Technology in Human Resource Management Assignment

Technology in Human Resource Management Assignment

Introduction

Personal administrators when they were given the position in management as human resource managers they tried to use technology whenever and wherever possible. The use of technology in human resource management has resulted in efficient management of people in the organisation. This started with the use of many technologies which were new at that point of time such as telephone typewriter etc. But still at that point of time the technology was not extensively used in the Human resources department mainly because it was still seen as managing people and resources and procedures which required little support from technology at that time (Lamb, Rob, 1994). Then with the growth in IT systems by late 1960s HR managers started using databases and various IT enabled services to smooth their business processes and make things simpler for them. Now the use of technology in Human Resource management area is extensive. Many new technologies such as IVR, LAN, internet and intranet etc are the tools that these managers make use of in their everyday work. Most of the managers these days are expected to be a master of technology to survive in the job market.

Even though it is not clear how much this technological growth is going to affect various managerial domains and how big the growth would be but one thing is for sure, the use of technology in all the managerial functional domains are here to stay. The regulators of the industries base their growth expectations on the use of technology and the senior management officials. They chart out strategic Management methodology and expect that technology is used effectively by the managers so that they may reach the set goals. They come across new technological possibilities and then expect the Human Resource managers to deliver this (Kohli, et al., 2002). Most of the HR managers are expected work with high end technology and thus streamline the resources in an efficient way to survive the competition. The change in organisational structure in many organisations from a normal centralized hirarchial organisation to a down sized decentralized organisations calls for the use of technology on the people front.

So whats up there in store, even if we consider incremental increase in the technological changes screening away any possibility of any massive level of change, still the role of technology in HRM would be considerable. With the increasing bandwidth and storage capabilities, storage of information would be much cheaper and easier. The use of all the available technology would be possible because of the cost effective operations. The computing power would be made available to all the employees in the organisation and this means that the power of IT would equalize the power of all the employees in the organisation. All the necessary information would be made available to the employees.

But here there is more work and responsibility on an HR managers shoulders as they are expected to make the technology use practically invisible and maintain the focus on the people aspect. They have to be concerned about various information exchanges that take place in the organisation and have to monitor and control them. Recruitment becomes an easy process with the use of IT a talent pool can be built which helps them search and select the right man for the job based on their requirements. Training would be easier as the HR department can customize it based on the requirements of the employee, but the focus here has to shift from training aspect to designing of the training programs. This is because training can be easily be provided to these people but then when you are customizing them special care has to be given while designing them. All these changes are already available but the only thing important here is that after a certain time all these would be common and essential. With the addition of many new technologies the role of an HR manager is bound to change over time. Managers of today can view this change as either exciting or intimidating but the fact is that they have to be up for it otherwise it is sure that they would be pushed into technological obsolescence (Basili, et al., 1994).

I am planning to do my dissertation in e-HRM in The Central Bank of Libya.  The bank is state owned and is the major bank in Libiya. The bank is autonomous in its operations and the state law says that the main objective of the bank is to main monetary equilibrium in the country and to encourage sustainable development in the country based on the economic policies that they follows.The bank is headquarted at Tripoli but has many branches all over Libiya to make it accessible to other commercial bank branches.

e-HRM

The optimists and the technological leaders say that there are endless posibilities of IT applications in HRM. They say that almost all the Human resource functions can be supported by means of information technology. E-HRM is the new term christianed by the technology enthusiasts for IT enabled HRM; it includes all the major areas of HRM which can be supported by means of IT solutions. The main aim of e-HRM is to reduce the cost of operations and at the same time improve the efficiency of administrative operations. With seamless information transfer across various departments the role of HR managers would be made much simpler with the adoption of IT into HR functions.The main challenge to all the companies trying to adopt this new method will be to standardize and harmonize all the existing operations and to make the change seamless in every aspect. There are going to be resistance in any organisation who tries to deviate from the existing methods, so it is up to the top management to show commitment and have a strong will in implementing these changes. One of the main drawbacks that can be pointed out by the skeptics are that e-HRM rarely improves the employees competencies even though he is supposed have a good technological know how but as an employee this method does not contribute in him gaining any key competency.

Wright and Dyer (2000) says that with the emergence of e-businesses it is up to the HR managers and the HR department to identify these changes and adapt according the demands that are required under such a situation. They have to be the first ones who should realize the need of adapting the new technologies and at the same time lead the change in an organisation. According to Wright and Dyer (2000) the use of internet and interactive technologies in HR function is inevitable and it is just a matter of time before all the companies adopt them. To get a competitive edge in the market, they suggest that companies having visionary leaders would adopt to the methods much faster than technology laggards.

