Employee Self-Service Portals

2010 ◽  
pp. 1368-1375
Author(s):  
Beverley Lloyd-Walker
Keyword(s):  
Information Technology ◽  
Human Resource Management ◽  
Technology Acceptance ◽  
Human Resource ◽  
Information Flow ◽  
Employment Relationship ◽  
Self Service ◽  
Employee Self Service

This article begins by discussing how the role of human resource management has changed in recent years, and the implications of this for human resource departments. Providing employees with the information they require about their employment relationship is then explored by investigating how information technology can improve the quality of this information flow. The role of employee self-service portals is outlined, covering the range of information they currently provide and the future role of employee self-service portals. Acknowledging that employee acceptance is crucial to the success of employee self-service portals, implementation issues are discussed. Technology acceptance by employees is necessary, and the article ends by discussing this important key to successful employee self-service portal implementation.

Employee Self-Service Portals

2011 ◽  
pp. 327-331
Author(s):  
Beverley Lloyd-Walker
Keyword(s):  
Information Technology ◽  
Human Resource Management ◽  
Technology Acceptance ◽  
Human Resource ◽  
Information Flow ◽  
Employment Relationship ◽  
Self Service ◽  
Employee Self Service

This article begins by discussing how the role of human resource management has changed in recent years, and the implications of this for human resource departments. Providing employees with the information they require about their employment relationship is then explored by investigating how information technology can improve the quality of this information flow. The role of employee self-service portals is outlined, covering the range of information they currently provide and the future role of employee self-service portals. Acknowledging that employee acceptance is crucial to the success of employee self-service portals, implementation issues are discussed. Technology acceptance by employees is necessary, and the article ends by discussing this important key to successful employee self-service portal implementation.

scholarly journals E- HRM Practices in the IT Industry with Special Reference to the State of Karnataka

2019 ◽  
Vol 8 (3S3) ◽  
pp. 249-253
Keyword(s):  
Performance Management ◽  
Human Resource ◽  
Training And Development ◽  
It Industry ◽  
Performance Management Systems ◽  
The Face ◽  
Self Service ◽  
Employee Self Service ◽  
Different Levels

Human resource management is constantly evolving into a technology-based service provider to their employees. In today’s organizations, employees see the face of HR as an Intranet portal rather than a human on the other side. This transformation of Human Resource services through technology is now being coined as E-HRM or electronic human resource. The Use of E-HRM in today’s Organizations, are in many function areas such as training and development, performance management systems, hiring and employee self-service. Organisations who adopt HR technology tools outperform those that do not. Interestingly early on the HR department was the last recipient of IT benefits in any organization, it started from keeping the database of the employees. In the present scenario employees are considered as the strategic partners of the organization and the use of high-end software have changed the face of HR departments and a new term has been coined as E-HRM. This present paper tries to evaluate the role of E-HRM in IT companies and also to measure the acceptance and effectiveness of the same at the different levels of management.

Retirement and organizations: perspectives and challenges for both workers and human resource management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Diogo Henrique Helal ◽  
Cleverson Vasconcelos da Nóbrega ◽  
Tatiana Aguiar Porfírio de Lima
Keyword(s):  
Quality Of Life ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Active Role ◽  
Theoretical Framework ◽  
Content Type

Purpose This paper aims to reflect on retirement, showing its different viewpoints, advocating the need to understand the issue from a procedural and multidimensional perspective, and especially, defending a more active role of human resource management in the process. Design/methodology/approach This paper presents a theoretical framework of retirement, based on a procedural and multidimensional perspective. Findings To study how individuals adapt to retirement permits the discovery, for example, of how they obtain the quality of life after the transition and how they manage the internal and external aspects of the process. Human resource management must treat retirement as a complex and multidimensional phenomenon. This means it should consider retirement not only as a decision but also as a process. Originality/value This essay seeks to reflect on retirement, advocating the need to understand the issue from a procedural and multidimensional perspective, and especially, defending a more active role of human resource management in the process.

scholarly journals Presenting a model for the role of human resource management in the alignment of information technology and business

2021 ◽  
Vol 7 (3) ◽  
pp. 136-148
Author(s):  
Niloufar Noghanian
Keyword(s):  
Information Technology ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Structural Equations ◽  
Qualitative And Quantitative ◽  
Grounded Theory Method ◽  
Main Components ◽  
Qualitative Part

