This concept paper discusses as to how Human Resources Management has evolved from being a Personnel and Administration function in the 1950’s to that of a highly modernized Management of People as Assets. It is equally essential to note the evolution of Technology and how managing this goes in conjunction with People... In the context of technology, people play a major role at various stages of technology, right from its identification to its assimilation and implementation.
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
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How to Create an Authoring Infrastructure that Supports 24/7 Global Content D...Emmelyn Wang
McKinsey has published several articles following the need for digital content in Asia.
Internet usage is poised for explosive growth across Asia, driving massive consumer demand for digital content and services. The biggest challenge for businesses hoping to meet this demand is how to make money will while creating low-cost content. Let’s consider how technical communication professionals on this side of the world can contribute to this growing need.
How do we fit in the picture and take part in this conversation?
What value is gained and what lessons can we learn from the high volume of interactivity?
How do we apply TC principles to technologies and organizations poised for growth in
developing countries?
How do you create an authoring infrastructure that supports 24/7 content development?
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ABSTRACT: Human beings are the essential part of the process. Today, technology and machines are taking over the human resource, as claimed by many people; but technology and machines can never replace human resource entirely. Humans are required for operating and maintaining these machines. Human resource is extremely important for developing or bringing about new and required changes to these machines and technologies. The study of the history and the current Human Resource Management trends points out some important facts
Purpose – This study aims to analyze the relationship between Innovativeness to Firm
Performance, IT Capability to Innovativeness, IT Capability to Firm Performance. This study also tests whether
IT Capability can be an Innovativeness moderator of Firm Performance
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
Lavacon 2012: Building Profitability into your ProcessEmmelyn Wang
Technical content is a commodity that leads the post-capitalistic society. Technical Writers must think of themselves as Knowledge Brokers and communicate the value they provide which includes increased revenue and improved customer retention. Christopher Ward (WebWorks Software) and Emmelyn Wang (STC Austin / Hoover's Software) provide real world examples of business strategies and the procedures that can align. This presentation will help you build business cases for your company to invest in Technical Communication/Publications as a revenue generator.
How to Create an Authoring Infrastructure that Supports 24/7 Global Content D...Emmelyn Wang
McKinsey has published several articles following the need for digital content in Asia.
Internet usage is poised for explosive growth across Asia, driving massive consumer demand for digital content and services. The biggest challenge for businesses hoping to meet this demand is how to make money will while creating low-cost content. Let’s consider how technical communication professionals on this side of the world can contribute to this growing need.
How do we fit in the picture and take part in this conversation?
What value is gained and what lessons can we learn from the high volume of interactivity?
How do we apply TC principles to technologies and organizations poised for growth in
developing countries?
How do you create an authoring infrastructure that supports 24/7 content development?
Human Resource Competencies: An Empirical AssessmentIJERDJOURNAL
ABSTRACT: Human beings are the essential part of the process. Today, technology and machines are taking over the human resource, as claimed by many people; but technology and machines can never replace human resource entirely. Humans are required for operating and maintaining these machines. Human resource is extremely important for developing or bringing about new and required changes to these machines and technologies. The study of the history and the current Human Resource Management trends points out some important facts
Purpose – This study aims to analyze the relationship between Innovativeness to Firm
Performance, IT Capability to Innovativeness, IT Capability to Firm Performance. This study also tests whether
IT Capability can be an Innovativeness moderator of Firm Performance
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Virtual R&D teams and SMEs growth: A comparative study between Iranian and Ma...Nader Ale Ebrahim
This paper explores potential advantages of using virtual teams for small and medium-sized enterprises (SMEs) with a comprehensive review on various aspects of virtual teams. Based on the standing of the pertinent literatures, attempt has been made to study the aspects by online survey method in Iran and Malaysia. In both countries, SMEs play an important role in their economies, employments, and capacity building. Virtual R&D team can be one of the means to increase SMEs efficiency and competitiveness in their local as well as global markets. In this context, surveys have been conducted to evaluate the effects of virtuality to the growth of SMEs. The study addresses some differences between two countries in engaging virtual research and development (R&D) teams in their SMEs. It is observed that there is a significant difference between the SMEs turnover that employed virtual team and that did not employ the virtual team. The way for further studies and recommend improvements are proposed.
