Description
Book SynopsisThe HRM field is entering smart businesses where the human, digital and high-tech dimensions seem to increasingly converge, and HRM needs to anticipate its own
smart future. Technological developments and interconnectedness with and through the Internet (often called the “Internet of Things”) set new challenges for the HRM function. Smartness enacted by HRM professionals – notions of “smart industries”, “smart things” and “smart services” – all put new pressures on strategic HRM. Since the 1990s, organisations have increasingly been introducing electronic Human Resource Management (e-HRM), with the expectation of improving the quality of HRM and increasing its contribution to firm performance. These beliefs originate from ideas about the endless possibilities of information technologies (IT) in facilitating HR practices, and about the infinite capacity of HRM to adopt IT. This book focuses on the progression from e-HRM to digital (
d-HRM) – towards smart HRM. It also raises several important questions that businesses and scholars are confronted with: What kind of smart solution can and will HRM offer to meet the expectations of the latest business developments? Can HRM become
smart and combine digitisation, automation and a network approach? How do businesses futureproof their HRM in the smart era? What competences do employees need to ensure businesses flourish in smart industries? With rapid technological developments and ever-greater automation and information available, the HRM function needs to focus on non-routine and complex, evidence-based and science-inspired, and creative and value-added professionally demanding tasks.
Trade ReviewResearchers from Europe and North America present 12 chapters on electronic human resources management (HRM), focusing on its progression towards smart human resources management in which the human, digital, and high-tech dimensions converge. They consider the concept of electronic human resources management, academic and business achievements in the field, and recent developments. They examine the kind of electronic, digital, and strategic human resources management companies need; what kind of smart solutions human resources management can offer to meet the latest business developments; whether it can become smart and combine digitization, automation, and a network approach; the impact of new technologies on employment management; how businesses futureproof their human resources management in the smart era; the competences employees need to ensure businesses grow in smart industries; and how research in the field should respond to these changes. Chapters discuss the factors driving the adoption of cloud-based human resource information systems; the degree of digital innovation in human resources practices in the Irish hotel industry; the diffusion trajectory of human resources analytics in the US; how a smart workforce management system can create value for an organization; the use of social media in recruitment; the relationship between information technology and strategic and electronic human resources management in manufacturing companies; electronic human resources management in multinational corporations; challenges faced using electronic human resources in Australia; job design challenges in smart industry; the role of human agency in electronic human resources management research; and the effects of digitization on the profession. -- Annotation ©2017 * (protoview.com) *
Table of ContentsEditorial. Electronic HRM in the Smart Era; Tanya Bondarouk, Huub Ruёl, and Emma Parry Chapter 1. An investigation of the factors driving the adoption of cloud based Human Resource Information Systems by Small and Medium Sized Businesses; Richard Johnson and Kristina Diman Chapter 2. Assessing the degree of Human Resource innovation – an exploratory analysis of Irish hotel corporations; Stefan Jooss and Ralf Burbach Chapter 3. HR analytics: here to stay or short lived management fashion?; Janet Marler, Felippe Cronemberger, and Carson Tao Chapter 4. EHRM systems in support of ‘Smart’ workforce management: An exploratory case study of system success; Kathleen McDonald, Sandra Fisher, and Catherine Connelly Chapter 5. Professional and non-professional social networks as a recruitment tool: The impact on job seekers’ attraction and intention to apply; Francesca Mochi, Rita Bissola, and Barbara Imperatori Chapter 6. Aligning the e-HRM and strategic HRM capabilities of manufacturing SMEs: A ‘gestalts’ perspective; François L'Écuyer and Louis Raymond Chapter 7. Aiming for strategic e-HRM: motives and consequences of e-HRM implementation in a MNC; Jukka-Pekka Heikkilä, Yuqin Feng, and Olga Rentto Chapter 8. e-HRM challenges: an Australian perspective; Arnela Ceric Chapter 9. Smart Industry research in the field of HRM: resetting Job Design as an example of upcoming challenges; Milou Habraken and Tanya Bondarouk Chapter 10. What about agency in e-HRM research?; Johan Gregeby and Mårten Hugosson Chapter 11. The Changing Role of Social Media at Work: Implications for Recruitment and Selection; Peter Holland and Debora Jeske Chapter 12. The dis-app-earance of HRM The impact of digitization on the HRM profession; Ineke van Kruining
