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HR Technology as Competitive Advantage: The Good and The Bad

Transforming the role of human resource (HR) from being operation-focused to more strategically oriented has long been an aspiration for the HR community. One of the main driving forces to afford this transformation is argued to be the adoption of IT human resource management (e-HRM) .The prominence of information technology (IT) has grown substantially in recent years, and IT usage is pervasive in organizations’ Human Resource (HR) activities. IT advances in this area are being driven primarily by strong demands from HR professionals for enhancement in speed, effectiveness, and cost containment, and combining knowledge management, organizational culture, and intranets to create virtual HR development. bringing IT advances into HR increasingly calls for an integration of diverse expertise, interdisciplinary comprehension, and modernization of the HR profession. IT competencies will affect the outcome of IT investments and have an impact on HR roles. It implies that the traditional HR competencies are not obsolete but rather must be supplemented with IT competencies. Regrettably, in the areas of HR and IT, rigorous empirical studies are uncommon, and few studies have addressed the associations among IT, HR, and performance. Although IT is often considered a driver of change within HR, little attention has been paid to what kinds of IT competencies and HR competencies could predict the job performance of different HR roles. This article intends to discuss about the advantage and disadvantage regarding HR technology in organizations.

SOCIAL MEDIA McKinsey estimates that the economic impact of social media on business could exceed $1 trillion, most of which is gained from more efficient communication and collaboration within and across Suzanne Rivard was the accepting senior editor for this paper. Brian Butler served as the associate editor. organizations (Chui et al. 2012). The impact of social media on and for organizations, therefore, represents an important area for information systems research. Exploring the implications of social media for social network analysis is a fruitful place to begin theorizing the unique implications of social media for organizations. The four features of social media we examine in this paper introduce opportunities and capabilities not available in traditional online or offline social networks and infuse them with meanings that differ from those of more traditional networks. We pursue two fundamental objectives in this article. First, we apply a typology of social network research developed by Borgatti and Foster (2003) to the four key features of social media networks identified by boyd and Ellison (2007). The result is a framework for beginning to think about the unique implications of social media for organizational theory. Second, this framework highlights four key points of inter- section that represent important differences between tradi- tional social network research and social media, highlighting novel areas of inquiry for IS researchers. We conclude by posing several distinct questions for future research at each of these points of intersection. The result is a theoretically grounded agenda for social media research that we hope will both inspire researchers to investigate these questions as well as provide a reference to facilitate publication of social media research across multiple disciplines.

E-LEARNING This kind of studying also leads to a higher quality of professors’ work, as they have to observe students’ work on a daily basis. Furthermore, at the end of each semester the professor’s work is always evaluated by both students and the supervisor, who oversees all posts, comments, questions, and overall activities and the professor’s work quality. Unless he/she receives good grades and recommendations, it is not possible for them to carry on their work and sign a new contract with the faculty. This highly motivates professors to invest into their knowledge and their work with students.  Estimates show that online faculties earn 17.6 billion US$ annually, which is four times more than traditional faculties.  Although the popularity of online learning has been on an increase worldwide, many traditional faculties use extensive e-learning, i.e. they use it as a supplement to traditional ways of learning, and few are willing to organize exclusively independent online programs. This is particularly characteristic of faculties with the highest rankings. They are reluctant to abandon the traditional teaching ways and are not so keen to invest money into new programs and new technologies required to support online programs

HR software In knowledge based industry like the software services, where performance outcomes are not essentially in terms of sales targets achieved or volume of goods produced, challenges seem to multiply. Software development work relates to transforming business information and knowledge into software products/services, requiring collaborative effort by cross-functional teams of knowledge workers and often involves high degree of experimentation with different analysis, strategy, priorirization, innovation and adaptability requirements for customization of software products/services (Moran, 2010). Knowledge workers with their high level abstract reasoning and cognition to synthesize and communicate new perspectives for effective solutions/processes (Stamps, 1996) possess skills that are in high demand, prefer work autonomy and resist traditional command and control culture while dealing with work related problems/issues (Kinnear and Sutherland, 2000). Managing performance of knowledge workers, thus, has been said to involve various intricate challenges and practitioners (e.g., Johnson, 2006; Lawrence, 2009; Moran, 2010, etc.) have suggested various ways to overcome them. While, designing and implementing a PMS for managing performance of knowledge workers has its own complexiries, the software services industry, has its own peculiarities