A knowledge management-based conceptual model to improve the level of utiliza...IJAEMSJORNAL
The current commercial context for the Small and medium-sized enterprises (SMEs) is an ever-changing environment that is strongly influenced by the information and communication technologies (ICTs). This has led enterprises to implement these technologies as supportive tools for their business processes. Nevertheless, a vast number of SMEs have not obtained favorable results in implementing ICTs, since the lack of knowledge about the potential and application of these technologies has made this technological implementation activity prevail as an action oriented to the simple acquisition of equipment and informatic systems with a short-term vision without considering a business strategy. The aim of this paper is to perform a literature review that shows evidence of the low utilization of ICTs in SMEs, particularly in the Mexican environment, which leads to proposing a different approach where enterprises consider Knowledge Management (KM) in the implementation of the informatic technology, leading to a conceptual model to ensure human, organizational and relational capital provide the proper capabilities to complement a strategy that implies carrying out a correct acquisition and application of knowledge that contributes to improving the utilization of ICTs in the business processes.
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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.
Shubham Mehta: IIT-JEE 2011 topper celebrates success with his mentorscharuboua
Shubham Mehta: IIT-JEE 2011 topper celebrates his success with his family and his three mentors, Bharat Kumar Matoria (BKM), Shiv Pratap Raghuvanshi (SPR) and Chaandeep K Singhal (CDS), who have helped him overcome his shortcomings and achieve his goal.
Endosulfan does not bio accumulate due to microbes in soil- reportcharuboua
This study reports the enrichment nd isolation of a microbial culturew capable of degrading endosulfan with minimal production of endosulfan sulfate, the toxic metabolite of endosulfan, from tropical acid soil. The results of this study suggest that this novel strain is a valuable source of potent endosulfan- degrading enzymes for use in enzymatic bioremedation. This clearly states that endosulfan does not bio- accumulate due to the microbial culture in the soil.
The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEsNader Ale Ebrahim
The number of small and medium enterprises (SMEs), especially those involved with research and development (R&D) programs and employed virtual teams to create the greatest competitive advantage from limited labor are increasing. Global and localized virtual R&D teams are believed to have high potential for the growth of SMEs. Due to the fast-growing complexity of new products coupled with new emerging opportunities of virtual teams, a collaborative approach is believed to be the future trend. This research explores the effectiveness of virtuality in SMEs’ virtual R&D teams. Online questionnaires were emailed to Malaysian manufacturing SMEs and 74 usable questionnaires were received, representing a 20.8 percent return rate. In order to avoid biases which may result from pre-suggested answers, a series of open-ended questions were retrieved from the experts. This study was focused on analyzing an open-ended question, whereby four main themes were extracted from the experts’ recommendations regarding the effectiveness of virtual teams for the growth and performance of SMEs. The findings of this study would be useful to product design managers of SMEs in order to realize the key advantages and significance of virtual R&D teams during the new product development (NPD) process. This in turn, leads to increased effectiveness in new product development's procedure.
Virtual R&D teams and SMEs growth: A comparative study between Iranian and Ma...Nader Ale Ebrahim
This paper explores potential advantages of using virtual teams for small and medium-sized enterprises (SMEs) with a comprehensive review on various aspects of virtual teams. Based on the standing of the pertinent literatures, attempt has been made to study the aspects by online survey method in Iran and Malaysia. In both countries, SMEs play an important role in their economies, employments, and capacity building. Virtual R&D team can be one of the means to increase SMEs efficiency and competitiveness in their local as well as global markets. In this context, surveys have been conducted to evaluate the effects of virtuality to the growth of SMEs. The study addresses some differences between two countries in engaging virtual research and development (R&D) teams in their SMEs. It is observed that there is a significant difference between the SMEs turnover that employed virtual team and that did not employ the virtual team. The way for further studies and recommend improvements are proposed.
