Why and How Web-Based E-Human Resources Should Be Adopted by Organizations - Literature review Example

Name : xxxxxxxxxxx Institution : xxxxxxxxxxx Course : xxxxxxxxxxx Title : E-HR Tutor : xxxxxxxxxxx @2011 E-HR Abstract E-HR refers to the planning, application and implementation of information technology in supporting and networking of at least collective or two individual actors in their shared performing of various HR (human resources) activities. The aim of this study is to show that web-based E-HR is advocated for and is very beneficial to an organization. This is proven from the works and theories of various authors. It is also further supported through various case studies. Information technology has grown in the last couple of years and as such has transcended the facets of business and organizations; thus the advent and adoption of web based E-HR. Web based E-HR increases the efficiency and effectiveness of an organization. It also contributes towards HR becoming a strategic partner. On the other hand its shortcomings are pegged with those associated with the use of information technology for instance insecurity. Also, employees use most of their time in the obtaining of information technology related activities and qualifications than in their routine tasks. Introduction Aim To show that web based E-HR should be adopted by organizations. Background According to Miniwatts Marketing Group (2001-2011) there has been a 480.4% increase in internet users between 2000-2011. The statistic shows that the internet is a conduit which should definitely be tapped into as the world becomes globally smaller. The use and application of E-HR (Electronic human resources) or E-HR (M) (Electronic human resources management) is therefore advocated for. Surveys of various HR consultants suggest that there is an increase in the number of organizations that incorporates E-HR. There is also an increase in the depth of its application in organizations (CedarCrestone, 2005). As such it has been modified to encompass a wider area thus the advent of web-based E-HR. As a result of an increased prevalence of the utilization of E-HR, there has been an increased academic interest in it. This is depicted in various HR related journals Stanton & Covert, 2004; Townsend & Bennett, 2003; Viswesvaran, 2003. The aim of this study is to show that web-based E-HR (M) should be adopted in this day and age. Definition of Concepts E-HR refers to the planning, application and implementation of information technology in supporting and networking of at least collective or two individual actors (applicants or consultants) in their shared performing of various HR (human resources) activities. The aforementioned concept highlights a number of crucial aspects. At the beginning, E-HR makes use of information technology in twofold. First, technology is imperative in the connection of spatially segregated actors (applicants or consultants). They enable interactions to exist between notwithstanding there being in different continents or there being in the same room. This implies that technology is a tool utilized for connection and integration. Secondly, technology augments actors by their partially or completely substituting them in the execution of HR activities. Information technology therefore serves as a task fulfillment tool. The planning part lays emphasis on the anticipated and systematic manner of information technology application. The ability of tasks being shared among actors is an additional aspect of networking and interaction. The considerations of collective and individual actors incorporate E-HR to be a multi-level phenomenon. It is thought to be a multi-level phenomenon since besides incorporating individual actors, it functions with collective actors for instance organizational units, groups and even entire organizations that work together to carry out human resources activities. According to Lepak & Sneel, 1998 virtual HR (M) refers to the term E-HR. According to Huang, Jin & Yang, 2004 business to employee (“B2E”) refers to E-HR and according Ruel et al, 2004, web-based HR (M) also refers to HR (M). On the flip side, “virtual” HR refers to a technological mediated network which consists of a large number of various internal and external actors which avail to the firm a number of various HR services that are needed without the existence of a number of conventional HR departments and as such become “virtual.” Critical Analysis of Issues, Strengths & Weaknesses E-HR can be utilized for technological applications which are less developed for example the shared implementation of a certain application process which takes place through a particular conventional HR department hand in hand with a particular applicant via the internet. Web-based E-HR incorporates the concept with Internet technologies. It is generally web oriented but also includes additional technologies for example networked ERP-systems. It is further open to actor categories for instance consultants or applicants. Lastly, business to employee minimizes the concept to first the internal actor categories (presumably HR professionals and line managers) and that of “employees”. E-HRM strategy is a part of the functional HRM strategy and it refers to the establishment of various constitutive objectives and also its implementation. It builds a core topic to the general understanding of given decision processes that culminate to various arrangements. The activities of E-HRM constitute unit HR functions of; compensation and benefits, training and development, selection and recruiting etc. which are conducted to provide