Evaluative Study HRIT in Human Resource PDF

International Journal of Research in Social Sciences
Vol. 8 Issue 9, September 2018,

ISSN: 2249-2496 Impact Factor: 7.081
Journal Homepage: http://www.ijmra.us, Email: [email protected]
Double-Blind Peer Reviewed Refereed Open Access International Journal - Included in the International Serial
Directories Indexed & Listed at: Ulrich's Periodicals Directory ©, U.S.A., Open J-Gage as well as in Cabell‘s
Directories of Publishing Opportunities, U.S.A
Evaluative Study HRIT in Human Resource

Functions: A Techno HR Perspective
Prof Dr.C.Karthikeyan*
Ms. Reeja Joy*
Abstract: The ever increasing innovation in technology, personal computers and its usage for
carrying out HRM function into a technology supported talent management center is now a norm
in almost all modern organisations around the world. The influence of HRIT is not only within
the HR department, but has invaded into every level and actively participates into the HRM
activities. Furthermore, HRIT is playing an important role to realize the HR function in a more
competitive and efficient way to achieve the organization objective. HRIT is now on its way to
removing traditional HRM, reducing the HR professionals from using huge energy on time-
consuming and tedious daily administration processes, instead help in HR professionals put in
their attention to the consultation work and strategy formulating which should be the main tasks
of higher management level in organization. HRM with the help of HRIT is dynamic and is
designed to improve the quality of workforce decisions (e.g., determining who to hire,
proactively managing employee turnover, or using job goals to drive employee development).
Hence HRIT is determining even the Skill requirements, Skill expectations have come under
scanner for many organisations and the solutions are not easily arrived at.
Keywords: Human Resource; Talent; Workforce ; Productivity; Processing ; Personnel; Line

Leaders; Strategic HR
*
Director/Principal In Charge, KVM CE&IT, Cherthala, Affiliated to CUSAT, and KTU,
Trivandrum, Kerala.
*
Ph.D Research Scholar, Career Point University, Kota Rajasthan
42 International Journal of Research in Social Sciences

http://www.ijmra.us, Email: [email protected]
ISSN: 2249-2496 Impact Factor: 7.081
Objectives:
(i) To understand the recent developments in HRM technology and its impact on the
business world
(ii) To evalute the strategies adopted by HRM professionals to make technology the most
prerogative function
(iii) To examine the relationship of Technology related HRM practices to overall success of
the firm
Methodology: Review of Scientific Studies and related Literature of Secondary Data. Meta
analytical secondary data review and review of related literature on HRM
Data Used: Longitudinal secondary data from varied and reliable sources
Scope of the Study: To contribute to Strategic HRM technology practices and its related
HRM Literature.
Review of Related Literature:

Ichniowski, Shaw, and Prennushi (1997) and MacDuffie (1995) studied and supplementws
more grounded examinations of employment practices and IT developement largely in
manufacturing rather than in the service sector.
Locke and Schweiger’s (1979) extensive review concluded that while participation may drive
job satisfaction, it does not reliably influence productivity. In the absence of evidence of a
universal relationship, HR and OB theorists have at least sought to answer two overarching
questions.
Vroom and Yetton (1973) attempted to explain when or under what organizational conditions
EI should be used to boost performance. Though contingency models examining employee-level
traits and the appropriateness of different types of decisions find little support in the data (Miller
and Monge 1986), more organizationally-grounded approaches, indeed, find support for a link
between EI and performance.

Kanter’s (1983) suggested that EI was appropriate for frontline staff if they had knowledge or
expertise—tacit or explicit—not available at higher ranks within the organization, results that
have since been replicated and generalized (Latham, Winters, and Locke 1994; McCaffrey,
Faerman, and Hart 1995; Scully, Kirkpatrick, and Locke 1995). Aside from asking when EI
might boost performance, OB research has examined how EI should be implemented to promote
its performance benefits.
Locke and Schweiger’s (1979) research sought to determine what institutional forms of EI
might strengthen the link between EI and performance. The findings suggested that self-directed
teams in which EI centers around everyday work are much more likely to drive performance than
are weaker forms of participation, such as offline problem-solving groups or quality circles
(Cotton, Vollrath, Froggatt, Lengnick-Hall, and Jennings 1988; Cotton 1993). However, even
this seemingly safe conclusion has been called into question on methodological grounds (Leana,
Locke, and Schweiger 1990). The HR and OB literatures diverge with respect to their treatment
of technology. The work of Edmondson and colleagues exemplifies OB‘s nuanced examination
of the role of technology in organizations. Channeling Kanter‘s conceptualization of frontline
worker knowledge, they explain the effectiveness of new technologies as a consequence of the
form of worker knowledge—tacit or codified—required to more-fully leverage new technologies
(2001).
Edmondson, Winslow, Bohmer, and Pisano (2003), the resistance stems from the deep-seated
nature of hierarchical relations in an organization, hospitals in this case, and the high level of
task interdependence required for the effective use of the technology under study. Interestingly,
while OB, in particular, cares a great deal about the role of technology in organizations
generally, neither HR nor OB reserves a place for technology in theory linking HR practices to
organizational performance.
Becker and Huselid (2010). One notable exception on the HR side is Mirvis, Sales, and
Hackett‘s (1991) comparison of two very different technologies—computerized machinery in a
metal fabrication factory and word processing technology in a publishing company.