A knowledge management-based conceptual model to improve the level of utiliza...IJAEMSJORNAL
The current commercial context for the Small and medium-sized enterprises (SMEs) is an ever-changing environment that is strongly influenced by the information and communication technologies (ICTs). This has led enterprises to implement these technologies as supportive tools for their business processes. Nevertheless, a vast number of SMEs have not obtained favorable results in implementing ICTs, since the lack of knowledge about the potential and application of these technologies has made this technological implementation activity prevail as an action oriented to the simple acquisition of equipment and informatic systems with a short-term vision without considering a business strategy. The aim of this paper is to perform a literature review that shows evidence of the low utilization of ICTs in SMEs, particularly in the Mexican environment, which leads to proposing a different approach where enterprises consider Knowledge Management (KM) in the implementation of the informatic technology, leading to a conceptual model to ensure human, organizational and relational capital provide the proper capabilities to complement a strategy that implies carrying out a correct acquisition and application of knowledge that contributes to improving the utilization of ICTs in the business processes.
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.
Shubham Mehta: IIT-JEE 2011 topper celebrates success with his mentorscharuboua
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Endosulfan does not bio accumulate due to microbes in soil- reportcharuboua
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40% of HR executives worldwide intend to replace their existing, on-premises HR system with a SaaS tool in the near future.
In this Forbes Insights research report, learn why many HR pros are focusing their vision on leveraging digital HR as a solution.
Discover:
What is driving digital transformation in HR
How digital HR is innovating HCM
12 benefits realized by leveraging digital HR
A tour of available digital HR technology
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Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
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This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
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A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Digital Artefact 1 - Tiny Home Environmental Design
MANAGING TECHNOLOGY AND PEOPLE: THE GREGORY FRAMEWORK APPROACH
1. MANAGING TECHNOLOGY AND PEOPLE: THE GREGORY FRAMEWORK APPROACH
Prof. (Dr) Pralay Kumar Ghosh
Director
Suryadatta Institute of Business Management & Technology (SIBMT)
Bavdhan (BK), Pune 411 021
Mobile No. 09823025076
e-mail: pralaykghosh@hotmail.com
Abstract
This concept paper discusses as to how Human Resources Management has evolved from being a Personnel and
Administration function in the 1950’s to that of a highly modernized Management of People as Assets. It is
equally essential to note the evolution of Technology and how managing this goes in conjunction with People...
In the context of technology, people play a major role at various stages of technology, right from its
identification to its assimilation and implementation. The future holds great importance for HRM’s role in the
strategic business partnership with the organization, and for combating this challenge, there is an increasing
need for technology to be inserted on its daily operations and on its decision-making considerations. It is an
individual who thinks of an idea, who then wants to convert that idea into something that can impact many
others. The process involves technology, as a mean and not an end. The most common example in Technology
Management is the principle of adopting the Gregory framework.
Paper presented at a National Conference on “Managing Technology and Innovation for Competitive Advantage in
Global Business Environment” on February 28th and 29th and March 1, 2012 held at MAEER’S Maharashtra
Institute of Technology Department of Management Sciences and Research, Pune
1
2. This framework has five basic processes, each one of those represent a strong role coming from people and so
the result desired is directly proportional to the quality of people involved. A review of literature suggests that
the future role of HR professionals are going to be dramatically different than what it is today and perhaps, in
this changing scenario, the role of technology in general and its application in HR calls for a relook at Gregory
framework in developing people who can maximise the potential of latest technology. Managing people and
technology go hand in hand. Regardless of what future lies ahead, a good understanding of the role technology
plays in supporting human capital management is likely to be a key factor in determining the success of both the
HR function and HR professional.
