human-resource-management.pdf

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TeAMYYePGDigitally signed by TeAM YYePGDN: cn=TeAM YYePG, c=US, o=TeAMYYePG, ou=TeAM YYePG,email=yyepg@msn.comReason: I attest to the accuracy andintegrity of this documentDate: 2005.01.21 04:08:29 +08'00' e-Human ResourcesManagement:Managing Knowledge PeopleTeresa Torres-CoronasUniversitat Rovira i Virgili, SpainMario Arias-OlivaUniversitat Rovira Virgili, SpainHershey • London • Melbourne • SingaporeIDEA GROUP PUBLISHING Acquisitions Editor: Mehdi Khosrow-PourSenior Managing Editor: Jan TraversManaging Editor: Amanda AppicelloDevelopment Editor: Michele RossiCopy Editor: Maria BoyerTypesetter: Jennifer WetzelCover Design: Lisa TosheffPrinted at: Yurchak Printing Inc.Published in the United States of America byIdea Group Publishing (an imprint of Idea Group Inc.)701 E. Chocolate Avenue, Suite 200Hershey PA 17033Tel: 717-533-8845Fax: 717-533-8661E-mail: cust@idea-group.comWeb site: http://www.idea-group.comand in the United Kingdom byIdea Group Publishing (an imprint of Idea Group Inc.)3 Henrietta StreetCovent GardenLondon WC2E 8LUTel: 44 20 7240 0856Fax: 44 20 7379 3313Web site: http://www.eurospan.co.ukCopyright © 2005 by Idea Group Inc. All rights reserved. No part of this book may be repro-duced in any form or by any means, electronic or mechanical, including photocopying, withoutwritten permission from the publisher.Library of Congress Cataloging-in-Publication Datae-Human resources management : managing knowledge people / Teresa Torres-Coronas,Mario Arias-Oliva, editors. p. cm.Includes bibliographical references and index.ISBN 1-59140-435-5 (h/c) -- ISBN 1-59140-436-3 (s/c) -- ISBN 1-59140-437-1 (eISBN) 1. Personnel management. 2. Information technology--Management. 3. Knowledgemanagement. I. Torres-Coronas, Teresa, 1966- II. Arias-Oliva, Mario, 1968-HF5549.E14 2005658.3'00285'4678--dc22 2004016385British Cataloguing in Publication DataA Cataloguing in Publication record for this book is available from the British Library.All work contributed to this book is new, previously-unpublished material. The views expressed inthis book are those of the authors, but not necessarily of the publisher. As we were writing this preface, Madrid went through one of theworst days in its history. This is why we want to dedicate thisbook to the memory of those who are no longer with us, to thememory of those who lost their lives in the bomb attack on a trainin Madrid on March 11, 2004. They were going to work, strugglingto balance work and life; they were part of our human capital;they were inimitable, irreplaceable, and very special assets…theyshould be here.Dedication E-Human ResourcesManagement:Managing Knowledge PeopleTable of ContentsPreface . viiSECTION I: THE CUTTING-EDGE IN HRMChapter I.Web-Based Organizing in Traditional Brick-and-Mortar Companies:The Impact on HR . 1Jaap Paauwe, Erasmus University Rotterdam, The NetherlandsElaine Farndale, Erasmus University Rotterdam, The NetherlandsRoger Williams, Erasmus University Rotterdam, The NetherlandsChapter II.Integrating Handheld Computer Technology into HR Research andPractice . 31Scott A. Davies, Hogan Assessment Systems, USARobert F. Calderón, Caliber Associates, Inc., USAChapter III.Social Network Mapping Software: New Frontiers in HRM 68Mousumi Bhattacharya, Fairfield University, USAChristopher Huntley, Fairfield University, USA SECTION II: REDESIGNING HR ADMINISTRATIVE PROCESSESChapter IV.E-Recruiting: Categories and Analysis of Fortune 100 CareerWeb Sites . 86In Lee, Western Illinois University, USAChapter V.Employee Self-Service HR Portal Case Study: Access, Content,& Application . 101Andrew Stein, Victoria University, AustraliaPaul Hawking, Victoria University, AustraliaChapter VI.Human Resource Portals and the Protean Career: A Three-FactorModel . 122Constant D. Beugré, Delaware State University, USASECTION III: E-LEARNING STRATEGIESChapter VII.Keeping Up with the Corporate University: Resources for HRMFaculty and Practitioners . 