Huselid and Becker (1996); Locke and Schweiger (1979) rather than as an appropriate object
of study. As a result, despite a wealth of theoretical and empirical work linking EI to
performance, HR and OB research has yet to fully examine EI and IT in tandem.
Kelley (1996), found increased computerization in the machined products sector drives larger
productivity gains in firms that involve workers through participatory structures.
Batt (1999) found that telecommunications sales representatives with access to new technology
outperformed those not using IT, and that the size of the performance increment was greater for
those workers reporting high levels of involvement in problem-solving and participation.
Interestingly, ER research focused on EI and performance to the exclusion of technology have
been unable to establish a conclusive link between EI and economic performance (Cappelli and
Neumark 2001; Freeman and Kleiner 2000; Kleiner, Leonard, and Pilarski 2001).
Appelbaum and Batt (1994) suggests that measurement error may be the problem, as neither
researchers nor practitioners have a single, shared understanding of the meaning of EI or how it
actually occurs in workplaces. Instead, the dominant finding in the literature on high-
performance work systems (HPWS) has identified ―bundles‖ or clusters of employment practices
as opposed to individual practices as significant drivers of economic performance (e.g., Becker
and Huselid 1998; Ichniowski, Shaw, and Prennushi 1997; MacDuffie 1995).
MacDuffie’s (1995) groundbreaking empirical study measured technology very carefully in an

effort to isolate the performance effects of employment practice bundles. However, it did not
focus on the ways that certain employment practices managed to ―unlock‖ new technologies.
This study proffers an alternative explanation for the empirical elusiveness of the EIperformance
link. It theorizes that the implementation of new technologies, IT in particular, offers one avenue
by which EI positively influences performance, thereby filling a gap in the management
literature left by scholars of ER, HR, and OB.
Slichter (1941); Slichter, Healy, and Livernash (1960), that focus has been largely limited to
trade union responses to new technologies that were intended to serve as substitutes for labor.

This oversight is particularly interesting given the attention that industrial relations theory has
long given to the ―technological context‖ for employment relations. As IT and other new
technologies become even more ubiquitous, employment relations scholars would do well to
look within both the IT and EI processes at work to better understand how and why they interact
to affect performance outcomes.
Appelbaum and Wohl (2000) define transformation based on the meaning of change. They
consider that both change and transformation are making something different from previous
status. Change offers the development in certain fields when such alternation is required. The
objective of changing should already exist and the result of change is to make things dissimilar
or even better. On the other hand, transformation focuses on creating new things that do not exist
before besides improving (they also define continuous transformation as ―reinvention‖). Thus
transformation emphasizes making new context to make thing work better.
Stockport (2000) thinks that transformation is also a kind of change but more radical, and more
likely to happen internally, concerning an organization. Such transformation may occur in the
systems, structures, employees or culture. It is a wisdom way for long-time survival. Stockport
(2000) divides transformation into four stages, namely ―unconscious incompetence‖, ―conscious
incompetence‖, ―conscious competence‖ and ―unconscious competence‖. In the beginning stage,
most people in the organization do not feel necessary to transform, nor do they have the relevant
ability to manage it. After this period, they start to consider the possibility of changing although
still no action is taken, which is marked as ―conscious incompetence‖. The third stage is the core
of whole transformation process. The factors, such as the participated mangers and employees,
information technology, and knowledge management, need to be taken into account at this stage,
and to develop a ―conscious competence‖ to make the transformation happen. Finally it is the
maturation stage – ―unconscious competence‖. The transformation is finished, and new system
replaces the old one in daily business.
Andolsek and Stebe (2005) mention another role of HR professionals in their research: mediator
in the industrial relations between managers and employee in organizations. The mediators are
relationship builders. (Lengnick-Hall & A. Lengnick-Hall, 2003). They are responsible for

developing, nurturing, mentoring and supporting the relationship among the top, senior and line
managers. This can be achieved through training, coaching and supporting to ensure that the
relationships between every party are in the right direction. HR professionals should foster the
organization culture, develop common working process, and ensure the communication and
interaction is positive. Although the communication function is on the transaction direction
(Lepak, et al., 2005), it is indispensable when certain HR activities are outsourced or involved in
IT application.
Som (2003) reports the research at Lafarge: the HR in Asia mainly acts as business partner and
culture builder; in Europe and the US mainly it works as trainer and in Africa plays as change-
agency to lead the changing activities. The HR roles are transformed from the parent company in
French and have their own significant roles in each region.
Truss et al. (2002) have done the research about different roles of HR professionals in different
types of organizations (profit vs. non-profit) for eight years, from 1992 to 2000. They study the
HR function in two organizations, National Health Service (NHS) and Citibank. In NHS, the HR
professionals assist the employees, by creating effective communication channels between
different work levels, and by making flexible working arrangement. Meanwhile in Citibank, the
senior HR managers work as the internal consultant in stead of assistant for their employees.
Another factor, the national difference also contributes to the functional distinction in HRM.
Jacoby, Nason and Saguchi (2005) have studied the national difference in HR function. They
make mail survey to 229 Japanese firms and 145 U.S. firms. The results show the HR
departments in both countries are responsible for executive decision-making. In Japanese, the
main tasks of HR executives are responsible for employment administration and labor relations,
that is to say, they put attention to individual employees. The role of the line managers The most
important change of HR function is the participation of line manager and it even becomes the
priority responsibilities of line manager. In recent years, many organizations have started to
decentralize the management functions and the role of management has also been redefined. The
fundamental and traditional role of HR professionals as administrative expert does not shift to
strategic focus, but basically it is delivered to line managers.

Hales (2005) has made face-to-face interview in 135 organizations in London and the
southeastern part of England to study the supervision and find out that the supervisory function is
the main function of line manager, which was done by HR professionals. This traditional
function includes translating the organization policies into action and operations, helping smooth
the production process and giving support to their employees. The role of the line managers is
defined as routine administrator, or consultant for their employees. He also finds that most of the
researches about management after 1980s have pointed out that the traditional type of direct
supervisory is under modification to suit the changing situation. The supervisory is still the core
function of line managers but they also involve in business and personnel management as the
role and management responsibilities are broadening. These management activities mainly
concern the administration of individual employee performance, such as motivation,
communication and monitoring. The line managers are more like the team leaders and ―unit
managers‖.
Francis and Keegan (2006) also find the same phenomenon in their 200 interviews on HR
professionals in UK and Ireland. With the technological change, lots of HR professionals‘ tasks
and hand-in-hand jobs are transferred to line managers by devolution, and the line managers are
dealing with employees‘ personnel issue, such as coaching, and handling employees‘
dissatisfaction.
McConville (2006) has studied the role of middle line managers in three public organizations:
National Health Service (NHS), Armed forces and the Fire and Rescue services. In this study,
McConville tries to put forward new understanding about the new phenomenon that appears on
the middle line managers.
Valverde, Ryan and Soler (2006) say that the other agents may be involved in the management
of people, including top manager and external HR agencies. Their research results reveal that the
top managers involve in almost of all HRM activities – hence HR function is shared and led by
top managers. First, the top managers have priority on strategic making and leadership activities.
Second, top managers also involve in various HRM activities. The research suggests that top