The present study was conducted to present a model for the role of human resource management in the alignment of information technology and business. This study was performed in two parts, qualitative and quantitative, in order to identify the components and present a qualitative model by grounded theory method and test the model by PLS structural equations. Based on the results of the qualitative part, finally 6 main networks, 22 main components and 114 sub-components were identified for the role of human resource management in the alignment of information technology and business. The results of the quantitative part showed that the causal condition with a factor load of 0.533 affects the axial phenomenon. Axial phenomena, contextual conditions and intervening conditions affect strategies with factor loads of 0.326, 0.481 and 0.361, respectively, and strategies with factor loads of 0.839 affect outcomes.

scholarly journals EMPLOYEE PERCEPTION TOWARD THE IMPECT OF INFORMATION TECHNOLOGY IN HUMAN RESOURCE MANAGEMENT

2017 ◽  
Vol 5 (7) ◽  
pp. 298-308
Author(s):  
Vinay Saxena ◽  
Rohit Sharma
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
Information System ◽  
Human Resource Management ◽  
Human Resource ◽  
Resource Information ◽  
Communication Processes ◽  
Main Components ◽  
Role Of It

Human Resource Information technology is a software solution for small to mid-sized businesses to help automate and manage their HR, payroll, management and accounting, recruiting selecting and many others. In the present time the role of IT in HRM is very wide and special An IT in HRM generally should provide the capability to more effectively plan, control and manage HR costs; achieve improved efficiency and quality in HR decision making; and improve employee and managerial productivity and effectiveness. An IT in HRM offers HR, payroll, benefits, training, recruiting and compliance solutions Most are flexibly designed with integrated databases, a comprehensive array of features, and powerful reporting functions and analysis capabilities that you need to manage your workforce. This can give back hours of the HR administrator’s day previously spent attending to routine employee requests. An IT in HRM  also facilitates communication processes and saves paper by providing an easily-accessible, centralized location for company policies, announcements, and links to external URL’s. Employee activities such as time-off requests and W-4 form changes can be automated, resulting in faster approvals and less paperwork. An affordable Human Resource Information System allows companies to manage their workforce through two powerful main components: HR  & Payroll. In addition to these essential software solutions, HRIS offers other options to help companies understand and fully utilize their workforce’s collective skills, talents, and experiences.

SHRM Portals in the 21st Century Organisation

2011 ◽  
pp. 1904-1913
Author(s):  
Beverley Lloyd-Walker ◽  
Jan Soutar
Keyword(s):  
Information Technology ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
21St Century ◽  
Strategic Human Resource Management ◽  
It Systems ◽  
Potential Benefits ◽  
Resource Function

The importance of people to organisational success has been recognised; the implications of this for human resource departments forms the basis for the content of this article. The ways in which information technology has been used to support changes in the human resource function are discussed, leading to an exploration of the role of strategic human resource management portals. The content of strategic human resource management portals is then outlined, and covers the range of information they currently provide and their future role. Finally, issues relating to implementation are addressed. The need for human resource practitioners to develop a greater understanding of technology and its potential benefits is discussed. This article concludes by reiterating the uses made of strategic human resource portals and by acknowledging the need to continue to strive for improvements in the implementation of IT systems.

An Empirical Study of Knowledge and Organizations

2011 ◽  
pp. 49-59
Author(s):  
Andrew Doswell ◽  
Vivien Reid
Keyword(s):  
Information Technology ◽  
Resource Management ◽  
Empirical Study ◽  
Human Resource Management ◽  
Human Resource ◽  
Empirical Investigation ◽  
Postal Questionnaire ◽  
Market Capitalisation ◽  
Role Of It

An empirical investigation into perceptions about the handling of knowledge in organisations. The findings are based on replies to a non-random postal questionnaire based survey. The respondents were the senior human resource management (HRM) and information technology (IT) specialists at the 60 largest Scottish companies (as measured by market capitalisation). The findings in the main confirm both ideas in the literature in general and the findings and conclusions from previous studies including Alavi, and Leidner (1999). In addition some new aspects are reported which can be construed as showing support for the idea of professional groupings holding onto knowledge and for the existence of ambivalence towards the emphasis placed on the role of IT in conducting KM.

PENGEMBANGAN KUALITAS DAN MANAJEMEN SUMBER DAYA MANUSIA PADA BANK SYARIAH

2019 ◽  
Vol 3 (01) ◽  
pp. 8-18
Author(s):  
Anisa Muslima ◽  
Husnul Khotimah Sylvia ◽  
Uswatun Hasanah
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Difficult Problem ◽  
Islamic Banking ◽  
Current State ◽  
Qualitative Descriptive

