This document summarizes the skills needed for IT professionals in Kenya. It finds that both technical and soft skills are important, with ethics, communication, and business skills being especially critical for both entry-level and mid-level employees. There are also skills gaps in Kenya, particularly in software development and project management. Developing IT skills is important for Kenya's growing economy and digital transformation, but better data and collaboration between education and business is still needed to understand skills demands.
This literature review summarizes existing research on e-leadership. The review found that while the goals of leadership have not changed, e-leadership requires implementing those goals electronically with virtual teams dispersed over space and time. E-leadership provides new opportunities like improved communication and talent utilization, but also challenges like developing trust remotely. Effective e-leaders require skills like inspiring teams electronically and conveying enthusiasm virtually. Research on e-leadership examines topics such as required skills, virtual team structures and technology support.
Organizations should address three core issues when implementing IT projects: organizational readiness, the specific projects, and the technologies. However, over 70% of projects fail due to insufficient focus on organizational readiness. The Business Value of IT Framework assesses organizational readiness across three layers - the deeper reality of culture and structure, surface-level manifestations, and the IT consequences. It examines seven factors of the organizational context to understand issues. Three levers of the framework - purpose, alignment, and maturity - are mapped to identify the organization's position and plan improvements. Coeus Age then provides advisory services including readiness assessments, project support, and technology roadmaps. The lead consultant, Kapil Dev Singh, has over 20 years of research experience developing the
Investigating the Influence of E-HRM Practices on Organizational Performance:...Dr. Amarjeet Singh
Electronic Human Resource Management (E-HRM) came into existence as a result of the evolution of new technology and it leads to eliminating the administrative burden on HR professionals. Financial institutions are the heart of the financial stability of the economy. Nowadays most financial institutions are widely adopting E-HRM practices in order to achieve sustainable competitive advantage. However, it has been observed that there is a lack of empirical studies regarding this phenomenon in the Sri Lankan context. The main contribution of this study is to enrich the knowledge and investigate the impact of E-HRM practices on organizational performance under the mediation role of organizational agility. Thus, the study focusses on to examine how E-HRM impacts organizational performance, and to determine the mediating role of organizational agility between E-HRM and OP. Questionnaires were distributed by using a convenience sampling method to collect primary data from 40 financial institutions in Sri Lanka. Data analysis was performed using Pearson correlation analysis, regression analysis, descriptive statistics, Baron and Kenny mediator analysis method, and Sobel test. Results of the analysis indicated that E-HRM practices significantly and positively impact organizational performance while organizational agility mediates the relationship between E-HRM practices and OP. Outcomes of this study provided implications like enhancing available literature, to understand the real impact of E-HRM on organizational performance to HR managers. This study also suggests some further research areas for future research.
The document discusses how IT organizations are changing and the factors affecting them. It covers trends like increased use of cloud computing, virtualization, mobility and social networking. Organization structures are shifting from centralized to more decentralized models. Future workforce demographics will be more global and virtual. The role of the CIO is emerging as a business leader who provides strategic vision while managing IT operations and costs.
EMPLOYEES CHARACTERISTICS IN KNOWLEDGE TRANSFER AND PERFORMANCEcsandit
While most studies are concerned with the industry, but for non-profit organizations has not
received much attention. Various have highlighted knowledge transfer (KT) for creates value,
however an obstacle from the perspective among employees still exists. The main problem is
still difficult because employees will not share their knowledge. This study investigated factors
and develop that influence KT among employees of non-profit organizations in Indonesia. The
survey 364 respondents were used, 325 were returned, and 39 were not returned. Likert and
smart PLS to confirm construct. This paper conclude factors that helping others, trust, soft
reward, and personality of employees motivation are factors which influencing the KT
behaviour. Finally, the findings were discussed.
MEASURING TECHNOLOGICAL, ORGANIZATIONAL AND ENVIRONMENTAL FACTORS INFLUENCING...csandit
This document summarizes a research study that examined factors influencing the adoption intentions of public cloud computing among private sector firms. The study used a proposed integrated model to analyze technological, organizational, and environmental factors. A survey of IT decision makers at 40 firms across various industries received 122 responses. The results found that compatibility, cost savings, trialability, and external support were the most influential factors in adoption intentions. The study provides recommendations to help increase cloud adoption rates among firms and improve cloud services.
How do social technologies change knowledge worker business processes km me...Martin Sumner-Smith
This document discusses how social technologies may change the business processes of knowledge workers. It begins by defining knowledge workers and noting that while knowledge work depends on social interactions, the best way to support knowledge work with technology is unclear. New social networking approaches may provide useful ways to support knowledge workers. The document then discusses how enterprise content management (ECM) solutions have traditionally addressed unstructured data and processes as well as knowledge management. ECM now encompasses previously separate technologies and everything that can be digitized will eventually become digital. The document examines different dimensions involved in ECM including processes, content, people, and information spectrum. It analyzes how integrating ECM with business processes can increase efficiency and benefits. The key roles of knowledge makers
Support of knowledge worker business processes through the provisioning of ap...Martin Sumner-Smith
This document discusses knowledge work and enterprise content management (ECM). It notes that ECM traditionally addressed unstructured data and processes but some structure is now being introduced to knowledge work. It also discusses challenges around preventing alienation of knowledge workers and avoiding "automated crack-up" when applying technology. ECM now encompasses previously disparate technologies and is becoming an integral part of core business processes like maintenance management in SAP, with content embedded within workflows and collaboration.