human resources. Strengths and Weaknesses The impact of Web-based E-HR (M) transcend both micro and macro levels. The micro level repercussions refer to various individual impacts like acceptance or user satisfaction. On the other hand macro level consequences are structured into relational, operational and transformational (Snell, Stueber & Lepak, 2002). Strengths Operational consequences hint at effectiveness and efficiency outcomes of E-HR (M) Lengnick-Hall & Moritz, 2003. The consequences include the reduction of costs or the alleviation of administrative burdens. Relational consequences lay emphasis on interaction phenomena and the networking of various actors. The transformational consequences hint at the fundamental transformations that concern the general function and scope of HR (M) which comprise the ability to impact on the overall organizational performance. Web based E-HR (M) has a number of strengths and weaknesses that transcend both the micro and macro levels. According to two case studies; HR portals (Ruta, 2005) and that of employee self service by (Hawking et al, 2004); there has been an increase in employee satisfaction and acceptance as a result of added value for instance increased accuracy or time saving. However, it has been pointed out by Stone, Eddy & Stone Romero, 1999 that fairness and privacy perceptions of employees revolve around their ability to endorse targets and content of disclosed information. Rozelle & Landis, 2002 contend that E-recruiting does not result to lowered applicant satisfaction. Fairchild, Alonso & Van Rooy, 2003 demonstrate that applicants deem electronic job search as being positive and as such attribute it to an improvement in the quality of information and the numerous jobs found. The positive applicant attitudes with regard to e-recruiting are further supported by special configurations. According to Paquet, 2003; Cober et al. 2003, Sinar, Reynolds and Braddy et al.; 2003 the special configuration encompass systems speed, ease of navigation and user friendliness. Elgin and Clapham, 2004 contend that applicants who make use of electronic resumes are regarded higher than those who make use of paper resume. According to Huang, Jin et al web based E-HR contributes to employee satisfaction especially when the utilized website offers products that depict the following benefits; affordability, convenience in terms of delivery and a friendly interface. E-HR is very efficient. Several case studies have findings that show that the adoption of E-HR increases productivity. Hawking et al., 2004; Ruel et al., 2004; Ruta, 2005 suggest that the use of E-HR results into cost reduction, a reduction in the number of HR staff, release from administrative burdens which is a consequence of automation and faster processes. Ruel et al., 2004 contend that E-HR results into savings within a given HR department which is as a result of the simple shifting of responsibilities to employees and line managers from HR. Buckley et al., 2004 reports that there is cost savings as a result of e-selection and e-recruiting which is as a result of reduced employee turnover and reduced staffing costs. Beamish et al., 2002; MaePherson et al.,2004 notes that E-learning saves on costs when utilized for larger groups of scholars. Buckley et al., 2004 also notes that there is also an increase in efficiency as a result of E-HR. There is also a general improvement of effectiveness which is an increase in the quality of various HR activities which constitute a given topic of study. Firstly, information technology provides HR professionals with the ability to provide an increase in information responsiveness to various customers, to have external professional links and to have information autonomy. Gardner et al., 2003 notes that technology serves as a given “enabler” which empowers HR professionals in their provision of more value to organizations. Gardner et al., 2003 suggest that the use of E-HR allows for increased interactions between HR professionals and as such allow for their use of more professional sources for example external professional associations. According to Tixier et al., 2003, Hannon et al., 1996 & Ruel et al., 2004 the use of E-HRM allows for HR activities to be harmonized and as such allows for global integration. It further allows for the overcoming of hurdles that maybe as a result of different languages and culture. One case study shows that there is an extensive decentralization of the running of HR activities through the shifting of responsibilities to employees and line management. Case study findings have shown that HR departments have become flexible and proactive as a result of their being web-based (Ruta, 2005). Gardner et al., 2003 contends that the aforementioned is further augmented by the result that HR professionals are able to focus on tasks that are more meaningful and as such are empowered to provide value to respective organizations. Weaknesses Gardner et al., 2003 notes that case studies show that HR professionals spent reduced amounts of time on routine tasks while on the other hand spent a lot of time on activities that were related to information technology. They also spent time on endeavors that relate to information technology qualifications. In line with the aforementioned, two case studies (Ruel et al., 2004; Hawking et al) which examine self service applications revealed a change in the functions of employees and line managers since the aforementioned systems constituted the central parts of day to day activities which resulted into extra time. Conclusion The use of web based E-HR is very