Key Words: People, Technology, HRM, Gregory Framework, Future
INTRODUCTION
Like every Economic trend in the world, the Human Resource fraternity has seen equal number of trends
changing as required in each global economic scenario.
From being a Personnel and Administration function in the 1950’s, today Human Resources Management
(HRM) has evolved to that of a highly modernized Management of People as Assets possessing many different
varieties of competencies and capabilities. In turn, HRM today is helping organisations grow its business and
increase its footprint.
Against this backdrop, it is equally essential to note the evolution of Technology and how managing this goes in
conjunction with People. In the Indian context, Technology has evolved with the country’s need in being self-
reliant and sufficient. Ever since then we have been looking at upgrading technology based on what is available
in the global market and the various consumption demands.
People are at the heart of any management, be it quality, financial, technical, design, production, and allied
functions. In the context of technology, people play a major role at various stages of technology, right from its
identification to its assimilation and implementation. The future holds great importance for HRM’s role in the
strategic business partnership with the organization, and for combating this challenge, there is an increasing
need for technology to be inserted on its daily operations and on its decision-making considerations. The
creation of technology also starts from the person’s mind. It is an individual who thinks of an idea, who then
2
3. wants to convert that idea into something that can impact many others. The process involves technology, as a
mean and not an end.
The most common example in Technology Management is the principle of adopting the Gregory framework
(Gregory, 1995). The framework has five basic processes, each one of those represent a strong role coming
from people and so the result desired is directly proportional to the quality of people involved. A review of
literature suggests that the future role of HR professionals are going to be dramatically different than what it is
today and perhaps, in this changing scenario, the role of technology in general and its application in HR calls
for a relook at Gregory framework.
LITERATURE REVIEW
A number of research studies reveal that during the last decade, the technology has impacted the functions and
activities of HRM to a great extent and the process continues.
Working from home or close to home, to travel to work place – be it office or factory, gradually and steadily,
we find today a reverse process wherein there is a move for many to work from anywhere including home and
people are no longer necessarily anchored to one place. Research studies and surveys confirm that the common
factor towards this shift is technology. There exists a rich literature on how technology in general and computer
technology in particular, especially the Internet by dissolving borders and creating an interconnected
marketplace, apart from business streamlining and an array of communication tools have brought phenomenal
changes in the lives of people and that in turn has changed the various functions and activities of human
resource management (Ivancevich, 2001).
“It’s not enough for human resource professionals to learn how to operate the newest software and other
technologies … Turning raw data into useful information is the real value technology brings to the human
resources function by enabling HR practitioners to demonstrate in numbers and, conversely, in dollars, how
decisions that affect employees affect the bottom line.” (HR News, September, 2000). The transition to
technology calls for a new model of workforce development with people-cantered approach that recognizes
employee mobility, competitive pressures, globalization, and the pace of change in valuable technologies and
skills (Meeder and Cude 2002) and this is an important issue these days as knowledge management plays a
central role (Ardichvili, 2002). Right from recruitment and selection to performance appraisal and
compensation management, Human resources (HR) covers various tasks that calls for different skill sets, both
quantitative and qualitative in nature (Kenter 2003). In the backdrop of emerging technologies, this raises
questions whether these tasks need to be together on organizational plans (Kenter, 2003).
3
4. The recent studies of HR management and business performances have found that HR’s adopted “high
involvement” practices have resulted in “significantly positively associated” “improvement on market value,
rate of return on capital employed, revenue growth, revenue-per-employee rate, productivity, product/service
quality, and even organizational survival” (Lewin, 2003). The use of technology by HR has proven to assist on
the improvement of business performances.