This literature review summarizes existing research on e-leadership. The review found that while the goals of leadership have not changed, e-leadership requires implementing those goals electronically with virtual teams dispersed over space and time. E-leadership provides new opportunities like improved communication and talent utilization, but also challenges like developing trust remotely. Effective e-leaders require skills like inspiring teams electronically and conveying enthusiasm virtually. Research on e-leadership examines topics such as required skills, virtual team structures and technology support.
Organizations should address three core issues when implementing IT projects: organizational readiness, the specific projects, and the technologies. However, over 70% of projects fail due to insufficient focus on organizational readiness. The Business Value of IT Framework assesses organizational readiness across three layers - the deeper reality of culture and structure, surface-level manifestations, and the IT consequences. It examines seven factors of the organizational context to understand issues. Three levers of the framework - purpose, alignment, and maturity - are mapped to identify the organization's position and plan improvements. Coeus Age then provides advisory services including readiness assessments, project support, and technology roadmaps. The lead consultant, Kapil Dev Singh, has over 20 years of research experience developing the
Investigating the Influence of E-HRM Practices on Organizational Performance:...Dr. Amarjeet Singh
Electronic Human Resource Management (E-HRM) came into existence as a result of the evolution of new technology and it leads to eliminating the administrative burden on HR professionals. Financial institutions are the heart of the financial stability of the economy. Nowadays most financial institutions are widely adopting E-HRM practices in order to achieve sustainable competitive advantage. However, it has been observed that there is a lack of empirical studies regarding this phenomenon in the Sri Lankan context. The main contribution of this study is to enrich the knowledge and investigate the impact of E-HRM practices on organizational performance under the mediation role of organizational agility. Thus, the study focusses on to examine how E-HRM impacts organizational performance, and to determine the mediating role of organizational agility between E-HRM and OP. Questionnaires were distributed by using a convenience sampling method to collect primary data from 40 financial institutions in Sri Lanka. Data analysis was performed using Pearson correlation analysis, regression analysis, descriptive statistics, Baron and Kenny mediator analysis method, and Sobel test. Results of the analysis indicated that E-HRM practices significantly and positively impact organizational performance while organizational agility mediates the relationship between E-HRM practices and OP. Outcomes of this study provided implications like enhancing available literature, to understand the real impact of E-HRM on organizational performance to HR managers. This study also suggests some further research areas for future research.
The document discusses how IT organizations are changing and the factors affecting them. It covers trends like increased use of cloud computing, virtualization, mobility and social networking. Organization structures are shifting from centralized to more decentralized models. Future workforce demographics will be more global and virtual. The role of the CIO is emerging as a business leader who provides strategic vision while managing IT operations and costs.
EMPLOYEES CHARACTERISTICS IN KNOWLEDGE TRANSFER AND PERFORMANCEcsandit
While most studies are concerned with the industry, but for non-profit organizations has not
received much attention. Various have highlighted knowledge transfer (KT) for creates value,
however an obstacle from the perspective among employees still exists. The main problem is
still difficult because employees will not share their knowledge. This study investigated factors
and develop that influence KT among employees of non-profit organizations in Indonesia. The
survey 364 respondents were used, 325 were returned, and 39 were not returned. Likert and
smart PLS to confirm construct. This paper conclude factors that helping others, trust, soft
reward, and personality of employees motivation are factors which influencing the KT
behaviour. Finally, the findings were discussed.
MEASURING TECHNOLOGICAL, ORGANIZATIONAL AND ENVIRONMENTAL FACTORS INFLUENCING...csandit
This document summarizes a research study that examined factors influencing the adoption intentions of public cloud computing among private sector firms. The study used a proposed integrated model to analyze technological, organizational, and environmental factors. A survey of IT decision makers at 40 firms across various industries received 122 responses. The results found that compatibility, cost savings, trialability, and external support were the most influential factors in adoption intentions. The study provides recommendations to help increase cloud adoption rates among firms and improve cloud services.
How do social technologies change knowledge worker business processes km me...Martin Sumner-Smith
This document discusses how social technologies may change the business processes of knowledge workers. It begins by defining knowledge workers and noting that while knowledge work depends on social interactions, the best way to support knowledge work with technology is unclear. New social networking approaches may provide useful ways to support knowledge workers. The document then discusses how enterprise content management (ECM) solutions have traditionally addressed unstructured data and processes as well as knowledge management. ECM now encompasses previously separate technologies and everything that can be digitized will eventually become digital. The document examines different dimensions involved in ECM including processes, content, people, and information spectrum. It analyzes how integrating ECM with business processes can increase efficiency and benefits. The key roles of knowledge makers
Support of knowledge worker business processes through the provisioning of ap...Martin Sumner-Smith
This document discusses knowledge work and enterprise content management (ECM). It notes that ECM traditionally addressed unstructured data and processes but some structure is now being introduced to knowledge work. It also discusses challenges around preventing alienation of knowledge workers and avoiding "automated crack-up" when applying technology. ECM now encompasses previously disparate technologies and is becoming an integral part of core business processes like maintenance management in SAP, with content embedded within workflows and collaboration.
This document summarizes a research paper that adapts the Job Embeddedness Model to understand factors that influence IT professionals to remain with their current employer in the IT outsourcing industry. The model considers environmental, firm, and individual level factors. At the environmental level, it examines community and IT profession influences. At the firm level, it analyzes factors within the employee's organization and client organizations. At the individual level, it looks at personal goals. The researchers are conducting interviews to empirically test the model. The framework could help vendors better retain IT professionals by understanding the interplay between these multiple dimensions of influence.