managers are heavily involved in administrative tasks and daily personnel management, such as
determining the type of contract, and organizing the training resources
Caldwell (2003) has found that the HR roles are more multiple and conflicting than before. The
study is based on a survey of 350 UK companies, and the results show the HR roles are not
exactly the four mentioned in Ulrich‘s theory (1997). The most notable point is that the service
provider and regulator are declined in Caldwell‘s result. Some HR managers see their main role
as advisor or change agent, and the respondents also think that they have at least two other
significant roles; by contrast, many people claiming that they do not have a main role.
Hussain et al. (2006) have done the research on ―The use and impact of human resource
information systems on human resource management professionals‖. They investigate the
information system usage in different sizes of companies, and the impact of information system
on HR professionals. They survey HR professionals in 450 organizations in UK by
questionnaires and 11 senior executives by in-depth semi-structured interviews. The results show
that, the size of organizations does not have strong influence on information system usage. The
application of IT can enhance the strategy partner role of HR professionals, independent of the
sizes of organizations. The researchers also noted that the HR professionals can raise the
standing of organization through strategic use of information system. In a word, the application
of information technology can provide value-add and raise the status of the HR professionals as a
whole.
Florkowski and Olivas-Lujan (2006) have studies HRIT from a different point of view. They
have evaluated eight information technologies that transform HR service-delivery in North
America and Europe, including HR functional applications, integrated HR software suites,
interactive voice response systems, HR intranets, self-service applications, HR extranets and HR
portals.
Gardner et al., (2003), in their research work, investigate the influence of extensive use of IT on
HR professionals. Furthermore, they also examine how HR professionals handle the HRIT as
well as how the expectations are placed on them due to the increasing reliance on HRIT. They

mail surveys to 1814 HR executives from SHRM (Society for Human Resource Management),
and finally get 455 completed surveys. The results indicate that the more extensive use of HRIT,
the greater information autonomy for HR professionals.
Stone et al. (2006) have studied the factors that affect the acceptance and effectiveness of HRIT.
The primary purposes of the research are to consider the impact of e-HR on a set of human
resource processes (recruitment, selection, performance management, compensation) and the
impact of 43 individual and organizational factors on the outcomes of e-HR. They focus on four
major variables – information flows, social interaction patterns, the perceived control of
individuals and system acceptance, and apply the variables on the above human resource
processes. In conclusion, the researchers argue that for both individual and organizations, the e-
HR systems have showed a number of functional and dysfunctional consequences. For
individuals, if the following conditions can be met, the application of HRIT system can be
accepted by individuals and result in functional consequences: First, the information flows
should be valid and bi-directional between and among individuals and systems. Second, social
interaction among individual should be promoted. Third, the use of systems should be
controllable. The authors noted that such systems have the potential to increase organization
efficiency. For instance, they give great freedom and increase the ability for individuals on
accessing to information.
Haines and Lafleur (2008) examine the possible influence of IT on the roles and effectiveness
of the HR function. They send mail survey to 1556 senior HR executives of leading Canadian
corporations, and get 210 questionnaires returned. The results reveal that the more frequent use
of IT-supported HR applications, the more effective on strategic issue of the HR function, and
this point of view is supported by other studies,
Sam Ashbaugh et al. (2002) and Hussain et al. (2006). They argue that the HRIT allows HR
professionals to manage large amount of information with high speed and accuracy, which leads
to more efficient information management. Therefore, they conclude that the powerful IT
applications are associated with the increasing involvement of HR professionals in the role of
change agent and the strategic role of business. In conclusion, HRIT provides the opportunity for

everyone to participate into HRM activities. HRIT supports various information flow among
organization members, regardless the limitation of time and space. Thus, HR professionals can
command and support their line and sub-unit managers to decentralize HR activities; meantime,
such system can also provide the possibility to check the 44 outcome and feedback of the
performance. With HRIT, HR professionals can jump out from the boundary of traditional HRM,
focus on more strategic and consultative activities, and realize HR function transformation for
value creation and delivery.
Introduction: The HRM function focus more on administrative and legal

processes associated with employing people. HRM has grown manifold but still holds managing
payroll, providing health care benefits, and handling the administrative and legal details
associated with establishing and terminating employment contracts and providing basic care and
feeding of employees. In the area of Talent Management the HRM function is associated as
―getting the right people in the right jobs doing the right things.‖ In the present technology
dominated business world, the right development is maximizing and sustaining workforce
productivity is turning as a crucial support services such as processing expense reports,
maintaining e-mail systems, or managing building facilities. The personnel management side of
HR is moving away from line of business leaders unless it fails and the execution represents the
strategic side of HR. The HR‘s ability to increase business execution is the primary reason why
HR matters to operations leaders. Line leaders rarely ask personnel management questions such
as ―how do I ensure people get paid on time?‖ They often ask business execution questions such
as ―how do I get people aligned around the company‘s strategic goals.
Metamorphosis of HRM to deliver business execution: The infancy stage Pre 1990s
witnessed Personnel Administration was the main function prior to HR automation technology
were not even called ―human resources.‖ The main focus of HR was on how to efficiently
process employee paperwork. Post 1990 to 2000, the implementation of ERP technology which
speeded up administrative HR tasks. Technological advancements like HRIS platforms made
organizations to focus more on business execution and advances within HR related to predicting
and changing employee behavior. The HRM focus went on to talent management
techniques,(e.g., action learning, competency modeling, structured interviewing, goal setting).

