E HRM - HR & TECHNOLOGY

HR executives are looking to technology and the information it provides to help them drive decisions that will lead to success of the organization as a whole (Wilcox, 1997). Snell, Stueber, and Lepak (2002) observe that HR can meet the challenge of simultaneously becoming more strategic, flexible, cost-efficient, and customer-oriented by leveraging information technology (IT). They point out that IT has the potential to lower administrative costs, increase productivity, speed response times, improve decision-making, and enhance customer service all at the same time. The need for cost reduction, higher quality services, and cultural change are the three main forces that drive firms to seek IT-driven HR solutions. The rapid development of the Internet during the last decade has boosted the implementation and application of electronic human resource management (e-HRM) (Strohmeier, 2007).  Virtual HR is emerging due to the growing sophistication of IT and increased external structural options (Lepak & Snell, 1998). Surveys of HR consultants suggest that both the number of organizations adopting e-HRM and the depth of applications within the organizations are continually increasing  IT is beginning to enable organizations to deliver state-ofthe-art HR services.


In e-business, the implications for the HR function are not yet fully visible, but it is certain that e-HR will revolutionize the HR function within the three next years. The main challenge in e-HR is the alignment of processes in the HR function according to the future e-business challenge (Svoboda & Schröder, 2001); similarly observed by Caudron (2003) that IT can automate other routine tasks such as payroll processing, benefits administration and transactional activities so that HR professionals are free to focus on more strategic matters, such as boosting productivity. Increased use of human resource information systems (HRIS) allows professionals to achieve improved performance and thus facilitate participation in internal consultancy activities . In latest research, Hussain, Wallace, and Cornelius (2007) observed that for senior HR professionals, strategic use of HRIS is increasingly the norm, irrespective of company size and this had led to the HR profession providing a value-add for the company. According to them strategic use of HRIS enhances the perceived standing of HR professionals within their organizations, a view however, not shared by their more senior non-HR executives.


E-HR is not a just technology issue and in fact it must enable HR professionals to improve and manage the organization’s human processes more effectively in relation to business planning, along with managing employee information. The main advantage of e-HR is to find out appropriate person from all over the world. Ralph Tribe of Getty Images summarizes the following benefits from e-Hr as (Anonymous, 2002):

• Enabling employee self-service, mainly through third parties;
 • Removing basic, time-consuming HR tasks and information handling;
• Dynamic, real-time HR reporting and enhanced decision making as a result; 
• Opportunities to rethink and improve core HR processes;
• Optimizing HR performance by outsourcing noncore activities to external experts.



References :

Wilcox, J. (1997, June). The evolution of human resources technology. Management Accounting,

Snell, S. A., Stueber, D., & Lepak, D. P. (2002). Virtual HR departments: Getting out of the middle. In R. L. Heneman & D. B. Greenberger (Eds.), Human resource management in virtual organizations (pp 81-101). Greenwich, CT: Information Age Publishing.

Strohmeier, S. (2007). Research in e-HRM: Review ad implications. Human Resource Management Review, 17(2007)

Svoboda, M., & Schröder, S. (2001). Transforming human resources in the new economy: Developing the next generation of global HR managers at Deutsche Bank AG. Human Resource Management,

Caudron, C. (2003, February). Counting heads and hiring, firing, and managing them too. PROFIT Oracle’s e-business magazine,

Global HR Challenges : Work Force Diversity

INTRODUCTION to Work Force Diversity

The concept of diversity was initially originated from U.S in the late 1980’s (Shen et al., 2009; Meena & Vanka, 2013). However, last two decades has witnessed the development of diversity as a business strategy across the globe.  There are several reasons why diversity has become such a pressing concern now-a-days such as globalization, changing labor markets, teamwork strategies, shift from manufacturing to service economies, mergers and alliances, etc. (Cascio, 1998). Diversity initiatives enhance creativity, innovation, global understanding, flexibility and productivity in the organization and produces competitive advantage (Kundu, 2003. Procter & Gamble, Avon, Xerox, FedEx, etc. are the few examples of corporate who embrace diversity as an asset  to enhance their organizational effectiveness and performance (Henry & Evans, 2007).

Work Force Diversity and Strategic HRM


Social transformations in the last two decades have substantially increased workforce diversity and cross-culturality . Nevertheless, as Benschop (2001) argued, the majority of strategic human resource management (SHRM)models have implicitly assumed that work force sare“generic and homogeneous categories”, without considering cultural differences between employees. In this sense, the need to incorporate diversity in the SHRM debate has been considered one of the main challenges to be addressed in future research on the field (Curtis and Dreachslin, 2008.


Diversity Management :

In today’s world diversity management is an evolving concept. Managing diversity refers to a proactive approach intended to manage a heterogeneous workforce
(Cascio, 1998) in such a way so that the potential advantages of diversity are maximized while its potential disadvantages are minimized (Cox, 1993). It means enabling a diverse workforce to perform to its full potential in an equitable work environment (Kundu, 2004) where their individual differences are deeply valued to build a more effective and profitable organization (Bateman &Snell, 2008). Thus, to manage diversity effectively and efficiently, we should not just accept and accommodate individual differences, but also support, nurture and utilize these differences for organizations. A shared understanding between top management and HR managers is vital to learn and recognize these differences

Valuing diversity and developing a culture to support diversity initiatives are the key drivers for an effective diversity management (Shen et al., 2009)


REFERENCES :
Kundu S, Bansal J (2015)) Managing Workforce Diversity through HR Practices: A Review. https://www.researchgate.net/publication/273064900_Managing_Workforce_Diversity_through_HR_Practices_A_Review accessed 19.10 , 2018.6.27  .

