Technology and Managing People PA 111

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Technology and Managing People PA 111

  1. 1. TECHNOLOGY AND MANAGING PEOPLE: KEEPING THE HUMAN IN HUMAN RESOURCESBy: CHERRYLYN R. ROYECA PA 111 Management Information System
  2. 2. THE USE OF THE MODERN-DAY TECHNOLOGYIN MANAGING PEOPLE……..
  3. 3. TECHNOLOGY  the making, usage and knowledge of tools, machines, techniques, crafts, sy stems or methods of organization in order to solve a problems or perform a specific function,(Wikipedia, accessed: Feb 4, 2012).
  4. 4. IMPACT OF TECHNOLOGY IN HUMANRESOURCES
  5. 5. HUMAN RESOURCES are the people working for and with the organization including the board, top management, consultants or resource persons, middle management, rank and. file.(Perla Legaspi, 1999)
  6. 6. TECHNOLOGY MANAGEMENT  the integrated planning, design, optimization, operati on and control of technological products, processing and services;  the management of the technology for human advantage. (Wikipedia, accessed, Feb. 4, 2012))
  7. 7. TECHNOLOGY IS EITHER DESTROYING US, ORMAKING US GREAT…..
  8. 8. TECHNOLOGY ALTER THE TRADITIONAL WAYSOF ACCOMPLISHING WORK.o distance communication techniques that allow e-mail, virtual teams and video conferencingo worker rarely come to workplaceo there is more often mismanagement of peopleo prevents the organization from realizing the full potential of technological innovationo organization fear of losing control over employeeso employees have unrealistic expectations. (Snell and Dean, 1992)
  9. 9. INFORMATION TECHNOLOGY HAS PORTRAYED SIGNIFICANT ROLE IN JOB FUNCTIONS….. Information Technology it is concerned with technology to treat information, the acquisition , processing, storage and dissemination of vocal, pictorial, textual and numerical information by a microelectronics as based combination. (Wikipedia,accessed: Feb. 4, 2012)
  10. 10. IMPACT OF INFORMATION SYSTEMS ANDMODERN TECHNOLOGY IN HUMANRESOURCES AS REGARD TO:  VALUES  STAFFING  TRAINING AND COMPETENCIES  MENTORING  SOCIAL SUPPORT  CAREER OUTCOMES  FAMILY ADJUSTMENT
  11. 11. VALUES computerized jobs may increase productivity, but at the same time it can degrade the lives of employees because of isolation experienced by telecommuters who work at a distance from the organization, decrease satisfaction and involvement with work. ( Kraut et al, 1989) But MacDuffie and Krafcik, 1992, individuals enjoyed more flexible work arrangement and related to high commitment or high performance, thus building worker skills and reducing status barriers between managers and workers.
  12. 12. TRAINING AND COMPETENCIES  firms that provide their members with high technology tools for performing their jobs ( desktop, video conferencing systems, collaborative software systems, virtual teams) should implement mastery training on the technology.(Townsend et al., 1998)  technology can reduce the time needed for labor- intensive task; but can increase the need for effective communication and interpersonal skills.  Need training that focuses on teamwork and interpersonal skills for the information technology worker ;…(Susman and Walton,1987)
  13. 13. STAFFING individuals who hold this job are variously, self-motivated, task- oriented, risk-seeking and posses high needs of autonomy and low needs for affiliation. Person involved with virtual teamwork should be patient, persistent, high tolerance and flexible as described by Zeleny, 1998.
  14. 14. MENTORING -mentoring relationships have proven to be the key to a number of desirable outcomes in the organization., greater career mobility and opportunity, higher promotion rate,(Scandura 1992; Stumpf and London, 1981). Telecommuters miss out spending social time with others in an organization, impending their opportunity to establish mentor contacts, (Cooper et al.,1999).
  15. 15. SOCIAL SUPPORT Providing social support in the form of employee involvement practices , inclusion in office meetings, social events, and distribution lists, membership in professional organization may minimize the potential loss of social –professional networks that can be incurred by distance workers, (Hamilton, 1987).
  16. 16. CAREER OUTCOMES -Worker experience a sense of isolation, greater turnover and reduced career opportunities . Researchers suggest highly selective staffing practices, adequate training and orientation , and attention to career planning as means to diminish the effects of isolation, (Black et al., 1991)
  17. 17. FAMILY ADJUSTMENT One of the attraction using technology to facilitate remote work is the potential to smoothly integrate job duties to one’s family life. Positive aspects of doing telework may include the ability to care for children or elders, to be available in case of illness or emergency; To work during one’s own personal peak hours whether early morning or late night To balance home responsibilities and work. - (Hill et al., 1998)
  18. 18. CONCERNS AND FEEDBACK OF TECHNOLOGY –DRIVEN WORKPLACE AS CITED BY SHAMIR ANDSOLOMON, 1985. Distance workers may receive decreased feedback from supervisors, Process issues (which can be critical in customer- service settings ) may be neglected in favor of emphasis on an outcome orientation, The developmental quality of supervisor-employee relationships may deteriorate if distance technologies de-emphasize face-to-face interaction. Therefore, the organizations and individuals benefit greatly from increased emphasis on developmental appraisals and personal interactions between supervisors and employees.
  19. 19. CREATE YOUR OWN TECHNOLOGY….FOR THEBETTER. THANK YOU
  20. 20. REFERENCES:1. Erwin A. Alampay, 2003. Management of Information and Knowledge for Public Administrators.2. Janice S. Miller and Robert L. Cardy, 2000. Journal of Labor Research, Vol. 21, Issue 3.3.Perla E. Legaspi, 1999. Human Resource Development4. Wikipedia,a free Encyclopedia; internet accessed: February 4, 20125. IT pictures, internet accessed : February 4, 2012

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