Post 2001 to 2010: The revolutionary move with advent of high speed Internet systems that
allowed HR organization to more efficiently share data across what had previously been
independent HR processes. For example, automatically importing data collected during the
hiring process into systems used to support employee development and management. Post 2011
to till date the companies are choosing cloud computing applications, HR organizations are
spending less time maintaining in-house talent management tools and more time on how to most
effectively use these tools to increase workforce productivity. The shift to the cloud also enables
HR technology vendors to invest more resources into creating highly scalable, user friendly
applications that embed HR expertise in tools that are accessible to line managers. This allows
HR professionals to shift their energy from managing processes to actively supporting business
execution. HR is focusing less on simply keeping track of who employees are, and more on
ensuring these employees are being used effectively to support the company‘s short and long-
term business strategies.
2011-till date: HRIT
2000 to 2010- HRIS
1990's Paper Wor k for

Personnel functions
Figure;1: The evolution of HRIT to Support HRM: Prof Dr.C.Karthikeyan
The evolutionary role of HRM to HRIT functions and are more supported as HRIT is because
organizations struggle largely about implementing well defined and efficient processes as the
real business situation requires execution like predicting and changing employee behavior (e.g.,
identifying employees who have the potential to become future business leaders and giving them

assignments that allow them to realize this potential). Functions like Predictive analysis are what
are required for an HR organization in the present industrial scenario to effectively support
business execution. For example, understanding how to use goals to motivate employee
performance or being able to measure employee performance in a way that allows the company
to accurately predict future potential. The metamorphosis of HRIT Technology enables HRM
function from administration to execution of business is now indispensible and this move from
personnel management to business execution is pushed into then wished for. The evolution of
HR as a set of integrated talent management processes designed to ensure a steady supply of high
performing talent in critical job roles and with the advent of cloud based business execution,
technology likened to the global positioning satellite (GPS) technology has on the use of street
maps allows companies to take information off of shelves where it was rarely accessed and put it
in the hands of decision makers when they need it in a format they can readily use. The result is
an increasing number of HR organizations that are fundamentally and profoundly improving how
line managers run their businesses, with the HRIT support.
HRIT on HRM and its impact on Workers: The digital handsets and gadgets in multiple
forms have created different platforms to interact and with the internet and cell phones in a
sophisticated scientific enterprises, entirely in a new technology businesses, the extensive array
of knowledge and media endeavors, the places where crops are grown, the factory floor, and
even mom-and-pop stores has been reshaped by new pathways to information and new avenues
of selling goods and services. For most office workers now, life on the job means life online.
The high value email comes despite the challenges of the past generation, including threats like
spam and phishing and competitors like social media and texting. What is potentially surprising
is that even in the face of constantly evolving forms of digital communication, potential threats
like phishing, hacking and spam, and dire warnings about lost productivity and email overuse,
email continues to be the main digital artery that workers believe is important to their jobs. Since
taking hold a generation ago, email has not loosened its grip on the workplace. Impact due to
internet, email and cell phones are to stay long than expected.
Objective: (i) to evaluate the impact of HRIT on HRM existence and its impact on the
business world. The employee satisfaction, organizational loyalty, quantifying employee

turnover, keeping employees highly engaged and putting forth discretionary effort to propel the
business forward is getting difficult in the technology dominated world. Though companies
invest time and money and use periodic surveys by creating, administering, analyzing and
reporting the results of an employee satisfaction still employees are dissatisfied with their
physical workspace. Employees want free coffee, more opportunity for advancement and better
pay, while others are thrilled with the new work-from-home policy.
The challenge now is will improving or reinforcing any of the identified issues have a
measurable, positive effect on future employee retention or service to customers? In this cause-
and effect framework, the quality of employees‘ experience with various aspects of the job and
work environment influences their satisfaction with the employment experience. Their
satisfaction with the employment experience influences engagement. Technological Intervention
has changed the reward system for high-performing employees. Employee performance
evaluations on actions and behaviors by opening up the lines of communication, with regard to
expectations further down the line has become a mere formality as access towards anyone in
organisation is more intranet based which has established job requirements on performance
evaluation, a HR manager has now hands on tools at-hand to measure individual performance
throughout to identify top performers for further development and establish a pay-for-
performance compensation plan. The technology has ensured the compliance both the ways more
convenient, confidential and transparency. Technology Intervention is helping in reducing
employee turnover due to making workplace atmosphere a good way. Reasons of employee
turnover includes an increase in pay, better work conditions, more interesting work, opportunity
to learn new skills, and a feeling of a lack of respect or recognition in the current job for which
the employee performance evaluations as a snapshot of the employee that includes a listing of
past achievements, current projects, skill sets, and measurable behaviors. This information is
now accurately gathered in a performance evaluation, managers compare current skills with
those required for advancement in order to develop a training plan to provide the employee with
continued learning opportunities. This process leads to greater job satisfaction, improved morale
and employee retention because the organization is staffed with a workforce of people who are
highly productive, continually learning new skills and being challenged to do their very best.
HRIT impact on identifying areas for improvement; One of the key objectives of employee

performance evaluation that are closely related to the employee's ability to reach personal goals
and contribute to the team and solve problems achieve goals, work together on proposed
resolutions and emphasize problem solving and concentrating on future actions are made easy by
HRIT. The employee evaluation focused on the key success topics to avoid potential negative
feelings and defensive reactions or obstacles relate to a skill gap, or training plan or identify
additional resources available for the employee to overcome the difficulties and become more
successful are made more user friendly.
Objective; (ii); to evaluate the strategies adopted by HRM professionals to make

technology the most prerogative function
HRIT impact on regular and accurate documentation protects company legally; An