144Pamela D. Sherer, Providence College, USATimothy Shea, University of Massachusetts Dartmouth, USAChapter VIII.E-Learning Strategies of Italian Companies 171Anna Comacchio, University of Ca’ Foscari, ItalyAnnachiara Scapolan, University of Ca’ Foscari, ItalySECTION IV: MANAGING IT AND ORGANIZATIONAL CHANGESChapter IX.Is Organizational e-Democracy Inevitable? The Impact ofInformation Technologies on Communication Effectiveness 206Bernadette M. Watson, University of Queensland, AustraliaGavin M. Schwarz, University of New South Wales, AustraliaElizabeth Jones, Griffith University, Australia xand what information is generated by social network mapping software (SNMS).They classify the functionality offered by SNMS in the categories of datacollection, descriptive modeling, and decision support. They also discuss howeach of these functions provides information relevant to different HRM func-tions.Section II, Redesigning HR Administrative Processes, explains how someHRM functions, such as e-recruitment and developing appropriate systemsfor employee relationships, are being implemented in the knowledge era.As hiring qualified employees is a critical organizational decision in the knowl-edge-based economy, In Lee, in his chapter E-Recruiting: Categories andAnalysis of Fortune 100 Career Web Sites, analyzes the corporate careerWeb sites of the Fortune 100 companies. He identifies 33 attributes that char-acterize corporate career Web sites and groups them into four major areas:recruiting methods, job search tools, job application tools, and information onorganizational attributes. Knowing how other organizations are using Websites to recruit their human capital is a first step towards finding breakthroughideas for one’s own organization.In the next chapter, Employee Self-Service HR Portal Case Study: Access,Content, & Application, Andrew Stein and Paul Hawking examine the de-velopment of the human resources (HR) ESS portal. Without any doubt, theadded value in this chapter consists of the case studies of three Australianorganizations that have implemented an ESS portal. The authors show theinformation and process focus of these organizations’ ESS portals, which areused to place the organizations into Brosche’s (2002) portal developmentmodel.Focusing on the development of human resources, Constant D. Beugré’s chap-ter, Human Resource Portals and the Protean Career: A Three-FactorModel, develops a three-point model (individual attributes, characteristics ofthe human resource portals, and organizational factors) to describe the fac-tors in the effective use of Web-based human resource services. On the basisof this model, he argues that the effective use of Web-based human resourceservices plays an important role in the management of the protean career.As organizations have started to recognize e-learning as having the power totransform the performance, knowledge, and skills landscape (Gunasekaran,McNeil, & Shaul, 2002, p. 44), Section III, E-Learning Strategies, concen-trates on the e-training and e-learning world.Pamela D. Sherer and Timothy Shea, in their chapter Keeping Up with theCorporate University: Resources for HRM Faculty and Practitioners, dis- PrefaceviiAim of This BookIn 1998, a highly innovative film, Antz, directed by Eric Darnell and Tim Johnson,was released. In the first scene of the movie, Ant Z 4195 is talking to hispsychoanalyst and saying:“…and my job, don’t get me started on, cause it really annoys me…I feelphysically inadequate, I, I, my whole life I’ve never been able to lift 10times my own body weight and when you get down to it, handling dirtis…yuck, you know is not my idea of a rewarding career. It’s this wholegung-ho super-organism thing that I, I, you know I can’t get, I try but Ican’t get it. I mean you know, what is it, I’m supposed to do everythingfor the colony, and what about my needs, what about me? I mean I gottabelieve there’s someplace out there that’s better than this! Otherwise I’djust curl up in a larva position and weep! The whole system out there justmakes me feel .insignificant!”Z 4195 is striving to reconcile his own individuality with the communal workof the ant colony. Our unhappy and depressed ant is working for a traditionalhierarchical organization, where people are not treated as valuable assets andIT systems are not yet implemented. Even worse, he is currently working foran organization that may have neither examined people management prac-tices, nor made a real connection between people and organizational perfor-mance. While this behavior is still prevalent in many of today’s companies, weare presenting a book about e-HRM, about how IT is changing traditionalHRM functions, about how e-HRM practices are implemented. Could this bea paradox? We hope so, because as Junipier (1996) pointed out: “Paradox is viiian excellent creativity facilitator; it delivers a seismic jolt to dominant ideas,themselves the most efficient suppressor of original thinking” (p. 19). We needcreative facilitators to develop the new e-HRM landscape.The above presents one of our oldest concerns about managing people: Mostorganizations are far from considering people as their most important asset.They are also far from applying common sense practices such as those to befound in Pfeffer’s book, The Human Equation (Harvard