HRs should go above and beyond maintaining a narrow operational focus, view its activities as restricted to the
limits of its own organization, or to limit itself to traditional human resource (HR) responsibilities (Lengnick-
Hall & Lengnick-Hall, 2003), Towards this involvement of technology, businesses need to adopt an HR
philosophy which understands that today’s customers and clients are used to a technological experience, and
“The mission of the HR department ought to be to synchronize the employment brand with the customer
brand”. In order this to happen, HR should bring the customer’s voice to inside an organization, and
accomplishing that, upper management will empower HR to reflect the customer’s “value proposition” (Sartain,
2005)
Noe et al. (2007) claimed that e-businesses creates many challenges for HRM departments because of the fast
pace of changes on information technology. HRMs are required to continually update their skills requirements
and then recruit and train people to meet these requirements. Technology is here and will continue to progress.
To understand the role technology plays on today’s HRM we first have to understand business technology
(Luck, 2010)
It is evident from the foregoing that HRM has revolutionised based on the market’s demand. Market demands
have led to technology acquisition and its management. One needs to always attribute these changes to the
changing nature of jobs. We come from a generation of jobs like doctors, engineers, and chartered accountants
to a huge variety of roles. There are functions and departments in organisations that have never existed in the
past. All this calls for managing people in diversified roles with diversified technologies.
In the overall context of organisations, managing technology and people are indeed complementary and is
extremely important. The benefits of effective management of these two help organisations progress and
achieve its set objectives, vision, and results. There is also an emergence of HR technologies that enable better
management of people like that of PeopleSoft, ERP, Cloud computing, etc.
EMERGENCE OF TECHNOLOGY IN HR
4
5. The most common technology is Information technology (IT), which has increasingly become an important
factor and fundamental to support business processes in organizations. The need for HRs to be more efficient
on different areas of competencies and towards this information technology (IT) is fundamental on the strategy
for HRM improvement (Cascio, 2005). IT acquisitions are quite productive in supporting transactions and in
aiding coordination mechanism provided the organizational resources and business processes are properly
aligned with the IT. However, many IT acquisition projects fail due to improper alignment of the business
process with IT. Role of human resource (HR) is quite critical to such alignment process. It is important that
acquiring organizations display HR capability to support alignment process especially in the pre-acquisition
stage to minimize the post-acquisition shocks (Mishra, 2006).
During the post-independence era, the practice of Human Resource Management had further undergone a
technological revolution. The era observed how human resources, capital, application of knowledge and
information systems took advantages of advanced information technology. The new buzz word that comes into
being is that HR no longer looks at administration, but partners with business for fuelling growth, progress and
development. This era marks the emergence of a ‘network society’ - a revolution involving the internet and a
technological infrastructure for the global economy (Castell 1996, 1997, 1998). This has resulted in a paradigm
shift in the way business is conducted today. The concept of outsourcing which is one of the outcomes is used
widely today in all functions of management including human resource management. Business organizations
are adopting new technology and techniques with the help of trained manpower to produce world class products
with utmost customer satisfaction. They are deploying skilled, loyal and committed human resources who are
capable of controlling sophisticated and high-tech machines and equipment’s. An integration of new technology
and efficient workforce is possible when an organization adopts a strong and progressive human resource
approach. (Kumar and Mishra, 2011) (Ghosh, 2011).
PEOPLE MANAGEMENT WITHIN THE TECHNOLOGY FRAMEWORK
Indian business, from its independence in 1947 until the economic liberalization programme of 1991 to post-
information technology resulted in a domestically focused and unique business model. The past sixty years has
seen Human Resource functions evolve from being procedural in nature to that of a behavioural one. There are
courses and masters specialisation available in the subject with sub-specialisations that indicate the importance
and change of the function from its past. While many of these issues continue to haunt business organisations as
areas of concern, there has been significant progress, which has been the product of the increase in education,
variety of options and specialisations that have come into existence with the opening of the economy and world
trade, and availability of talent. The challenge that lies ahead in the HR fraternity is that of selecting the right
talent for the right job, ensuring that the job’ output is maximised with the potential it has to offer, and enriching
5
6. the roles to add value to organisations. Thus, in response to the on-going restructuring, every business
organization must draw a set of its own human resource policies and integrate them with the firm’s strategic
challenges (Murthy, 2010).