Everything You Need to Know About SharePoint SocialRichard Harbridge
The document is a presentation on SharePoint's social capabilities. It discusses the value of social features in lowering costs, reducing barriers, and improving business agility. It covers communities, search, sites, composites, and content insights. The presentation demonstrates wikis, blogs, discussions, personal sites, profiles, newsfeeds, tags, notes, ratings, people search, and communities. It provides tips on planning user profiles and the Active Directory integration. Finally, it discusses effectively implementing a SharePoint social strategy through a phased rollout while addressing potential concerns.
Computers have transformed our lives; they have changed the way the humans perceive and interact with the world; however, computers do not act by their own, all of them require of commands to work, called software. Creating software requires trained and specialized personnel in the field, such as Managers, which must have skills that allow them to successfully coordinate the development of projects. This research aims to show the abilities that senior management has and which of these are more frequently exhibit in companies that develop automotive embedded software in Mexico, all this in the opinion of the Project Leaders.
The document discusses features of knowledge intensive firms (KIFs). It defines KIFs as firms where most work is intellectual in nature and employees are highly educated. Key characteristics include relying on intellectual capital rather than physical capital, and applying expertise to solve complex problems. The document describes the HR practices of a typical KIF, noting they emphasize informal learning and knowledge sharing across projects. Recruitment focuses on cultural fit, and development involves cross-project rotation to broaden skills and share knowledge throughout the organization.
IS/IT Capability and Strategic Information System Planning (SISP) SuccessIJMIT JOURNAL
Successful planning of Information Systems (SISP) is perhaps going to be more problematic in today’s world of rapid change and uncertainty. SISP is a cornerstone of the information system discipline and very little attention has been paid to its success based on the resource based view of the firm (RBV).This paper provides a model for IT capability and strategic information system planning success, by considering environmental and organizational factors that may influence this relationship in a contingency model. A review of existing IT capability and SISP literature is given to identify the opportunities in building successful SISP. A model is developed by hypothesizing IT capability as independent variable leads to SISP success as dependent variable; in which organizational & environmental influences are considered as moderating variables. The control variables are firm size, firm structure, and industry type. The study proposes a model to conceptualize the relationship between IT capabilities and SISP success and contingency factors moderating that relationship. This paper explains the ways of exploiting IT capabilities as specialized and integrated knowledge of the firm in IT area to create a more successful SISP. The researchers believe that the aim to build a model for SISP success based on RBV theory is important because this new perspective will be helpful for gaining a superior assessment and better underpinning of the SISP from a knowledge based perspective.
International Journal of Humanities and Social Science Invention (IJHSSI)inventionjournals
International Journal of Humanities and Social Science Invention (IJHSSI) is an international journal intended for professionals and researchers in all fields of Humanities and Social Science. IJHSSI publishes research articles and reviews within the whole field Humanities and Social Science, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Dr. Prasanna Karhade is currently an Assistant Professor in the Department on Information Systems, Business Statistics and Operations Management at The Hong Kong University of Science and Technology.
This document summarizes a research paper on knowledge management that discusses its value, supporting technologies, and implications. It defines knowledge management and describes how it can foster innovation, improve decision-making and customer service, and reduce costs. It also outlines technologies that support acquiring, storing, distributing, and applying organizational knowledge. Finally, it discusses how knowledge management affects database users, developers, administrators, and the general public, and how their roles may evolve with the rise of knowledge bases.
Employee Engagement within the IT Industry Momo Scott
This document is a 2288 word consulting report that addresses employee engagement within a multinational IT business. The report aims to provide recommendations on whether the client should participate in an industry-wide employee engagement survey and what engagement means within their context. Through a literature review, the report finds that participation in the survey could help the client better understand their workforce and contribute to research in the field. Key factors that influence engagement are identified, and it is recommended that the client participate conditionally to address issues like absenteeism and turnover.
This document discusses how integrating information technology (IT) can enhance the effectiveness of human resource (HR) functions. It begins by noting that technology is reshaping business and competition requires greater utilization of technology. The document then examines the relationship between HR and IT, arguing that integrating the two can create competitive advantages for organizations. It provides examples of how some companies have successfully integrated HR and IT strategies. Overall, the document advocates for HR professionals to better understand the relationship between HR and IT and leverage a theoretical approach to enhance HR performance through greater integration of information technology.
Developing An Information System for Sustainable Human Resource Developmentiosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
The document discusses virtual R&D teams as a potential avenue for increased collaboration between education and industry. It notes that information technologies now allow companies to coordinate activities across geographic locations through virtual teams. The purpose of the study is to examine virtual R&D team use among small and medium enterprises (SMEs) in Malaysia and Iran. A survey found that over half of SMEs used virtual teams, with Iranian firms using them more often. The study concludes that virtual teams provide benefits for knowledge sharing and performance, and represent an opportunity for SMEs and education institutions to collaborate beyond traditional boundaries.
Knowledge management systems in electronic business ahmed adelAhmed Adel
This document discusses knowledge management systems in electronic business and management. It begins with an introduction that defines knowledge management and explains why organizations need knowledge management. It then outlines the key components of a knowledge management process and some of the biggest challenges to managing knowledge in organizations. The document also discusses how knowledge management relates to e-business development and provides a real-world example of knowledge management. It concludes that developing e-business systems based on knowledge management processes can help organizations more effectively achieve their goals through the use of information technology.