employee performance evaluation can also be used to protect your company. The evaluation is a
detailed paper trail that allows your legal team to build an airtight case should you need to
terminate an individual due to unsatisfactory performance. Upon meeting with the employee for
the performance evaluation, you allow them the opportunity to discuss the events and present
their side of the issue and see if you can resolve the situation together. The goal isn't simply to
defend the company in court, but to advise the employee of what's expected of them and whether
they are meeting those expectations. This documentation can be a very positive process as the
employee may have been previously unaware of how his or her actions were affecting others and
causing a breakdown of efficiency, and, once known, corrective measures can be put into place
that will turn things around and may, as a result, create a new and better working situation for
everyone on the team.
Objective (iii) to examine the relationship of Technology related HRM practices to overall
success of the firm
HRIT is now Changing Workplace Rules: Technology makes it possible to telecommute,
work from virtual offices and communicate with businesses and individuals across the globe.
Flexible work schedules are popular because so many duties and responsibilities can be
accomplished from an employee home or while the employee is traveling. The private sector
initially became the test case for telecommuting arrangements, and the federal government

followed suit in its attempt to be competitive with industry in attracting qualified candidates.
Remote reporting relationships are also a factor of improved technology. A manager of team
members who live and work in different cities, and even different countries is becoming more
common. HRIT is reducing the cost of Technology; As companies demand more sophisticated
technology to help manage their businesses, the cost to develop and produce applications will
likely increase. Customized programs that meet the specific needs of a business are becoming
more popular as companies engage the services of functional and technology consultants. These
experts can determine the type of solutions necessary to help the business run smoothly and
efficiently. Companies such as SAP produce technology solutions for virtually every part of
industry. SAP and similar firms routinely send to their clients functional consultants familiar
with the type of business and technology consultants who know how to engineer the solutions.
HRIT is promoting HRM into technology careers; Careers in computer science and
information technology continue to grow. Students in colleges, universities and technical
institutes seeking careers in this industry will likely be recruited upon graduation.
CHANGES WORK PLACE REDUCES COST OF

RULES TECHNOLOGY
Technology
related HRM
PROMOTES RELATES HR TO
TECHNOLOGY CAREERS BUSINESS EASILY
Figure 2; Relationship of Technology to HRM in Modern Organisations: Designed by Prof

Dr.C.Karthikeyan

Findings and Conclusion

Under the HRIT management environment, the task of advisory service of HR professionals is
increasing, which provides for both higher management level and the lower line management,
and employment level. The function of HRIT includes the human resource planning, recruitment,
and in-office management (personnel information management, attendance and absence
management, training management, performance management, welfare management, and
relationship management), authorized for line managers and employees to finish. Therefore,
besides being responsible for the HRIT management, HR professionals pay more attention to HR
function through the platform of HRIT, but not carry on the massive data maintenance, which
function is gradually shared by line managers and employees. With the utilization of HRIT, HR
professionals become the core of the HR service net. The HR professionals can be considered as
both the service provider and service buyer according to different objectives of business. From
the aspect of line managers and employees, they are the customers of HR professionals. The
related business processing can be completed through the on-line interaction: the line managers
and employees can obtain the ―product‖ and ―service‖ from HR professionals via internet. The
HR professionals can ―purchase‖ various kinds of human resource management service and
expertise information from external providers, for instance, Consultant Company, e-learning
service provider and so on. The issue with common service provider is also changing from paper
work to on-line management, such as insurance management.
The HRIT puts the information on HR professionals‘ desks and makes those data easily
accessible, which enables the function of HR professionals and keeps the function strategic and
controllable under decentralized situation. HRIT management comes after the application of
HRIT. The extensive use of HRIT compels managers and employees to acquire new skills and
knowledge, in order to make use of the new systems and technologies. HR professionals partially
turn attention from personnel and strategic issue to HRIT related performance, such as the
training on using of HRIT, and maintaining the HRIT applications. Thus, these HRIT-related
functions are the new responsibility of the HR professionals. Therefore, the extensive use of
HRIT can make HR professionals spend more time and energy on the strategic issue, thus
accelerating the transformation of HR function (Gardner, Lepak & Bartol, 2003). HRIT in
transformation of Line manager Based on the function of HRIT, line managers can obtain the

latest HRM policy, work procedure information, market data and so on, which can be used as the
reference to instruct and manage their employees. HRIT provides the platform for line managers
to participate in the HRM work. HRIT can provide all the information with which the line
managers supervise their employees; under authorization, line managers can deal with HR
activities such as recruitment, training, absence, vacation, appraisal, leaving, etc. Because the
line managers are the direct connections between their higher and underling management levels,
they know more about their employees and understand better the policy of organization. When
the daily supervisor function can be accomplished through HRIT by line managers, it not only
saves the time and energy, but gives line managers more freedom on using people. They can get
the latest information about their employees, and make their staff catch up with the development
of organization. To some extent, the employees no longer need to wait for any other people
coming to solve their problems or to reply their questions, because those can be easily dealt
through HRIT, such as on-line communication, or getting answer from knowledge database.
Through the interactive and dynamic HRIT, HR department can carry on the working
arrangement, training and motivation according to various individual demands, and let the
employees implement the self-control and, master their own future. In addition, based on the
HRIT, employees may obtain and maintain their individual information such as attendance,
salary, training record and so on. Moreover, the communication between employees and
managers is also different with the traditional one. The feedback of employee can directly
transmit to related manager or department via the HRIT platform, which ensure that any problem
can be handled accurately and expeditiously. Thus, the HRIT enables the employees to realize
the self-control and self-service, provides more opportunities to involve low level into
management issue, and fosters the whole organization to accept this new kind of management
style. Therefore, the HRIT brings the independency to employees when they face HR issue. In
the recruitment process, the applicant can manage their applications through web-site, update
personnel information on-time to hold comparative advantage; when they are accepted by the
organization, they can also design their own career, and make plan for various training program
provided by employer which may be helpful for their future. In short, 50 employees can choose
the way they want to develop and realize the value creation for whole organization. Then, as
HRIT becomes an increasingly important factor of HR function transformation, researchers
should deepen their understanding of the opportunities and threats that HRIT brings. HRIT may