The Gregory Framework was primarily developed keeping in mind technology management. However, this
framework has processes, which have an important People role which is most significant to be fulfilled. The
five generic processes with the People perspective are explained below:
1. Identification of technologies which are important to the business: when an organisation identifies
technology, it needs people who have the right technical acumen, grasping and knowledge of the technology.
We still live in a world where a person’s intuition and technical competence judges the value of technology
more than theory and the technology itself. Understanding the handling and management of technology is a
human effort and needs capable and competent people to look at this. A man’s intelligence generates an idea for
new products, which generates the need to identify technology. It has to be finally used by People.
2. Selection of technologies that should be supported by the organisation: Whenever a Technology is selected,
the organisation has to keep in mind as to who is going to manage and run this technology. People are a critical
deciding factor for this selection, as they must have the competency, aptitude and willingness to support this
technology.
3. Assimilation of selected technologies: HR involvement is an important aspect in all the stages of IT
acquisition process. In order to ensure a better and effective use of the IT acquired, HR involvement is required
the most in the pre-acquisition stage in order to effectively manage subsequent stages. Policy, attitude of
strategic decision makers, decision making style in the organization; perception of users on IT (fear of losing
importance and/ or anxiety to use technology) also influence end-users in accepting IT. In this paper we
discussed a model that an organization can apply to assess its internal preparedness to manage the IT acquisition
process.
4. Exploitation of technologies to generate profit and benefits: People manufacture, people plan and people sell.
It is the human mind’s intelligence that gets multiple benefits from technology and by doing so one exploits
technology best. If people don’t work with technology, then as a standalone no technology can produce any
benefits. Generating profits and maximising benefits only enable business improvement and growth, so if
people are provided with right training and inputs, with regular enhancement of knowledge and skills, this can
help business and the economy prosper.
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7. 5. Protection of knowledge and expertise: Filing of Patents and intellectual property are all people capabilities
and their protection is done such that people can learn and benefit from one’s knowledge. Managing people by
giving them the right ambience to develop their intellectual capacity, is a HRM role and also helps protect
unique technology in an organisation.
People possess the inherent quality of being intelligent, energised, and full of ideas, skills and talent. It is all
these fundamental qualities of a human being that is channelized through proper Human Resource Management.
All these further go to substantiate that for HRM to play an active value adding role to managing technology,
understanding the technology and its business context is very important. This means being involved in the
developing of the strategic objectives of the organisation, absorbing the background of the strategy, the vision
and its purpose and mission to achieve, followed by knowledge in its implementation. Technology needs arise
out of this and this in turn shall indicate the competencies, skills, manpower required to deploy the technology
and reap its benefits.
CONCLUSION
Today, as shown in this paper, HRMs are presented with the challenge of becoming more effective and
productive, and they are accepting this challenge by turning to technology as a mean to improve their
performance; however technology presents its own challenges as well. The role technology plays on HRM is
most fundamental when used as part of an organization’s business strategy. There are specific technology
designed for HRM decision-making, however the efficiency of these decisions remain dependent on the human
training and skills. Technology is incorporated on the fibre of our lives because of its overwhelming presence
on e-business, as Internet continues to have an exponential growth.
Regardless of which future lies ahead, a good understanding of the role technology plays in supporting human
capital management is likely to be a key factor in determining the success of both the HR function and HR
professionals (SHRM, 2008).
To sum up, managing people and technology go hand in hand. They are not supplementary in nature and as
organisations evolve to modern techniques of manufacturing, and overall management, it is imperative to
develop people who can maximise the potential of latest technology and in this context Gregory framework
could be useful.
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