Business SchoolPress, 1996). These organizations are now entering the knowledge era, usingIT solutions to solve their old HRM problems in one out of 10 cases, and in anuncreative way. Those in the world of HRM are being accused of living in anivory tower, managing the human side of their organizations in ways that lackrelevance in the new information era. The impetus for the HRM change comesfrom recognition of recent developments in the HRM profession and a real-ization that current practices do not reflect those changes, especially thoseconcerning IT strategies. The problem often results in policies, practices, andstrategies that may be outdated.Organizations are progressively incorporating ITCs into their processes, usingdifferent tools and solutions. These tools are applied in a wide variety of ways(i.e., manufacturing resource planning, office automation, computer-supportedcooperative work, distributed teams, supply chain, enterprise-wide resourceplanning, or virtual integration). The entry into service of the first high-capac-ity transatlantic cable in 1956 and the launch of Sputnik in 1957 marked thebeginnings of the era of global information exchange. In 1956, for the firsttime in history, the number of white-collar workers exceeded that of blue-collar workers (Naisbitt, 1984).The factor we would stress in this growth in TICs is not the increase in theamount, capacity, or inter-connectivity of technology in organizations. Thestrategic key lies in the organization’s ability to integrate these technologiesinto their current business processes, and also in their ability to reorganize thesaid processes (Orlikowski, 1999, p. 3). And this is what this book is allabout.Content of This Booke-HRM: Managing Knowledge People responds to the challenge of docu-menting recognizable, innovative, and creative approaches to e-HRM. Its aimis to define and carry forward the debate in a complex and versatile matter. ixFuture research will continue the process of clarifying and documenting theevolution of e-HRM. In the meantime, however, human resources manage-ment researchers, faculty, practitioners, and consultants may find the ideasand experiences offered in this book genuinely helpful and illuminating.This book is presented in four sections — the first intended to be more gen-eral in nature, the following three devoted to specific aspects of the HRM fieldin the new information era. Section I, The Cutting-Edge in HRM, presents anoverview of how ITCs are modifying general HRM processes and functions.This is the aim of the first three contributions.In the first chapter, Web-Based Organizing in Traditional Brick-and-Mor-tar Companies: The Impact on HR, Jaap Paauwe, Elaine Farndale, andRoger Williams, based mostly on their personal experience, focus on how oldeconomy organizations are developing new business models. These modelsare changing both customers’ and suppliers’ relationships with the organiza-tion and, of course, e-commerce strategy as a whole. With these new modelsbeing implemented, the potential implications for HRM need to be explored.The effects of Web-based organizing in HRM, including workers’ selection,training and development, learning, trust-building within an organization, andknowledge sharing, among others, are discussed. One relevant conclusion oftheir analysis is that “internal improvements, necessary for the successful trans-ference of business to the Internet, will enable the HR function to justify itsexistence in financial terms.”Scott A. Davis and Robert F. Calderón, in their chapter Integrating HandheldComputer Technology into HR Research and Practice, present potentialapplications of handheld computers for HR practice and research. They an-ticipate major improvements and widespread implementation of wireless net-works with resulting implications for worker mobility, availability, and com-munication. These factors will impact work planning, schedules, conductingmeetings, organizational data sharing, and an optimum balance between workand life. Their model, which integrates empirical research and practicalknowledge, will be useful for those researchers and practitioners eagerto explore handheld computer technology applied to strategic HR plan-ning and management.Mousumi Bhattacharya and Christopher L. Huntley’s chapter, Social Net-work Mapping Software: New Frontiers in HRM, discuss the connectionsbetween social network mapping software and the effectiveness of HRM pro-grams. Their study is based upon research into social networks and the ef-fects of these networks on both business processes and HRM. The authorsclearly show the uses of information on social networks in HRM processes