be a key enabler allowing HR professionals to fulfill the business and strategy partner roles. But
there is also some investigations mentioning that HRIT dose not improve HR performance to be
a more cost-efficient center (Haines & Lafleur, 2008). This may be caused by low acceptance of
new IT system among target users, inappropriate HRIT choices, or any other factors. Further
research on application of HRIT will open floors for further improvements.
References:
1. Ai, Chunrong, and Edward C. Norton. 2003. ―Interaction Terms in Logit and Probit
Models.‖ Economics Letters, Vol. 80, No. 1, pp. 123-129.
2. Appelbaum, Eileen, Thomas Bailey, Peter Berg, and Arne Kalleberg. 2000.
Manufacturing Advantage: Why HighPerformance Work Systems Pay Off. Ithaca: ILR.
Appelbaum, Eileen, and Rosemary L. Batt. 1994.
3. The New American Workplace: Transforming Work Systems in the United States. Ithaca:
ILR. Bartel, Ann P. 2004. ―Human Resource Management and Organizational Performance:
Evidence from Retail Banking.‖ Industrial and Labor Relations Review, Vol. 57, No. 2, pp. 181-
203.
4. Bartel, Ann, Casey Ichniowski, and Kathryn Shaw. 2007. ―How Does Information
Technology Really Affect Productivity? Plant-Level Comparisons of Product Innovation,
Process Improvement and Worker Skills.‖ Quarterly Journal of Economics, Vol. 122, No. 4, pp.
1721-1758.
5. Batt, Rosemary L. 1999. ―Work Organization, Technology, and Performance in
Customer Service and Sales.‖ Industrial and Labor Relations Review, Vol. 52, No. 4, pp. 539-
564.
6. Becker, Brian E., and Huselid, Mark A. 2010. ―Strategic Human Resources Management:
Where do we Go from here?‖ In Adrian Wilkinson, Nicolas Bacon, Tom Redman and Scott
Snell, eds.,
7. Becker, Brian E., and Huselid, Mark A. 1998. ―High Performance Work Systems and
Firm Performance: A Synthesis of Research and Managerial Implications.‖ In Gerald Ferris, ed.,
Research in Personnel and Human Resources Management. Greenwich, CT: JAI, pp. 53-101.

8. Bidwell, Matthew. 2009. ―Do Peripheral Workers Do Peripheral Work? Comparing the
Use of Highly-Skilled Contractors and Regular Employees.‖ Industrial and Labor Relations
Review, Vol. 62, No. 2, pp. 200-225. Bollen, Kenneth, and Richard Lennox. 1991.
9. ―Conventional Wisdom on Measurement: A Structural Equation Perspective.‖
Psychological Bulletin, Vol. 110, No. 2, pp. 305-314.
10. Braverman, Harry. 1974. Labor and Monopoly Capital: The Degradation of Work in the
Twentieth Century. New York: Monthly Review.
11. Bresnahan, Timothy F., Erik Brynjolfsson, and Lorin M. Hitt. 2002. ―Information
Technology, Workplace Organization, and the Demand for Skilled Labor: Firm Level Evidence.‖
Quarterly Journal of Economics, Vol. 117, No. 1, pp. 339-376.
12. Brown, Clair, and Benjamin A. Campbell. 2002. ―The Impact of Technological Change
on Work and Wages.‖ Industrial Relations, Vol. 41, pp. 1-33.
13. Brynjolfsson, Erik, Lorin M. Hitt, and Shinkyu Yang. 2002. ―Intangible Assets:
Computers and Organizational Capital.‖ Brookings Papers on Economic Activity, Vol. 2002, No.
1, pp. 137-181.
14. Brynjolfsson, Erik, and Haim Mendelson. 1993. ―Information Systems and the
Organization of Modern Enterprise.‖ Journal of Organizational Computing, Vol. 3, No. 3, pp.
245-255.
15. Bryson, Alex, Rafael Gomez, Tobias Kretschmer, and Paul Willman. 2007. ―The
Diffusion of Workplace Voice and High-Commitment Human Resource Management Practices
in Britain, 1984–1998.‖ Industrial and Corporate Change, Vol. 16, No. 3, pp. 395-426.
16. Cappelli, Peter, and David Neumark. 2001. ―Do ‗High-Performance‘ Work Practices
Improve Establishment-Level Outcomes?‖ Industrial and Labor Relations Review, Vol. 54, No.
4, pp. 737-775.
17. Caroli, Eve, and John van Reenan. 2001. ―Skill-Biased Organizational Change? Evidence
from a Panel of British and French Establishments.‖ Quarterly Journal of Economics, Vol. 116,
No. 4, pp. 1449-1492.
18. Coch, Lester, and John R. P. French Jr. 1948. ―Overcoming Resistance to Change.‖
Human Relations, Vol. 1, No. 4, pp. 512-532.
19. Cotton, John L. 1993. Employee Involvment: Methods for Improving Performance and
Work Attitudes. Newbury Park, CA: SAGE.