Bank syariah di Indonesia terus mengalami pertumbuhan baik dari sisi aset, jumlah kantor, jumlah nasabah, dan pangsa Islamic banking in Indonesia continues to experience growth both in terms of assets, the account of offices, the account of costumers, and the market share of islamic banking that exceed 5%. The growth of islamic banking is not followed by adequate human resources both in quantity and quality. Human resources are still a difficult problem for islamic banking now. In the roadmap of islamic banking period 2015-2019 issued to make the Financial Service Authoritz to make human resource issues into things to be resolved. It takes a pattern of human resource management that can create qualified human resources for islamic banking. This paper is qualitative descriptive that will describe the growth of human resources in islamic banking, as well as the important role of Islamic human resource management for human resource in islamic banking. This paper shows the growth of humanresources in islamic banking in the period of December 2016 until Setember 2017 grew bz 2.368%, with the totalhuman resources of islamic banking today as much as 61,389 people. The pattern of Islamic human resource management becomes important for the availability of best quality of human resources in Islamic banking human resource management able to meet the human resource who understand the science of economics and science of  Islamic human resource management covers the entire process of establishing human resource in islamic banking. One of the patterns of Islamic human resource management that is relevant to the current state of islamic banking is Calestial Management. It consist of ZIKR, PIKR and MIKR.pasar bank syariah yang telah melebihi 5%. Pertumbuhan bank syariah tidak diikuti dengan sumber daya manusia yang memadai baik secara kuantitas dan kualitas. Sumber daya manusia masih menjadi maslah yang sulit bagi bank syariah. Pada roadmap perbankan syariah 2015-2019 ang dikeluarkan menjadi Otoritas Jasa Keuangan (OJK) menjadi masalah sumber daya manusia menjadi hal yang harus diselesaikan. Dibutuhkan sebuah pola manajemen sumber daya manusia yang bisa menciptakan SDM yang berkualitas bagi bank syariah. Tulisan ini bersifat kualitatif deskriptif yang akan menguraikan pertumbuhan SDM di bank syariah, serta peran penting manajemen sumber daya manusia islam bagi SDM di bank syariah. Tulisan ini menunjukan adanya pertumbuhan SDM di bank syariah pada periode Desember 2016 sampai September 2017 mengalami pertumbuhan sebesar 2,368%, dengan total SDM bank syariah saat ini sebanyak 61.389 orang. Manajemen sumber daya manusia islami menjadi penting bagi tersedianya SDM bank syariah yang berkualitas baik. Manajemen sumber daya manusia islami mampu memenuhi SDM yang paham akan ilmu ekonomi dan ilmu syariah. Manajemen sumber daya manusia islam meliputi pembentukan SDM di bank syariah. Salah satu pola manajemen sumber daya manusia islam yang relevan dengan kondisi SDM bank syariah saat ini yaitu Calestial Management. Yang terdiri dari ZIKIR, PIKR, dan MIKR.    

scholarly journals The Impact of Strategic Human Resource Management on Institutionalization Process

2017 ◽  
Vol 8 (2) ◽  
pp. 77
Author(s):  
YAVUZ YILMAZ ◽  
HAKAN KITAPCI
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Structural Equation ◽  
Strategic Human Resource Management ◽  
Equation Modeling ◽  
Mediating Role ◽  
The Impact

The purpose of this paper is to examine the mediating role of strategic human resource management between the mechanisms of institutionalization made up institutionalization process and the stages of institutionalization. This issue is researched in the light of data collected through a survey of 125 businesses with human resources department, which are in Kocaeli organized industry region. The assessment of the data is done with structural equation modeling. The analysis shows that strategic human resource management has a positive effect on institutionalization process. The main limitations of this study are the quantity and quality of sample and the number of data that are used in this study. While the researches that examine theoretically the relations between institutional theory and strategic human resource management exist, the hypothesis in this study is analyzed by using empirical data.    

HR Portals as Tools for Relational Resources Management

2009 ◽  
pp. 428-433
Author(s):  
Dino Ruta
Keyword(s):  
Information Technology ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Intellectual Capital ◽  
Resources Management ◽  
Relational Resources ◽  
Hr Function

The aim of this chapter is to present the coevolution of technology and human resource management, considering the role of enabler that information technology (IT) can play in the reconfiguration of the human resource (HR) function. This approach combines theories on activities, competences, and knowledge and follows the concept of intellectual capital (IC), composed by at least three forms of capital, that is, human, social, and organizational (Sullivan, 2000; Youndt, Subramaniam, & Snell, 2004). This chapter focuses on the value that relations have in the organization. For this reason we shift from the concept of human resource management to the concept of relational resource management that is focused on the management of relations among activities, people, competences, and knowledge as a way to increase and maintain the value of intellectual capital. We present the concepts of HR portal and intellectual capital as a way to leverage knowledge contributing to the development of the relational resource management.

Sign in / Sign up

Export Citation Format

Share Document