In this paper discussed about the role of e-HR in government/private organization. Electronic human resources are the part of electronic human management (e-HRM). E-HRM is the department of organization; electronic human resources are a function of HR that concerned with the use management and regulation of electronic information and processes within an organization. In this paper also discussed about the term of e-HRM (Electronic Human Resources Management) and e-HRIS (Human Resources Information System). The main goal of this paper is the important of e-HR (Electronic Human Resources) in the organization/industries. In this paper also discussed about the e-HR services, e-HR life cycle. E-HR is the latest technology in which use the technology and provide the good services of customer and employee. In this paper also discussed about the 5-stages of e-HR life cycle in need of improvement, e-HR implementation and also revenue cycle management.
This document discusses strategic planning and information systems strategy. It covers topics like strategic planning, vision and business needs, Earl's grid, McFarlan's application portfolio, and business process reengineering. For McFarlan's application portfolio, it describes assessing existing, planned and potential IT systems based on their current and future importance to the business. It also discusses Earl's reasons for having an IT strategy and categorizing systems as high potential, strategic, key operational or support.
From IT service management to IT service governance: An ontological approach ...IJECEIAES
Some companies have achieved better performance as a result of their IT investments, while others have not, as organizations are interested in calculating the value added by their IT. There is a wide range of literature that agrees that the best practices used by organizations promote continuous improvement in service delivery. Nevertheless, overuse of these practices can have undesirable effects and unquantified investments. This paper proposed a practical tool formally developed according to the DSR design science approach, it addresses a domain relevant to both practitioners and academics by providing IT service governance (ITSG) domain model ontology, concerned with maximizing the clarity and veracity of the concepts within it. The results revealed that the proposed ontology resolved key barriers to ITSG process adoption in organizations, and that combining COBIT and ITIL practices would help organizations better manage their IT services and achieve better business-IT alignment.
Definition of Knowledge Management
Forces Driving Knowledge Management Data, Information and Knowledge
Importance of Knowledge
Managing Knowledge
Organizational Learning
Through Knowledge Management
This document discusses how technology is impacting human resource management in three main ways:
1) Technology allows HR processes like recruitment, performance management and training to be automated and completed digitally through systems like talent management systems and online training.
2) It enables access to HR information anytime, anywhere through mobile devices, online portals, and telecommuting.
3) New and emerging technologies continue to enhance HR functions, including the use of biometrics, virtual meetings, and analytics to optimize processes.
The document discusses the need for intelligent decision support systems (IDSS) in human resource management. It provides an overview of traditional HR functions and how the role of technology is changing HR. The objectives are to review customary HR practices related to human resource allocation, current DSS applications in HR, and explore future trends in using IDSS for HR. IDSS could help make more precise and reliable decisions in HR areas like selection, training and rewards by integrating human knowledge with modeling tools.
This document summarizes an Economist Intelligence Unit report on IT operating models. It discusses the benefits and drawbacks of centralized and decentralized IT operating models. Many companies are adopting hybrid models that aim to balance centralized control with decentralized innovation and responsiveness. The optimal model depends on a company's structure, priorities, growth strategy, and industry. Flexibility is important, as companies' needs may change over time. The key is aligning IT with business goals and ensuring IT can effectively support the company's objectives.
This document summarizes a research paper that adapts the Job Embeddedness Model to understand factors that influence IT professionals to remain with their current employer in the IT outsourcing industry. The model considers environmental, firm, and individual level factors. At the environmental level, it examines community and IT profession influences. At the firm level, it analyzes factors within the employee's organization and client organizations. At the individual level, it looks at personal goals. The researchers are conducting interviews to empirically test the model. The framework could help vendors better retain IT professionals by understanding the interplay between these multiple dimensions of influence.
Everything You Need to Know About SharePoint SocialRichard Harbridge
The document is a presentation on SharePoint's social capabilities. It discusses the value of social features in lowering costs, reducing barriers, and improving business agility. It covers communities, search, sites, composites, and content insights. The presentation demonstrates wikis, blogs, discussions, personal sites, profiles, newsfeeds, tags, notes, ratings, people search, and communities. It provides tips on planning user profiles and the Active Directory integration. Finally, it discusses effectively implementing a SharePoint social strategy through a phased rollout while addressing potential concerns.
Computers have transformed our lives; they have changed the way the humans perceive and interact with the world; however, computers do not act by their own, all of them require of commands to work, called software. Creating software requires trained and specialized personnel in the field, such as Managers, which must have skills that allow them to successfully coordinate the development of projects. This research aims to show the abilities that senior management has and which of these are more frequently exhibit in companies that develop automotive embedded software in Mexico, all this in the opinion of the Project Leaders.
The document discusses features of knowledge intensive firms (KIFs). It defines KIFs as firms where most work is intellectual in nature and employees are highly educated. Key characteristics include relying on intellectual capital rather than physical capital, and applying expertise to solve complex problems. The document describes the HR practices of a typical KIF, noting they emphasize informal learning and knowledge sharing across projects. Recruitment focuses on cultural fit, and development involves cross-project rotation to broaden skills and share knowledge throughout the organization.