20. Cotton, John L., David A. Vollrath, Kirk L. Froggatt, Mark L. Lengnick-Hall, and
Kenneth R. Jennings. 1988. ―Employee Participation: Diverse Forms and Different Outcomes.‖
Academy of Management Journal, Vol. 13, No. 1, pp. 8-22.
21. Dunlop, John T. 1958 [1993]. Industrial Relations Systems. Boston: Harvard Business
School.
22. Edmondson, Amy C., Richard M. Bohmer, and Gary P. Pisano. 2001. ―Disrupted
Routines: Team Learning and New Technology Implementation in Hospitals.‖ Administrative
Science Quarterly, Vol. 46, No. 4, pp. 685-716.
23. Edmondson, Amy C., Ann B. Winslow, Richard M. J. Bohmer, and Gary P. Pisano.
2003. ―Learning How and Learning What: Effects of Tacit and Codified Knowledge on
Performance Improvement Following Technology Adoption.‖ Decision Sciences, Vol. 34, No. 2,
pp. 197.
24. Freeman, Richard B., and Morris M. Kleiner. 2000. ―Who Benefits Most from Employee
Involvement: Firms or Workers?‖ American Economic Review Papers and Proceedings, Vol. 90,
No. 2, pp. 219-223.
25. Furr, R. Michael, and Verne R. Bacharach. 2008. Psychometrics: An Introduction.
Thousand Oaks, CA: SAGE. Gerhart, Barry, Patrick M.
26. Wright, Gary C. MacMahan, and Scott A. Snell. 2000. ―Measurement Error in Research
on Human Resources and Firm Performance: How Much Error Is There and How Does It
Influence Effect Size Estimates?‖ Personnel Psychology, Vol. 53, No. 4, pp. 803-834.
27. Harter, James K., Frank L. Schmidt, and Theodore L. Hayes. 2002. ―Business-Unit-Level
Relationship Between Employee Satisfaction, Employee Engagement, and Business Outcomes:
A Meta-Analysis.‖ Journal of Applied Psychology, Vol. 87, No. 2, pp. 268-279.
28. Hillestad, Richard, James Bigelow, Anthony Bower, Federico Girosi, Robin Meili,
Richard Scoville, and Roger Taylor. 2005. ―Can Electronic Medical Record Systems Transform
Health Care?: Potential Health Benefits, Savings, and Costs.‖ Health Affairs, Vol. 24, No. 5, pp.
1103-1117.
29. Huber, George P., and Daniel J. Power. 1985. ―Retrospective Reports of Strategic-Level
Managers: Guidelines for Increasing Their Accuracy.‖ Strategic Management Journal, Vol. 6,
No. 2, pp. 171-180. 29 Hunter, Larry W., and Pil, Frits K. 1995. ―How do You Survey Firms?‖

In Paula B. Voos, ed., Proceedings of the 47th Annual Meeting of the Industrial Relations
Research Association. Madison: IRRA, pp. 152-162.
30. Huselid, Mark A., and Brian E. Becker. 1996. ―Methodological Issues in Cross-Sectional
and Panel Estimates of the Human Resource-Firm Performance Link.‖ Industrial Relations, Vol.
35, No. 3, pp. 400-422.
31. Ichniowski, Casey, Thomas A. Kochan, David Levine, Craig Olson, and George Strauss.
1996. ―What Works at Work: Overview and Assessment.‖ Industrial Relations, Vol. 35, No. 3,
pp. 299-333.
32. Ichniowski, Casey, Kathryn Shaw, and Giovanna Prennushi. 1997. ―The Effects of
Human Resource Management Practices on Productivity: A Study of Steel Finishing Lines.‖
American Economic Review, Vol. 87, No. 3, pp. 291- 313. Jaccard, James. 2001. Interaction
Effects in Logistic Regression. Thousand Oaks, CA: SAGE.
33. Jarvis, Cheryl Burke, Scott B. Mackenzie, and Philip M. Podsakoff. 2003. ―A Critical
Review of Construct Indicators and Measurement Model Misspecification in Marketing and
Consumer Research.‖ Journal of Consumer Research, Vol. 30, No. 2, pp. 199-218.
34. Jones, Derek C., Panu Kalmi, and Antti Kauhanen. 2009. ―How Does Employee
Involvement Stack Up? The Effects of Human Resource Management Policies in a Retail Firm.‖
Industrial Relations, Vol. 49, No. 1, pp. 1-21. Kaiser Family Foundation. 2007. Employee Health
Benefits: 2007 Annual Survey. Washington, DC: KFF.
35. Kanter, Rosabeth Moss. 1983. The Change Masters: Innovation and Enterpreneurship in
the American Corporation. New York: Simon and Schuster.
36. Kaplowitz, Michael D., Timothy D. Hadlock, and Ralph Levine. 2004. ―A Comparison of
Web and Mail Survey Response Rates.‖ Public Opinion Quarterly, Vol. 68, No. 1, pp. 94.
Kelley, Maryellen R. 1996. ―Participative Bureaucracy and Productivity in the Machined
Products Sector.‖ Industrial Relations, Vol. 35, No. 3, pp. 374-399.
37. Kleiner, Morris M., Jonathan S. Leonard, and Adam M. Pilarski. 2001. ―How Industrial
Relations Affects Plant Performance: The Case of Commercial Aircraft Manufacturing.‖
Industrial and Labor Relations Review, Vol. 55, pp. 195.
38. Kochan, Thomas A. 1988. ―On the Human Side of Technology.‖ ICL Technical Journal,
Vol. 6, No. 2, pp. 391-400.

