Technologies that Impact on Organizations
Overview
In order to function well, each organization must be able to effectively manage their human capital with respect to the emergence of information technologies. Human capital is well-recognized as the most important asset of any organization (Elkin, & Sharma, 2007). However, due to some internal and external factors, organizations are not able to achieve their organizational objectives and mission.The challenge of every business, in whatever context it operate, is to effectively manage resources such as labour, financial, information, raw materials and so on. Companies must be able to acquire and carry the fundamentals of business management and its dimensions including Human Resource Management (HRM) into action. In every business particularly its HRM sector, the information technology plays significant roles. One of the roles of technology in HRM was its effectiveness in communication.
Discussion
It is said that the philosophy of human resource management is based on the simple belief that human resources are the most important asset in achieving and sustained business success (Evans, Pucik, & Barsoux, 2002). This realisation became the driving force behind the creation of human resource management resulting in organisations taking a strategic approach to the management of their people.
The true worth of human resource management is becoming more widely understood as human resource management steadily interweaves all aspects of people management and development within the company (Cross, 2000).
At the turn of the century, human resources managers will have to face new challenges (Kanungo, 2006). The economy and markets are different from those of a decade ago. As paradigms have changed, the characteristics affecting human resources management must also be revised such as organisational structure and functions in order to keep up to pace with relevance, latest trends and strategies (Kanungo, 2006).
While every organisation seems to invest in technology, there are other aspects that should be considered in attaining a holistic performance of their respective organisation (Kanungo, 2006). One aspect that needs as much, if not more attention and investment than technology is human capital management. An organisation’s human capital management philosophy must value the workforce as a key asset that will define an organisation’s character and performance capacity (Sims, 2002). “In fact, human capital is a critical factor that would either lead the organisation to success or to failure,” as stated by Sims, (2002).
In every business, people must be recognised as important assets of the organisation and fuels of productivity. A more appropriate HRM strategy is bounded on the recognition of the benefits of diversity. It is suggested that in order to respond on local HR concerns of subsidiaries, organisations should integrate the idea of diversity on its current HR policies and practices in accordance to the use of technology (Peltonen, 2006). In a diverse business setting, the customs, beliefs, and practices where the organisation has set up its business, are significant contributory factors in the development of a stronger corporate culture. With respect to information technology, there are many ways in which businesses can communicate and promote diversity to a level of advantage within the company’s subsidiaries Peltonen, 2006). These are also among the practical justifications of the benefits of suggesting diversity as the enhancing factor of the present HRM strategy.
In general, information technology in HRM must serve as the common denominator in understanding employee relations across geographic and cultural borders. Relativity in HR policies and practices and diversity and multiculturalism must be understood by all HR Managers particularly those who works outside the boundaries of the mother company. When this happens, the ability of the organisation to perform very well in the industry and niche market it belongs is progressive in pattern.
The employers, in their goal to improve and develop aggressive and competitive business organization, may exhaust the potential of their human resources for the benefit of the company relative to total work output by enhancing their respective information technology. This will also promote the positive working relationship and good communication channeling among the personnel in the establishment whether between the supervisor and the subordinates or employee to peers and colleagues.
The employees, on the other hand, should avail of the opportunities of developing their skills further and enriching their knowledge through the training programs and exercises that their company invests on. This will ensure their competitiveness in the fast-paced and ever-changing description and scope of their work and may also sustain their personal desire of improving themselves as productive individuals. Minimum stress level could also be expected in the workplace atmosphere.
In the evident advantages of information technology on the side of both the employers and employees, it is apparent that the business organization as a whole will in general gain from utilizing the said training and bonding practices. The smooth working business operations and transactions inside the company that resulted from the availed information technology in HRM will guarantee that the higher productivity level of the organization in general.
References:
Cross, E (2000) Managing Diversity-The Courage to Lead, Quorum Books, Westpoint, CT
Elkin, G and Sharma, R (2007) ‘People, organisations and management: lessons for the industrialised world from the rest of the world’, Global Business and Economics Review, 9: 4, 395-416
Evans, P, Pucik, V, and Barsoux, JL (2002) The Global Challenge. Frameworks for International Human Resource Management, McGraw-Hill/Irwin, New York
Kanungo, RP (2006) ‘Cross culture and business practice: are they coterminous or cross-verging?’ Cross Cultural Management: An International Journal, 13: 1, 23-31
Peltonen, T (2006) ‘Critical theoretical perspectives on international human resource management’ in Stahl, G. K. and Björkman, I. (eds), Handbook of Research in International Human Resource Management, Edward Elgar, Cheltenham, pp. 523–535
Sims, RR (2002) Organizational Success through Effective Human Resources Management, Quorum Books, Westport, CT
Credit:ivythesis.typepad.com
0 comments:
Post a Comment