A New Entrepreneurship Model for Digital Enterprises

2021 ◽  
pp. 43-66
Author(s):  
Fahri Özsungur
Keyword(s):  
Human Resources ◽  
Organizational Climate ◽  
Organizational Performance ◽  
Process Management ◽  
Human Resources Management ◽  
Career Management ◽  
Strategic Human Resources ◽  
Strategic Human Resources Management ◽  
Human Resources Managers ◽  
Career Management System

Career management is an important and up-to-date issue in strategic human resources management. Career management has significant impacts on many topics such as entrepreneurship, leader-employee interaction, increasing competitiveness, organizational climate, application of innovative and creative ideas, the efficiency of organizational decisions, organizational performance and profitability, internationalization, teamwork, project and process management, is a concept regarding entrepreneurship. Career entrepreneurship, which is introduced to literature for the first time, is explained in this chapter. This concept is put forward with the topics of a theoretical framework, career entrepreneurship, digital career management system, entrepreneurial career behavior, ICT-career management, and digital enterprise transformation. In the conclusion section, suggestions are made to provide important insights for human resources managers, leaders, politicians, and academicians.

Influence of Job Relevance, Output Quality, Task Technology Fit, and Privacy Concerns on Human Resources Information Systems Usage

2009 ◽  
pp. 525-531
Author(s):  
Eric Deakins
Keyword(s):  
Information Systems ◽  
Human Resources ◽  
Technology Acceptance ◽  
Human Resources Management ◽  
Strategic Human Resources ◽  
Human Resources Information Systems ◽  
Strategic Human Resources Management ◽  
Human Resources Managers ◽  
Self Service ◽  
Acceptance Model

Since the late 1990s, human resources information systems (HRIS) that exploit inexpensive browser technology have been implemented by companies and public sector organizations alike due to the perceived benefits of such self-service systems, which include: added convenience for employees, simplified approval processes, reduced administration costs, and more time for strategic human resources management (HRM) activities (e.g., Zampetti and Adamson, 2001). Yet despite their growing pervasiveness, it is common that the e-HRM is underused by employees in many organizations (Gevity, 2005). The purpose of this article is to offer insights that will help system developers and human resources managers to design and introduce user-accepted e-HRM systems. The remainder of this article is organized as follows: Following a review of information technology usage behavior, an augmented technology acceptance model suitable for studying e-HRM use is proposed. An empirical study of e-HRM user behavior is then presented and the findings discussed. The article concludes with future trends, implications for academics and practitioners, and study limitations.

Strategic Human Resources Management in Nonprofit Organizations

2011 ◽  
Vol 31 (3) ◽  
pp. 248-269 ◽  
Author(s):  
Chao Guo ◽  
William A. Brown ◽  
Robert F. Ashcraft ◽  
Carlton F. Yoshioka ◽  
Hsiang-Kai Dennis Dong
Keyword(s):  
Human Resources ◽  
Nonprofit Organizations ◽  
Human Resources Management ◽  
Resources Management ◽  
Strategic Human Resources ◽  
Strategic Human Resources Management

Trends and Issues in Strategic Human Resources Management

2020 ◽  
pp. 17-41
Author(s):  
Abraham Pius ◽  
Husam Helmi Alharahsheh ◽  
Saikou Sanyang
Keyword(s):  
Human Resources ◽  
Planning Process ◽  
Human Resources Management ◽  
Workforce Planning ◽  
Technological Advancement ◽  
Future Planning ◽  
Strategic Human Resources ◽  
Current Trends ◽  
Strategic Human Resources Management

The key function of human resources will continue to play a key role in the process of firms' future planning. The chapter has highlighted, discussed, and explored key activities at the strategic levels of human resource management and planning including introductory comments and definitions of current understanding of HRM, the flexible firm, HRM planning and its benefits, HRM planning at the strategic levels, the role of individuals within their wider teams and organisations, and the development of technological advancement and its reflection in the planning process for HRM leading to further embedding of virtual aspects and activities. Furthermore, the chapter also included current practices of outsourcing and different key stages of workforce planning. The chapter aimed to enhance application by providing several practical discussions and case studies reflecting current trends in HRM at a strategic level.

Sign in / Sign up

Export Citation Format

Share Document