IS/IT Capability and Strategic Information System Planning (SISP) SuccessIJMIT JOURNAL
Successful planning of Information Systems (SISP) is perhaps going to be more problematic in today’s world of rapid change and uncertainty. SISP is a cornerstone of the information system discipline and very little attention has been paid to its success based on the resource based view of the firm (RBV).This paper provides a model for IT capability and strategic information system planning success, by considering environmental and organizational factors that may influence this relationship in a contingency model. A review of existing IT capability and SISP literature is given to identify the opportunities in building successful SISP. A model is developed by hypothesizing IT capability as independent variable leads to SISP success as dependent variable; in which organizational & environmental influences are considered as moderating variables. The control variables are firm size, firm structure, and industry type. The study proposes a model to conceptualize the relationship between IT capabilities and SISP success and contingency factors moderating that relationship. This paper explains the ways of exploiting IT capabilities as specialized and integrated knowledge of the firm in IT area to create a more successful SISP. The researchers believe that the aim to build a model for SISP success based on RBV theory is important because this new perspective will be helpful for gaining a superior assessment and better underpinning of the SISP from a knowledge based perspective.
International Journal of Humanities and Social Science Invention (IJHSSI)inventionjournals
International Journal of Humanities and Social Science Invention (IJHSSI) is an international journal intended for professionals and researchers in all fields of Humanities and Social Science. IJHSSI publishes research articles and reviews within the whole field Humanities and Social Science, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Dr. Prasanna Karhade is currently an Assistant Professor in the Department on Information Systems, Business Statistics and Operations Management at The Hong Kong University of Science and Technology.
This document summarizes a research paper on knowledge management that discusses its value, supporting technologies, and implications. It defines knowledge management and describes how it can foster innovation, improve decision-making and customer service, and reduce costs. It also outlines technologies that support acquiring, storing, distributing, and applying organizational knowledge. Finally, it discusses how knowledge management affects database users, developers, administrators, and the general public, and how their roles may evolve with the rise of knowledge bases.
Employee Engagement within the IT Industry Momo Scott
This document is a 2288 word consulting report that addresses employee engagement within a multinational IT business. The report aims to provide recommendations on whether the client should participate in an industry-wide employee engagement survey and what engagement means within their context. Through a literature review, the report finds that participation in the survey could help the client better understand their workforce and contribute to research in the field. Key factors that influence engagement are identified, and it is recommended that the client participate conditionally to address issues like absenteeism and turnover.
This document discusses how integrating information technology (IT) can enhance the effectiveness of human resource (HR) functions. It begins by noting that technology is reshaping business and competition requires greater utilization of technology. The document then examines the relationship between HR and IT, arguing that integrating the two can create competitive advantages for organizations. It provides examples of how some companies have successfully integrated HR and IT strategies. Overall, the document advocates for HR professionals to better understand the relationship between HR and IT and leverage a theoretical approach to enhance HR performance through greater integration of information technology.
Developing An Information System for Sustainable Human Resource Developmentiosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
The document discusses virtual R&D teams as a potential avenue for increased collaboration between education and industry. It notes that information technologies now allow companies to coordinate activities across geographic locations through virtual teams. The purpose of the study is to examine virtual R&D team use among small and medium enterprises (SMEs) in Malaysia and Iran. A survey found that over half of SMEs used virtual teams, with Iranian firms using them more often. The study concludes that virtual teams provide benefits for knowledge sharing and performance, and represent an opportunity for SMEs and education institutions to collaborate beyond traditional boundaries.
Knowledge management systems in electronic business ahmed adelAhmed Adel
This document discusses knowledge management systems in electronic business and management. It begins with an introduction that defines knowledge management and explains why organizations need knowledge management. It then outlines the key components of a knowledge management process and some of the biggest challenges to managing knowledge in organizations. The document also discusses how knowledge management relates to e-business development and provides a real-world example of knowledge management. It concludes that developing e-business systems based on knowledge management processes can help organizations more effectively achieve their goals through the use of information technology.
In this paper discussed about the role of e-HR in government/private organization. Electronic human resources are the part of electronic human management (e-HRM). E-HRM is the department of organization; electronic human resources are a function of HR that concerned with the use management and regulation of electronic information and processes within an organization. In this paper also discussed about the term of e-HRM (Electronic Human Resources Management) and e-HRIS (Human Resources Information System). The main goal of this paper is the important of e-HR (Electronic Human Resources) in the organization/industries. In this paper also discussed about the e-HR services, e-HR life cycle. E-HR is the latest technology in which use the technology and provide the good services of customer and employee. In this paper also discussed about the 5-stages of e-HR life cycle in need of improvement, e-HR implementation and also revenue cycle management.
This document discusses strategic planning and information systems strategy. It covers topics like strategic planning, vision and business needs, Earl's grid, McFarlan's application portfolio, and business process reengineering. For McFarlan's application portfolio, it describes assessing existing, planned and potential IT systems based on their current and future importance to the business. It also discusses Earl's reasons for having an IT strategy and categorizing systems as high potential, strategic, key operational or support.
From IT service management to IT service governance: An ontological approach ...IJECEIAES
Some companies have achieved better performance as a result of their IT investments, while others have not, as organizations are interested in calculating the value added by their IT. There is a wide range of literature that agrees that the best practices used by organizations promote continuous improvement in service delivery. Nevertheless, overuse of these practices can have undesirable effects and unquantified investments. This paper proposed a practical tool formally developed according to the DSR design science approach, it addresses a domain relevant to both practitioners and academics by providing IT service governance (ITSG) domain model ontology, concerned with maximizing the clarity and veracity of the concepts within it. The results revealed that the proposed ontology resolved key barriers to ITSG process adoption in organizations, and that combining COBIT and ITIL practices would help organizations better manage their IT services and achieve better business-IT alignment.