Before actually defining e-HRM it is necessary to identify and separate terms that are often misunderstood with e-HRM. HRIS is one of such terms. HRIS is focused on the HR department alone and does not cover the people aspects in all other parts of the organisation. The target group of HRIS is within the department itself even though it aims at improving the over all service delivery of the business. But in case of e-HR it aims at improving the people aspect of the organisation as a whole. Thus the basic difference here is that HRIS mainly aims at automating the HR technologies but e-HRM tries to implement Information technology solutions to the organisation as a whole so that the people and personal management becomes easy.Information flow between different departments is enabled and with the help of databases decision making process of HR managers are made much easier than before.

Thus e-HRM is a directed and focused approach in systematic improvement of the organisational behaviour and procedures in such a way that all the policies strategies and practices are automated so that the company would be able to attain their organisational goals easily. Here e-HRM implementation means that rather than putting a set framework into action it means a different way of doing Human Resource Management.

E-HRM is designed for the organisations and managers thus to help them manage the huge work force they have in their business, implement necessary changes and monitor the environment for any changes and fill in the gaps. It helps the HR managers in getting a holistic view of the organisation and gets a better view of things. At the same time it enables other employees in getting the necessary information and then acts accordingly rather than wait for information to be passed on to them at a later stage. Thus overall the company would be able to cut down on its costs at the same time react to any changes that occur in the dynamic environment that they are operating in making it safe from the sudden reactions that occur in market.

Research Aim

The research aims at examining the benefits and applicability of e-HRM in financial institutions with special focus on the Central Bank of Libiya.

Research Objectives

• To examine the benefits of applying electronic ways and means in various areas of Human Resource Management, taking into consideration various aspects such as recruitment, training and development, transfer between locations and other factors • Based on the above examination, to develop a model that would suit the operation of Central bank of Libiya • Based on the above mentioned model a new model that would suit the banking operations in all the commercial banks would be developed taking environmental differences into consideration. • Conduct a cost benefit analysis applying this concept to see whether the developed framework is feasible to implement

Structure

The structure of the dissertation is as follows: Literature in context to the topic will be discussed and reviewed and thus evaluating the influence of technology in Human resource managementwould be analysed. The literature review on the Central bank of Libiya and its operations would also be done. The detail methodology will be discussed based on the strategy adopted by the bank and the influence that technology can make in the banking operations. This will be followed by the conclusion and recommendation.

Approach

The methodology followed is research using secondary data. The data are mostly taken from the books, journals, magazines, report published by official agencies and government and other trusted resources and databases. As the basic nature of the project is study and exploration, the dissertation will try to identify various influences that the technology can make from the HR perspective. Various existing systems that are there and the procedures followed would be analysed and then the gaps would be identified and recommendations to close the gaps would be made.

Summary

The world of banking and finance is dynamic in nature. The scope of banking business has changed forever with the introduction of many new services like ATM, internet banking, mobile banking etc (Alter, Steven, 2003). Banks have moved away from the age old image of just a fund provider. They provide various financial and non financial services. Range of services offered by various banks differs based on the size and type of bank. Information technology has played a major role in such a huge change in banking industry. With faster and easier access to information they are able to provide customized services to various customer segments. e-HRM is designed for the organisations and managers thus to help them manage the huge work force they have in their business, implement necessary changes and monitor the environment for any changes and fill in the gaps Rise of plastic cards have lead to a dramatic change in the field of retail industry as well making more and more customers resort to these e-way of doing business.With the rise of technology and the impact that it makes in banking industry especially related to human resource management is going to be huge and whether the managers boldly embrace these technologies or shy away from them would determine how far the successful the business would be. Whatever happens, the change is certainly for good and let us prepare ourselves for it.

Bibliography

• Alter, S. (2003). 18 reasons why IT-related work systems should replace “The IT Artifact” as the core subject matter of the field. Communications of the Association for Information Systems. Vo. 12. pp. 365-394. • Basili, V.R., Caldiera, G. and Rombach, H.D. (1994). Goal Question Metrics Paradigm. Encyclopedia of Software Engineering. Vol.1. Wiley. pp. 528-532. • Bharadwaj, Anandhi S. (2000). A Resource Based Perspective on IT Capability and Performance: An Empirical Investigation. MIS Quarterly. Vol. 24(1). pp. 169-196. • Boselie, P., Dietz, G., Boon, C. (2005). Commonalities and Contradictions in HRM and Performance Research. Human Resource Management Journal. Vol. 15(3). pp. 67-94. • Broadbent, M., Weill, P., and St. Calir, D. (1999). The Implications of Information Technology Infrastructure for Business Process Redesign. MIS Quarterly. Vol. 23(2), 159-182. • Kohli, R., Sherer, S.A. (2002). Measuring Payoff Information Technology Investments: Research Issues and Guidelines. Communications of AIS. Vol. 9, Article 14.