Is Organizational e-Democracy Inevitable? The Impact of Information Technologies on Communication Effectiveness

In this chapter, we consider the relationships between social identity and e-democracy in organizations that exist in the constantly changing global business and technological environment. We also consider the inevitability of organizational e-democracy in organizations undertaking information technology (IT) changes, the technology at the base of e-democracy. Through an examination of employees’ experiences of change, we investigate their perceptions of changes in effective communication during major organizational change implementation in a hospital context. While the changes were far reaching, we mainly focus on the introduction of information and communication technology (ICT). We use an empirical examination of an Australian public hospital’s IT change experience as the backdrop to assess the accuracy of the statement that there is an improvement in the autonomy within organizations as a result of IT changes. We discuss our findings in light of the implications that arise for HR practitioners.

Keeping Up with the Corporate University

The number of corporate universities is increasing by leaps and bounds, and the role of corporate universities is rapidly evolving and becoming more tightly integrated with an organization’s strategic planning and assessment. How can HRM faculty and practitioners keep their respective curricula and organizations up to date? The first section of this chapter provides an overview of the current corporate university landscape, discussing the three major factors that influence both their growth and their role in organizations: strategy and human resources, knowledge management, and technology and e-learning. The second section includes an annotated compendium of key resources in each of these areas, especially Internet resources.

Social Networking Mapping Software

Recent developments in social network mapping software have opened up new opportunities for human resource management (HRM). In this chapter we discuss how social network mapping information may provide critical inputs to managers for increasing the effectiveness of their HRM programs.

Managing and Practicing OD in an IT Environment

This chapter introduces a framework for improving success in information technology (IT) projects by leveraging the organization development (OD) practitioner’s expertise in fostering cooperation and learning in teams. It argues that IT project failure can be addressed and prevented by building teams that anticipate and recover from issues of communication, goal clarity, and internal support. The author intends this framework to provide a foundation for OD practitioners and IT project teams to engage the domain knowledge of each in order to successfully execute projects that are cooperative, focused on improvement through learning, and ultimately dedicated to more productive outcomes for the organizations they serve.

Integrating Handheld Computer Technology into HR Research and Practice

Current theory, applications, and future opportunities for the utilization of handheld computer technology in HR research and practice are presented in this chapter. Empirical research findings on the use of handheld computers for passive collection of workplace data and as a platform for electronic diaries are presented. Potential applications of handheld computers for HR practice are also presented. Finally, current issues and opportunities concerning integration of handheld computer technology into HR research and practice are discussed.

Human Resource Portals and the Protean Career

This chapter discusses the role of human resource portals in the management of the protean career. A protean career is a career that is frequently changing due to both changes in the person’s interests, abilities, and values, and changes in the work environment. The chapter develops a three-factor model, which contends that three types of variables (individual attributes, characteristics of the human resource portals, and organizational factors) influence the effective use of Web-based human resource services. The model also argues that the effective use of Web-based human resource services plays an important role in the management of the protean career since employees act as free agents, responsible for their own career advancement opportunities. The three-factor model has implications for research and practice for both employees and employers.

Web-Based Organizing in Traditional Brick-and-Mortar Companies

This chapter introduces the notion of how old-economy brick-and-mortar firms are adapting their HRM policies and practices and the roles of their HR departments in light of newly introduced Web-based business-to-business transaction practices. It argues that the Internet has introduced three new business models in old-economy companies: the Internet as a marketplace, the Internet as a supply chain integrator, and the Internet as a catalyst for business model redefinition. These innovative ways of organizing are providing HR with opportunities to rise to new challenges and increase their added value to the firm.

E-Learning Strategies of Italian Companies

The chapter gives a contribution to the understanding country-specific e-learning models, focusing on the e-learning experience of Italian companies in the pharmaceutical and banking industries. The chapter analyzes the antecedents of a corporate e-learning adoption process, asking whether it is forced by the rational search for economic benefit, or by bandwagon pressures, whereby companies are more interested in their reputations. The chapter also aims at understanding how companies are implementing e-learning, analyzing the most important features of the e-learning strategies: users, contents, infrastructures, and services and supports. After having discussed the result of the research conducted on a document analysis, a survey, some interviews, and two in-depth case studies, the emerging B2E strategy for e-learning is explained. In the conclusions the main issues related to the e-learning processes in the Italian companies are summarized, and the research methodology and the possible future research lines are discussed.

Employee Self-Service HR Portal Case Study

A number of Australian companies have realized the relative quick gains with low associated risks that can be achieved through the business-to-employee (B2E) model. Employee Self Service (ESS) is a solution based on the B2E model and it enables employee access to the corporate human resource information system. This chapter looks at the development of a human resources (HR) ESS portal and presents the findings of a case study of three Australian organizations that have implemented an ESS portal. A model depicting portal maturity is presented and analysis shows that ESS portals can be categorized as first generation with an “Access Rich” focus, second generation with a “Collaboration Rich” focus, or third generation with an “Application Rich” focus. The information and process focus of the ESS portal of three organizations will be presented and will be used to place the organization into the portal development model proposed by Brosche (2002).

E-Recruiting

Since the mid-1990s, a number of e-recruiting methods such as job boards, corporate career Web sites, and e-recruiting consortia have been introduced into the labor market. Recruiting through the corporate career Web site has been touted as the most efficient and cost-effective recruiting method among them. While most large and medium-sized organizations have deployed corporate career Web sites, many of them have failed to achieve the maximum benefits because they do not have the appropriate e-recruiting practice in place. After identifying six categories of e-recruiting sources, this study analyzes the corporate career Web sites of the Fortune 100 companies. Thirty-three attributes that characterize the corporate career Web sites were identified, named, and analyzed around four major categories: recruiting methods, job search tools, job application tools, and information on organizational attributes.