Definition of Knowledge Management
Forces Driving Knowledge Management Data, Information and Knowledge
Importance of Knowledge
Managing Knowledge
Organizational Learning
Through Knowledge Management
This document discusses how technology is impacting human resource management in three main ways:
1) Technology allows HR processes like recruitment, performance management and training to be automated and completed digitally through systems like talent management systems and online training.
2) It enables access to HR information anytime, anywhere through mobile devices, online portals, and telecommuting.
3) New and emerging technologies continue to enhance HR functions, including the use of biometrics, virtual meetings, and analytics to optimize processes.
The document discusses the need for intelligent decision support systems (IDSS) in human resource management. It provides an overview of traditional HR functions and how the role of technology is changing HR. The objectives are to review customary HR practices related to human resource allocation, current DSS applications in HR, and explore future trends in using IDSS for HR. IDSS could help make more precise and reliable decisions in HR areas like selection, training and rewards by integrating human knowledge with modeling tools.
This document summarizes an Economist Intelligence Unit report on IT operating models. It discusses the benefits and drawbacks of centralized and decentralized IT operating models. Many companies are adopting hybrid models that aim to balance centralized control with decentralized innovation and responsiveness. The optimal model depends on a company's structure, priorities, growth strategy, and industry. Flexibility is important, as companies' needs may change over time. The key is aligning IT with business goals and ensuring IT can effectively support the company's objectives.
Information technology plays a key role in organizational behavior by enabling information capture, storage, manipulation, and distribution. It affects organizational culture, structures, management processes, work, and the workplace. Specifically, IT allows for more open information sharing, flatter structures, improved decision making, changing work nature, and flexible work arrangements. Its impact depends on factors like new products/services, costs, adoption timelines, risks, demand expectations, and technical limitations. Overall, IT improves quality, differentiation, efficiency, and global operations while reducing costs through automation. It provides a competitive advantage and is increasingly important due to competition, globalization, organizational changes, and advancing technology.
SAP SME - The Agility Engine think piece - partner - July 10.pdfAGSanePLDTCompany
IT plays a key strategic role for small and midsize businesses. While IT faces challenges around budgets and talent, it must prepare the business for digital transformation and ensure all parts of the business have necessary tools. The survey found top priorities are growth and customer experience. However, scaling for growth is a major challenge, especially for providing availability and security. Successful IT integrates with all business functions to improve processes and experiences. Larger businesses have progressed further in digital transformation through technologies like ERP and AI. Smaller firms must also invest in foundational technologies to remain competitive.
This document summarizes the findings of a survey of over 1,200 IT and business executives across 10 countries regarding technology adoption, IT priorities, workforce issues, and skills/training. Key areas examined include the use of cloud computing and cybersecurity preparedness, common IT skills gaps, and trends in IT training and certification. The report provides an overview of results for each country as well as analyses of regional trends and differences.
Most businesses surveyed seek to improve their use of information technology. While many view technology as important to business success, few feel they are exactly where they want to be in terms of effectiveness and efficiency. Common priorities include security, data management, infrastructure updates, and mobility initiatives. Many businesses also report challenges with information technology skills gaps and hiring qualified staff. The majority expect certifications to increase in importance and value for demonstrating expertise.
A survey of over 2,200 IT leaders found:
- IT teams are increasingly developing apps for customers, partners, and employees, with 42% creating customer-facing apps.
- Top priorities for IT include increasing worker productivity, data visibility, and automating business processes.
- The top areas for increased IT spending over the next two years are mobile apps, cloud migration, and cybersecurity/incident response.
- High-performing IT organizations are more likely to report excelling at digital transformation and staying ahead of technology trends.
Challenges in Business and IT AlignmentVidur Pandit
The document discusses challenges with aligning business and IT. It provides context on the importance of business-IT alignment and defines key concepts. The phases of the business-IT alignment cycle are also outlined, including plan, model, manage and measure. The goal of alignment is to ensure IT supports business strategies and processes efficiently.
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It human resources considerations in kenya
1. Journal of Information Engineering and Applications
ISSN 2224-5782 (print) ISSN 2225-0506 (online)
Vol.3, No.12, 2013
www.iiste.org
IT Human Resources Considerations in Kenya
Stanley Mwangi Chege
Head ICT QA, Co-operative Bank of Kenya
Schege@co-opbank.co.ke
Abstract
A critical issue in the management of IT organizations is the management of IT human resources. The people
and their skills are the heart of the organization. In the past, there has been a focus on the technical skills needed
to manage and develop the technical components of the IT organization. Today the skills requirements are
considerably broader, including general management expertise, deep business and industry knowledge, and
interpersonal skills.
Keywords: Interpersonal skills, Soft skills, Business skills, Technical skills
Introduction
The market for IT professionals, like the market for most corporate positions, will vary with the economy, trends
in business strategy, world events, and the availability of talent. The first few decades of IT (starting in the
1950‘s in terms of business applications, when IT was referred to as Data Processing) brought steady growth in
IT professional positions. Government reports and private research trumpeted the glory of a career in IT. IT
professionals were in demand as businesses expanded the ways in which technology became embedded in
products and services. According to the Society for Information management (SIM) survey, hiring and retaining
IT professionals has been among the top ten concerns for the last ten years.