Shen, J., Chanda, A., D’Netto, B. & Monga, M. (2009). Managing diversity through human resource management:
An international perspective and conceptual framework. The International Journal of Human Resource
Management,

Cascio, W.F. (1998). Managing human resources-Productivity, quality of work life, profits. Boston: McGraw Hill.


Kundu, S. C. (2004). HR diversity: A study of employees’ perceptions in Indian organizations. Asia Pacific Management Review, 9(1)

Henry, O. & Evans, A.J. (2007). Critical review of literature on workforce diversity. African Journal of Business Management, 72-76


Curtis, E.F. and Dreachslin, J.L. (2008), “Diversity management interventions and organizational performance: a synthesis of current literature”, Human Resource Development Review, Vol. 7 No. 1, pp. 107-34

Cox, T. Jr. (1993). Cultural diversity in organizations: Theory, research & practice. San Francisco, SF: Berrett Koehler

Bateman, T.S. & Snell, S.A. (8th ed.) (2009). Management: Leading & collaborating in a competitive. New Delhi, ND: McGraw-Hill

GLOBAL HR | GREEN HRM

 Green HR is the use of HRM policies to promote the sustainable use of resources within business organizations and, more generally, promotes the cause of environmental sustainability.

 Green HR involves two essential elements: 

1. Environmentally-friendly HR practices
2. The preservation of knowledge capital.

Green HR is one which involves two essential elements: environmentally friendly HR practices and the preservation of knowledge capital.Green HR involves reducing your carbon footprint via less printing of paper, video conferencing and interviews, etc. (RANA V, Et al 2014)

The kinds of action taken within green HRM initiatives include educating employees about climate change and other environmental issues, training in working methods that reduce the use of energy and other resources, promoting and incentivizing more sustainable means of travel to work (e.g. car sharing, cycling, public transport), and auditing employee benefits to eliminate those that are environmentally damaging (e.g. unnecessary provision of a high powered company car)

Impact of Green HRM 

• Gaining perception, reputation and good will.
• Economically useful, hence direct impact on profit and enhances the return on investments.
• Better Power Utility
• Better Utilization of Resources
• Cost Effective
• Smarter Performance translated into Cheaper Products.



Companies who Have adopted GREEN HRM 

General Electrics
Uses six sigma technique for optimizing their operations to improve environmental and social outcomes in a manner that increases overall performance.

Google
Uses green recruiting technique- Believes that most talented people get attracted because of it.

Infosys
 eRecruiting Staffing Solutions

Hewlett Packard
Product take-Back programs, green packaging and integrating desgins.

Overall, being a green employer may help to increase : 

1. Employee motivation and engagement (through a shared set of values).
2. Create competitive advantage from the opportunities presented by changing markets.
3. Reduce labor turnover (because the organization is one in which people want to work)
4. Improve the health of the workforce (for example, by encouraging cycling to work, car sharing, public transport).



REFERENCES :

HRMI.ORG (2018) , http://hrmi.org/green-hrm/ , Accessed time time 00.32 , 2018.04.27

Saba Jafri (2011) , Green HR practices: an empirical study of certain automobile organizations of India , JK Business School , India.

Vishal R, Sonam J (2014) , Green HR Practices: An Empirical Study of Cargill, Jalgao , SSBT College, India.

Global HR Strategic Management Issues and Challenges

On Another chapter I would love to write on another issues affect and challenges HR Startegic Management issues in global context.

These factors relates to the development of new technologies as well.

With the technology development companies are connecting worldwide and sharing their data within not only countries but continents.

The Data security has been a major concern here. These HR data are valuable and a leak or a data breach would be disastrous for global corporate. This insecurity is worrying the Employers as well as Employees.

To avoid these insecurities companies are investing a large amount of funds to reduce the risk. 

Global political and economical environments and its rapid changes are directly affecting the operations of any global institution. It is bringing insecurity to Global HRM.

Political changes in any country creates insecurity among public and Work force.

Impact of the economy is another major challenge affecting Global HRM.

While economic indicators have improved in countries around the world, many organizations continue to feel a strain on their budgets. This will influence hiring strategies and other HR decisions. In addition, increased globalization and political unrest in some regions will continue to make economic uncertainty the “new normal.” (Schramm, 2016)

Population changes will have a mounting impact on many aspects of employment and HR practices. These changes include the aging workforce, different generations working together, the nature of family and parental roles, and increased cultural diversity. (Schramm, 2016)

Another Major challenge for Strategic HRM is growing new trends and practices.

The growing importance of “big data” presents human resource practitioners with an opportunity—and puts them under pressure. Business leaders are increasingly demanding that HR professionals, like their colleagues in other functional areas, use metrics and in-depth analysis to both make good decisions and demonstrate the return on investment of key expenditures. (Schramm, 2016)

References : 

Jen Schramm (2016) The Big Issues Facing HR , https://www.shrm.org/hr-today/news/hr-magazine/0316/pages/the-big-issues-facing-hr.aspx  , Accessed time 13.10 , 2018.06.10

Sherman F. (2018) How Does Technology Impact HR Practices, http://smallbusiness.chron.com/technology-impact-hr-practices-37912.html , Accessed time 12.30 2018.06.05

Jen Schramm (2014) The Big Issues Facing HR , https://www.shrm.org/hr-today/news/hr-magazine/pages/0314-global-economic-outlook.aspx  , Accessed time 12.30 , 2018.06.10