39. Kochan, Thomas A., Adrienne E. Eaton, Robert B. McKersie, and Paul S. Adler. 2009.
Healing Together: The LaborManagement Partnership at Kaiser Permanente. Ithaca: ILR.
40. Krafcik, J. F. 1988. Comparative Analysis of Performance Indicators at World Auto
Assembly Plants. Unpublished master‘s thesis, MIT/Sloan School.
41. Latham, Gary P., Dawn C. Winters, and Edwin A. Locke. 1994. ―Cognitive and
Motivational Effects of Participation: A Mediator Study.‖ Journal of Organizational Behavior,
Vol. 15, No. 1, pp. 49-63.
42. Leana, Carrie R., Edwin A. Locke, and David M. Schweiger. 1990. ―Fact and Fiction in
Analyzing Research on Participative Decision Making: A Critique of Cotton, Vollrath, Froggatt,
Lengnick-Hall, and Jennings.‖ Academy of Management Review, Vol. 15, No. 1, pp. 137-146.
30 Levine, David I., and Tyson, Laura D'Andrea. 1990. ―Participation, Productivity, and the
Firm's Environment.‖
43. MacDuffie, John Paul, and Krafcik, John F. 1992. ―Integrating Technology and Human
Resources for HighPerformance Manufacturing: Evidence from the International Auto Industry.‖
In Thomas A. Kochan and Michael Useem, eds., Transforming Organizations. New York:
Oxford University, pp. 209-226.
44. Marx, Karl. 1849 [1978]. ―Wage Labor and Capital.‖ In Robert C. Tucker, ed., The
Marx-Engels Reader. New York: W.W. Norton & Company, pp. 203-217.
45. McCaffrey, David P., Sue R. Faerman, and David W. Hart. 1995. ―The Appeal and
Difficulties of Participative Systems.‖ Organization Science, Vol. 6, No. 6, pp. 603-627.
46. Miller, Katherine I., and Peter R. Monge. 1986. ―Participation, Satisfaction, and
Productivity: A Meta-Analytic Review.‖ Academy of Management Journal, Vol. 29, No. 4, pp.
727-753.
47. Mirvis, Philip H., Amy L. Sales, and Edward J. Hackett. 1991. ―The Implementation and
Adoption of New Technology in Organizations: The Impact on Work, People, and Culture.‖
Human Resource Management, Vol. 30, No. 1, pp. 113-139.
48. Noble, David F. 1984. Forces of Production: A Social History of Industrial Automation.
New York: Knopf. Osterman, Paul. 2000. ―Work Reorganization in an Era of Restructuring:
Trends in Diffusion and Effects on Employee Welfare.‖ Industrial and Labor Relations Review,
Vol. 53, No. 2, pp. 179-196.

49. Osterman, Paul. 1994. ―How Common Is Workplace Transformation and Who Adopts
It?‖ Industrial and Labor Relations Review, Vol. 47, No. 2, pp. 173-188. Oudshoorn,
50. Nelly, and Pinch, Trevor. 2007. ―User-Technology Relationships: Some Recent
Developments.‖ In Edward J. Hackett, Michael Lynch and Judy Wajcman, eds., Handbook of
Science and Technology Studies. Cambridge, MA: MIT, pp. 541-565. Podsakoff, Philip M.,
Scott B. MacKenzie, Jeong-Yeon Lee, and
51. Nathan P. Podsakoff. 2003. ―Common Method Biases in Behavioral Research: A Critical
Review of the Literature and Recommended Remedies.‖ Journal of Applied Psychology, Vol.
88, No. 5, pp. 879-903.
52. Richins, Marsha L. 1983. ―Negative Word-of-Mouth by Dissatisfied Consumers: A Pilot
Study.‖ Journal of Marketing, Vol. 47, No. 1, pp. 68-78.
53. Roethlisberger, Fritz J., and William J. Dickson. 1939. Management and the Worker: An
Account of a Research Program Conducted by the Western Electric Company, Hawthorne
Works, Chicago. Cambridge, MA: Harvard. Schwab, Donald P. 2005. Research Methods for
Organizational Studies. Mahwah, NJ: Lawrence Erlbaum Associates.
54. Scully, Judith A., Shelley A. Kirkpatrick, and Edwin A. Locke. 1995. ―Locus of
Knowledge as a Determinant of the Effects of Participation on Performance, Affect and
Perceptions.‖ Organizational Behavior and Human Decision Processes, Vol. 91, No. 3, pp. 276-
288. Skrondal, Anders, and Sophia Rabe-Hesketh. 2004. Generalized Latent Variable Modeling:
Multilevel, Longitudinal, and Structural Equation Models.
55. Boca Raton: Chapman and Hall/CRC. Slichter, Sumner H. 1941. Union Policies and
Industrial Management. Washington, DC: Brookings Institution. Slichter, Sumner H., James
Joseph Healy, and E. Robert Livernash. 1960.
56. The Impact of Collective Bargaining on Management. Washington, DC: Brookings
Institution. Vroom, Victor H., and Philip W. Yetton. 1973. Leadership and Decision-Making.
Pittsburgh: University of Pittsburgh.


Evaluative Study HRIT in Human Resource PDF

Uploaded by

Copyright:

Available Formats

Evaluative Study HRIT in Human Resource PDF

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Evaluative Study HRIT in Human Resource PDF

Uploaded by

Copyright:

Available Formats

International Journal of Research in Social Sciences

Vol. 8 Issue 9, September 2018,

Evaluative Study HRIT in Human Resource

Keywords: Human Resource; Talent; Workforce ; Productivity; Processing ; Personnel; Line

42 International Journal of Research in Social Sciences

Review of Related Literature:

43 International Journal of Research in Social Sciences

44 International Journal of Research in Social Sciences

MacDuffie’s (1995) groundbreaking empirical study measured technology very carefully in an

45 International Journal of Research in Social Sciences

46 International Journal of Research in Social Sciences

47 International Journal of Research in Social Sciences

48 International Journal of Research in Social Sciences

49 International Journal of Research in Social Sciences

50 International Journal of Research in Social Sciences

Introduction: The HRM function focus more on administrative and legal

51 International Journal of Research in Social Sciences

2011-till date: HRIT

2000 to 2010- HRIS

1990's Paper Wor k for

Figure;1: The evolution of HRIT to Support HRM: Prof Dr.C.Karthikeyan

52 International Journal of Research in Social Sciences

53 International Journal of Research in Social Sciences

54 International Journal of Research in Social Sciences

Objective; (ii); to evaluate the strategies adopted by HRM professionals to make

HRIT impact on regular and accurate documentation protects company legally; An

55 International Journal of Research in Social Sciences

CHANGES WORK PLACE REDUCES COST OF

Figure 2; Relationship of Technology to HRM in Modern Organisations: Designed by Prof

56 International Journal of Research in Social Sciences

Findings and Conclusion

57 International Journal of Research in Social Sciences

58 International Journal of Research in Social Sciences

59 International Journal of Research in Social Sciences

60 International Journal of Research in Social Sciences

61 International Journal of Research in Social Sciences

62 International Journal of Research in Social Sciences

63 International Journal of Research in Social Sciences

64 International Journal of Research in Social Sciences

You might also like