Global Trends
Top Skills for Entry Level employees
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2. Journal of Information Engineering and Applications
ISSN 2224-5782 (print) ISSN 2225-0506 (online)
Vol.3, No.12, 2013
www.iiste.org
Top skills for mid-level employees
Figures adapted from Managing Information Technology Resources, 3rd edition, by Jerry Luftman
The number one skill for both entry and mid-level employees is ethics and morals. Given events from Enron, it
comes as little surprise. Technical skills, highlighted in red are less prevalent; however, entry level employees
are involved with the more technical day-to-day operations of the firm, while mid-level hires take on the larger
responsibility of handling projects and plans. Note the emphasis on project budgeting, leadership, risk
management, and IT planning.
Moreover, effective project managers often assign some of their tasks to less experienced workers. Suppose, for
example, that an organization is implementing a new ERP system. With an eye on ensuring the implementation‘s
success, managers will delegate the tedious, time-consuming tasks. Such tasks might include database
entry/management, system testing or help desk work.
Mid-level managers are also expected to display a high level of communicative maturity. Note how negotiation
and user-relationship management are listed as important mid-management skills.
Relationship-building, and business and industry skills are becoming increasing important for IT employees.
Communication was listed as the fifth and sixth most important skills for both entry-level and mid-level
employees. The first technical skill for entry level employees is programming.
One of the most significant challenges for IT management is retaining the critical talent and understanding the
mix of skills that are needed as the business strategy evolves
IT Sourcing Cycle
8
3. Journal of Information Engineering and Applications
ISSN 2224-5782 (print) ISSN 2225-0506 (online)
Vol.3, No.12, 2013
www.iiste.org
IT Project Portfolio Elements
Figures adapted from managing Information Technology Resources, 3rd edition, by Jerry Luftman
The figure shows how IT strategies lead to IT sourcing strategies, and an IT sourcing portfolio. A big part of the
IT sourcing strategy for an online airline-ticketing system would be low total cost, yet high reliability and
effectiveness. The main purpose of setting up the online system is to save money and improve customer service.
Those goals would be measured in terms of actual cost, reliability, flexibility/scalability, response time, and user
satisfaction. The above figure illustrates how IT portfolios consider infrastructure, support services, applications
and innovation. All IT service offering must be considered.
Characteristics of the Environment Contribute to the Complexity of the Human Resource Management
Characteristics of the IT environment contribute to the complexity of human resource management. There is
constant pressure to master new technologies (e.g., software, hardware, telecommunications) brought on by the
pace of change in the industry and the rate of adopting new innovations. Basic materials research and advances
bring about significant changes in hardware.
Software vendors push expanded and improved versions of their products resulting in releases that introduce
huge disruptions in service and integration complexities. The telecommunications industry is buried in standards
battles while a lack of coherence in wireless technology still maintains.
At the same time, however, organizations have legacy systems requiring traditional IT skills and knowledge, and
a commitment to long-term maintenance and support.
The need for both constant learning of new technologies and maintaining the old ones can create a two-class
society within the IT organization; those who get to work on the new and exciting stuff and those who must
remain with the legacy technologies. One distinct challenge for the CIO is keeping these two groups of staff
content and productive.
As much as 65% of IT staff may be involved in maintenance and support activities (e.g., programming and
software engineering, tech support and enterprise systems). This is the category of deployment where CIOs find
9
4. Journal of Information Engineering and Applications
ISSN 2224-5782 (print) ISSN 2225-0506 (online)
Vol.3, No.12, 2013
www.iiste.org
the most discontent. So staff discontent from this source must be red flagged for aggressive management
attention. Specific management plans are discussed later in this chapter
Moreover, it is fundamental to ensure that IT understands how to also effectively understand and communicate
how business partners can leverage these technologies. In addition to the technical requirements of the position,
IT professionals are under pressure to relate IT to the business in increasingly significant ways. As IT
enables/drives business processes and becomes an integral part of the competitive positioning of an organization,
IT staff must enhance their business and industry knowledge to play an effective role. Some of this knowledge
comes from experience working with the business areas, some comes from in-house education sessions and,
increasingly, this knowledge is coming from IT staff seeking formal education through graduate Management
degrees. They are recognizing it requires more than technical knowledge to have a successful career in IT.
Key IT functions
CIOs and IT leaders must champion cross-enterprise development of boundary-spanning roles and assignments.
The roles typically require insight into multiple business domains (for example, infrastructure, architecture,
relationship management and business pro-cess redesign). Moreover because the roles are neither exclusively IT
nor business, career development must extend beyond the IT organization‘s boundaries.12
The Gartner group identified the key IT function for 2012. To meet these demands it is fundamental to have the
appropriate balance of technical, business/management, and interpersonal skills.
Business and technical skills development for the IT professional
Figure adapted from managing Information Technology Resources, 3rd edition, by Jerry Luftman
10
5. Journal of Information Engineering and Applications
ISSN 2224-5782 (print) ISSN 2225-0506 (online)
0506
Vol.3, No.12, 2013
www.iiste.org
The figure gives examples of people with varying levels and types of knowledge. The nature of their jobs
requires systems integrators or liaisons to have generalized business and IT knowledge. A business expert will
tend to have more specialized business knowledge, while an expert technician will tend to have more specialized
business
IT knowledge. Ideally, however, people need both specialized business and IT knowledge. A systems architect,
for example, would need a great deal of both business and IT knowledge.
