administrative paper handlers to strategic partners [2,6,7,19,14,37].…”

The impact of ICT on the efficiency of HRM in Cameroonian enterprises: Case of the Mobile telephone industry

“…In particular, there are three new areas of development which need more empirical research and application: the information technology innovation and e-HRM developmental approaches, the globally distributed engineering and international technology entrepreneurship, professional service, and customer relations management modeling Wang (2005). This is further supported by Shrivastava and Shaw (2004) observations that, despite evidence of increasing use of HR related technology by individual firms, there has been little theory development in this area. Similar observations demonstrate that the existing literature has paid little attention to assessing the impact of IT on HRM in various organizations in different sectors in a systematic way.…”

“…To meet the demand of today's need, there is an increasing pressure on HRM to support strategic objectives and to focus on value-adding activities, which consequently leads to the change in the job content and the expectations on Human Resource (HR) professionals. Shrivastava and Shaw (2004), Stone et al (2006) noted that one of such changes is the wide, contemporary use of Information Technology (IT) supporting various HR activities. Moreover, researchers expect that the increasing use of Human Resource Information Technology (HRIT) can improve the performance of HR professionals and makes them involve in the company's internal consulting activities (Albers et al 1997).…”

Human Capital Information Systems: An Introduction

“…Another future vision for HR is to launch technologies with the ability to cultivate knowledge management by storing best practices in their HR knowledgebase within reach of all employees. Many forces such as globalisation, diversity, complexity of modern organisations and IT have changed the scope of organisations (Shrivastava and Shaw, 2003). These forces drive change that requires more agility, flexibility and quick reaction.…”