Human Resources Management and Information Technology

下面为大家整理一篇优秀的assignment代写范文- Human Resources Management and Information Technology，供大家参考学习，这篇论文讨论了人力资源管理和信息技术。如今，各种各样的技术已经改变了传统的信息交流模式，创造了一个更加开放、连接和协作的工作场所，这要求人力资源部门迅速适应新的工作场所，并接受新的信息技术。在人力资源管理中使用会话接口的重要性，这将增强信息共享过程和提高生产率。

The aim of this essay is to explore the use of information technology by HR in term of human resource management. This essay will first provide a summary of the new article related to this topic. Based on the content of the news article and other journal articles, the essay will discuss the role of HR professionals in handling human resources issues as well as advantages of applying information technology.

In the new article “Conversational interfaces: The future of employee engagement” written by Prakash Rao, the author talks about how chat-bots and other communication interfaces have changed the workplace and enhanced the employee engagement. There are three major HR issues discussed in the article. First, a variety of technologies have changed the traditional mode of information exchange, creating a more open, connected and collaborative workplace, which requires HR departments to quickly accommodate the new workplace as well as embrace new technologies (Rao, 2008). Following this, the author explains the importance of using the conversational interfaces in human resource management, which will enhance the information sharing process and improving productivity (Rao, 2008). Lastly, the author believes that conversational platforms should focus on improving employee experience and be user-experience oriented in order to maintain employee engagement (Rao, 2008). The three main points in the article provide an insight into the role of HR departments in using advanced technology to increase employee productivity.

According to Mamoudou & Joshi (2014), human resources management have become more and more important and gain attention from individual employers in different organizations.

According to Valverde et al. (2006), HR function is defined as all kinds of managerial actions relating to the organization of work as well as the entry, development and exit of people. Managers of human resources use their competencies to serve the overall corporate objectives (Valverde et al., 2006). Human resources play a more important role in strategic management recently. Managers of human resources have a more strategic position within the organization in order to make a greater contribution to the performance of organization (Mamoudou & Joshi, 2014). In the new article, Rao (2018) argues HR departments play a vital role in business communication within a company. The increasing prominence of HR departments requires manager of human resources to have a quick response to the changing environment in the workplace.

Contrary to the traditional perception that human resources departments do not create direct value, managers of human resources are now regarded as important value creators for a company, creating competitive advantage in business and providing positive outcome for key stakeholders (Stone et al., 2006). According to Ulrich and Brockbank’s model proposed in 2005, there five key roles HR within an organization, which includes strategy partner, functional expert, employee advocate, human capital developer and HR leader. Each role has specific responsibilities. The three roles of HR as functional expert, change agent and employee advocate will be discussed particularly to analyze the arguments of the new article.

According to Ulrich and Brockbank (2005), the responsibility of functional expert is to deliver HR practices. Specifically, the role of “functional expert” includes the use of technologies to improve administrative efficiency (Ulrich and Brockbank, 2005). In the new article, Rao (2018) states that human resource departments need to cope with the various new technologies in the workplace. It is their responsibility to acquire comprehensive knowledge about new technologies and take advantage of these technologies to improve the working efficiency of employees. It is believed that if human resource departments fail to adapt themselves to the new mode of business communication, the companies will lose competitive advantages. “Change agents” are responsible for managing the transformation and the changes of organizations. During the changing process, “change agents” need to use various methods to help employees to adapt to the new situation (Ulrich and Brockbank, 2005). For what Rao (2018) discusses in the article, as the working environment becomes more open and corroborative, employees are faced with challenges of technological shifts and the changes of the change of organization itself. It is important for employees to have access to solutions to cope with changing working environment.