For individuals seeking promotion within their current firm, skills indicating a depth of knowledge about the
specific company and general managerial skills are highly valued:
• Ability to communicate across business disciplines.
• Ability to employ consulting skills.
ting
• Ability to influence decision
decision-making.
• Information about business processes.
• Understanding organizational philosophy.
• Understanding the strategic goals and objectives.
With each year of employment, experience
experience-based skills grow. General management skills, however, need to
expand through both experience and education. IT managers should seek to provide their employees with
educational programs that enhance their general managerial skills. At the same time, however, technology skills
must continue to expand and change as the technology evolves.
ontinue
IT Human Resource Concerns in Kenya
The present supply of skills does not meet business requirements in various ways including the currency of the
courses taught as well as the need for business spec
specific training (soft skills).
There is little visibility on the demand for specific skills, suggesting that greater and closer collaboration is
needed between education institutions(universities) and businesses to determine the exact mix of skills needed
in the market.
Presently some skills gaps are temporarily met via expert labour though it does not always translate into skills
transfer to locals. Thus when projects are completed, a void is left in the market
market.
Overview of ICT Skills in Kenya
The ICT sector directly employs an estimated 27,000 professionals. Of the total IT employment in Kenya, IT
tor
support people represent the largest portion (27%), followed by Applications Systems Analysts and System
Engineers (13% each).
Although an estimated 9,600 professionals are added to the ICT market each year, a third of the companies
professionals
surveyed plan to contract external providers. The Julisha report reveals that software development and project
management are the most in-demand skills for the 2011
demand
2011-2013 period and represent the areas with the widest
present
skills gap.
Kenya as an emerging economy
11
6. Journal of Information Engineering and Applications
ISSN 2224-5782 (print) ISSN 2225-0506 (online)
Vol.3, No.12, 2013
www.iiste.org
With the arrival of broadband connectivity through three submarine cable systems, the Kenyan IT market and
indeed many business sectors are to grow rapidly; allowing for the introduction of new and advanced services,
further setting the stage for the development of ICT as a valid contributor to Kenya’s GDP.
Developing ICT skills remains a constant issue to be addressed by end users, vendors, and even governments.
Public-private partnerships between vendors and governments to set up facilities for technology and knowledge
transfer continue to gain momentum, especially in view of the Government long-term plans to make ICT a key
part of the Kenyan Economy
Developing IT skills in Kenya
There is a growing recognition that the skills gap for ICT professionals is widening. Many organizations have
come to realize that certain new technologies can optimize efficiency and make processes more effective. ICT
can bring industry closer to their customer, partners and suppliers through more integrated business and
communication systems, and can provide enhanced educational opportunities for students on campus and at a
distance. The opportunity to gain competitive advantage through the rapid adoption of new technology has
fuelled the drive to improve and develop ICT infrastructure and new applications, and has been a key factor in
the demand for skilled ICT professionals outstripping supply. Even with the economic slowdown in the high tech
industries; other companies from outside the sector are continuing to demand more skilled workers.
Besides the dissemination of ICT across all sectors, deep organizational changes are required and new skills are
needed to fully exploit the new technologies. What matters most in a knowledge based society are people and
ideas, and the ability to make commercial use of the skills. One of the main challenges is therefore to identify,
measure, forecast, and finally to provide the necessary ICT skills to ensure economic and social sustainability.
There is need to assess the national requirement for ICT skills, establish how much of this is available, and then
determine the best strategy of meeting the appropriate ICT skills demand. However the ICT skills that will be
needed, and therefore the kind of training that will be required, depend very much on the ICT policy adopted by
Kenya as a nation and the Government in particular.
There is need for Kenya to exploit the ICT Skills in the country to create employment.
Unfortunately, Kenya does not have documented data on the ICT Workforce to enable it plan for this
opportunity. Factors like attitudes and personal communication skills etc. are more important than before when
firms are recruiting new staff. The new needs are reflecting the changes taking place inside the ICT industry, but
also in the relationship between the ICT and other sectors.
References
Kenya National ICT survey results.
http://www.doitinkenya.co.ke/index.php?option=com_k2&view=item&layout=item&id=1642&Itemid=869
Julisha: Kenya ICT Market Survey 2011
https://sites.google.com/a/ict.go.ke/tandaa/activities/julishakenyaictmarketsurvey2011
National ICT markets and indicators survey
http://www.ict.go.ke/index.php/grants-a-research/julisha
Kenya ICT Board to launch Julisha II Survey results tomorrow
http://www.humanipo.com/news/4043/kenya-ict-board-to-launch-julisha-ii-survey-results-tomorrow/
Kenya National ICT Workforce Skills Demand Survey Report
http://lists.kictanet.or.ke/pipermail/kictanet/attachments/20090608/e6abc762/attachment.pdf
SIM survey: Top 10 IT management concerns of 2008
http://www.techrepublic.com/blog/tech-sanity-check/sim-survey-top-10-it-management-concerns-of-2008/
Stanley Mwangi Chege is currently head of ICT Quality Assurance at Co-operative Bank of Kenya. He
previously worked for Lafarge Africa as regional IT quality services manager. He holds a Bachelor of Science
degree in IT. He holds many professional certifications. Some of these are CISA, CISM, CISSP, CRISC, CGEIT,
PMP, MBA.
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