beneficial to an organization since it improves its efficiency and effectiveness. Its adoption and use increases an organization’s productivity since its utilization results into a reduction in the number of HR staff and as such an overall cost reduction. The reduction in the number and cost of employees is as a result of automation. The adoption of web based E-HR improves organizational effectiveness. This is reflected by an increase in the quality of various HR activities which make up the department. Firstly, information technology provides HR professionals with the ability to provide an increase in information responsiveness to various customers, to have external professional links and to have information autonomy. It is therefore dubbed as an “enabler” which empowers HR professionals in their provision of more value to organizations. Although it is a very viable initiative it has a few setbacks that are to do with internet associated insecurity and the general use of information technology which is the task facilitator tool. Although employees a reduced amount of time on routine tasks, they spend a lot of time on information technology related qualifications and activities which may take up the time they need to execute their goals. The adoption of web based E-HR is therefore advocated for since its strengths outweigh its weaknesses. References Beamish, N., Armstead, C., Watkinson, M., & Armfield, G. (2002). The deployment of e-learning in UK/European corporate organizations. European Business Journal, 14 (3), 105-115. Braddy, P.W., Thompson, L.F., Wuensch, K.L., & Grossnickle, W.F. (2003). Internet recruiting: the effects of web page design features. Social Science Computer Review, 21 (3), 374-385 Buckley, P., Minette, K., Joy, D., & Michaelis, J. (2004). The use of an automated employment recruiting and screening system for temporary professional employees: A case study. Human Resource Management, 43 (213), 233-241 Elgin, P.D., & Clapham, M.M. (2004). Attributes associated with the submission of electronic versus paper resumes. Computers in Human Behavior, 20 (4), 535-549. Gardner, S.D., Lepak, D.P., & Bartol, K.M. (2003). Virtual HR: The Impact of information technology on the human resource professional. Journal of Vocational Behavior, 63 (2), 159-179 Cober, R.T., Brown, D.J., & Levy, P.E. (2004). Form, content and function: An evaluation methodology for corporate employment web-sites. Human Resource Management, 43 (2/3), 201-218. CedarCrestone (2005). The CedarCrestone 2005 workforce technologies and service delivery approaches survey, 8th Annual Edition. Hannon, J., Jelf, G., & Brandes, D. (1996). Human resource information systems: information operational issues and strategic considerations in global environment. International Journal of Human Resource Management, 7 (1), 245-269. Eddy, E.R., Stone, D.L., & Stone Romero, E (1999). The effects of information management policies to human resource information systems: An integration of privacy and procedural justice perspectives. Personnel Psychology, 52 (2), 335-358. Hawking, P., Stein, A., & Foster, S. (2004). E-HR and employee self service: A case study of Victorian public sector organization. Journal of Issues in Informing Science and Information Technology,1, 1019-1026. Miniwatts Marketing Group (2001-2011). The Internet Big Picture. Retrieved 1st October 2011 available at www.internetworldstats.com Huang, J.-H., Jin, B. –H., & Yang, C. (2004). Satisfaction with business to employee benefit systems and organizational citizenship behavior: An examination of gender differences. International Journal of Manpower, 25 (2), 195-210. Lepak, D.P., & Snell, S.A. (1998). Virtual HR: Strategic human resource management in the 21st century. Human Resource Management Review, 8 (3), 215-234. MacPherson, A., Elliot, M., Harris, I., & Homan, G. (2004). E-learning: Reflections and evaluation of corporate programes. Human Resource Development International, 7 (3), 295-313. Lengnick-Hall, M.L., & Moritz, S. (2003). The impact of E-HR on the human resource management function. Journal of Labor Research, 24 (3), 365-379. Rozelle, A.L., & Landis, R.S. (2002). An examination of the relationship between use of the internet as a recruitment source and student attitudes. Computers in Human Behavior, 18 (5), 593-604. Ruel, H.J.M., Bondarouk, T; & Looise, J.C. (2004). E-HRM: Innovation or Irritation. An explorative empirical study in five large companies in web based HRM. Management Review, 15 (3), 364-381. Ruta, C.D. (2005). The application of change management theory to HR portal implementation in subsidiaries of multi-national corporations. Human Resource Management, 44 (1), 35-53. Snell, S.A., Stuebner, D., & Lepak, D.P. (2002). Virtual HR departments: Getting out of the middle, 81-101, in Human Resource Management in virtual organizations. In R.L. Henneman & D.B. Greenberger (Eds), Greenwich: Information Age Publishing. Stanton, J.M., & Covert, M.D. (2004). Turbulent waters; The Intersection of Information technology and human resources. Human Resource Management, 43 (2), 121-125. Tansley, C., Newell, S., & Williams, H (2001). Effecting HRM-style practices through an integrated human resource information. Personnel Review, 30 (3), 351-370. Townsend, A.M., & Bennett, J.T. (2003). Human Resources and Information Technology. Journal of Labor Research, 24 (3), 361-363 Tixier, J. (2004). Does the evolution of the human resource practices imply the implementation of an information system? For contextualism of practices. International Journal of Human Resource Development and Management, 4 (4), 414-430 Read More