Employee advocate” mainly focuses on meaningful and friendly relationship among employees. HR professionals should understand the need of employees through friendly and useful communication. In the meantime, HR professionals need to provide necessary resources and support to employees, improving the competence of employees for the competitiveness of organization. This explains the reason for human resources departments to use chat-bots and other communication interfaces. Communication interfaces are platforms with advanced cognitive technologies, which efficiently develop precise and customized automated dialogues for employee-related processes. The conversational interfaces can provide 24x7 support for employees from anywhere. The use of conversational interfaces can help HR professionals to better communicate with employees and increase the efficiency of internal communication. With the assistance of the conversational interfaces, employees are able to have a more efficient communication with their coworkers, completing a range of everyday activities with less resources. This could enhance the relationship among employee and boost employee productivity at the same time.

The use of various information technology by HR in the workplace have essential implications for a range of stakeholder including businesses, employees as well as the society. Companies have gone through the rapid business changes during the last decade.

Many companies are faced with the growing competitive pressure on profit, which drives them to improve the efficiency of personnel management in order to reduce the cost.

Companies are also challenged the complex situation on employee management when they are running global business. One important aspect is the time and geographical boundaries, as employees are working in different countries. The use of information technology allows employees in different areas to be connected without the physical present in the same workplace, transcending the time and geographical boundaries. This can enhance the efficiency of business operation and greatly improve the productivities of business. Employees in different areas can communicate freely without traveling around. Companies can reduce the cost of personnel management when the productivity of employees are enhanced. Companies can also improve their business competence and gain competitive advantages.

For employees, information technology can provide a more open and flexible working environment. As employees are considered as the priority of the business success, it is important for them to be comfortable with their working environment. The business development in the global scope also increases the diversity of the workforce. There are a lot of factors, including gender, socio-economic status, geography, influencing the relationship among employees. The diverse value and multi-cultural working environment can generate pressure for some employees. The information technology can help employees to actively participate in communication and improving their relationship with each other. They can gain a better understanding of their coworkers and become more open to different values and cultures. The information technology can also improve the relationship between employees and employers as they are able to communicate more efficiently.

In terms of the general public, people are now living in an information society with the rapid development of digital information and communication technologies. Information technology has profoundly changed the structure of social organizations such as business. The whole society should focus on improving information technology and take advantage of information technology to serve the development of the society. Individuals can benefit from the technology advancement driven by the need of business development. For example, online shopping offers a more convenient way for people to purchase products they need. The popularization of social media allows people to use social media to connect to people in different countries and areas and communicate more efficiently. The essay access to various online courses and lectures provides individuals with opportunities of self-education.

This essay has explored the use of information technology by HR in term of human resource management. The new article “Conversational interfaces: The future of employee engagement” talks about how chat-bots and other communication interfaces used by the HR departments have enhanced the employee engagement and improved the efficiency of the companies. Ulrich and Brockbank’s model is used to explain the various roles of human resources professionals in managing the relationship among employees and help improve employee productivity in term of the use of information technology. The use of various information technology can greatly improve the productivity of companies, improve the relationship employees, and enhance the efficiency of communication in the society.

Reference:

Mamoudou, S. & Joshi, G. P. (2014). Impact of information technology in human resources management. Global Journal of Business Management and Information Technology, vol. 4, no. 1, pp. 33-41.

Rao, P. (2018). Conversational interfaces: The future of employee engagement. The Economic Times. Available at: https://economictimes.indiatimes.com/small-biz/hr-leadership/people/conversational-interfaces-the-future-of-employee-engagement/articleshow/66003369.cms

Stone, D. L., Stone-Romero, E. F., & Lukaszewski, K. (2006). Factors affecting the acceptance and effectiveness of electronic human resource systems. Human Resource Management Review, vol. 16, no. 2, pp. 229-244.

Ulrich, D. &. Brockbank, W. (2005). The HR value proposition. Boston: Harvard Business School Press.

Valverde, M., Ryan, G., & Soler, C. (2006). Distributing HRM responsibilities: a classification of organisations. Personnel Review, vol. 35, no. 6, pp.618-636.

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