DM 216 - Information Technology Management Master in Development Management

1. TECHNOLOGY AND
MANAGING PEOPLE:
Keeping the “Human” in
Human Resources
SHERYLE A. DOMINGO
DM 216 - Information Technology Management
Master in Development
Professor:
JO B. BITONIO

2. THE GREGORY
FRAMEWORK
APPROACH
This concept discusses as to how Human Resources
Management has evolved from being a Personnel and
Administration function in the 1950s 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.

3. 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
process involves technology, as a mean
and not an end.
11/1/2013

4. People are the Heart of any management, be it
quality, financial, technical, design, production and
allied functions
.
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 and HR
professional.

5. PROCESSES of GREGORY
FRAMEWORK
1. IDENTIFICATION – When an organization
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 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.

6. 2. SELECTION - Selection is the process
to determine the technology can be
developed within the company. The
process will be aligned with
company’s strategy. The criteria in
this phase are usually from different
sources. Technology audit, SWOT
analysis, and R&D portfolio analysis
are the approaches usually can be
used in this process.
11/1/2013

7. 3. ACQUISITION - It aims to find out the suitable
method to acquire the technology and applied in
the organization in the acquisition phase. There are
several means to obtain the technology. Companies
may choose to develop the technology by itself by
R&D activities or organizational learning. They also
may choose to collaborate with others as suppliers,
or partners. Technology may also be purchased via
brokers or licenses, etc. The acquisition means
should be considered to be suitable with company
strategy by considering the complexity of R&D, risk
management, and financial limitation, etc.

8. 3. EXPLOITATION - to convert the obtained
technology into the practical production to
gain the financial profit. The key point here is
to apply the scientific technology into products
can gain the maximum profit. Technology
fusion is an important concept here to explore
new function. The exploitation is the only
process in this framework able to generate
profit to cover all the technical investment.
11/1/2013

9. 5. PROTECTION OF KNOWLEDGE
AND EXPERTISE - is about how to
protect or maintain the knowledge
and relative expertise in the
manufacturing process. The
traditional way to protect the
technology is the legal method as
licensing or patenting. Managing
people by giving them the right
ambience to develop their
intellectual capacity.
accessed 9/17/2013

10. This process framework is a general model for technology
management to be used in organizations. This process is not a
defined model but comes from the process those companies
apply the technology. It reflects the routine the management
takes to manage technology within the company. The
framework also associates all the relative activities which
include innovation, product technology, production technology
etc. into the model. This framework also enables the company
to align the technological considerations with business
strategy. Every process in this framework needs a set of
activities and criteria to implement. Thus this framework also
enables the management to evaluate the whole processes and
manage the relative dimensions. Furthermore, a processbased model can make the technology management process in
company visible and transparent. [WMG, 2010]
http://www.ukessays.com/essays/marketing/gregory-framework-oftechnology-management-marketing-essay.php#ixzz2fDl50BZB
11/1/2013
accessed 9/17/2013

11. 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.

12. There exist 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 the
phenomenal changes in the lives of people
and in turn has changed the various
functions and activities of human resource
management.
11/1/2013

13. According to HR News, September 2000
“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.”

14. The transition to technology calls for a new
model of workforce development with peoplecentered approach that recognizes employee
mobility, competitive pressures, globalization,
and the pace of change in valuable technologies
and skills and this is important issue these days
as knowledge management plays a central role.
Right from recruitment and selection to
performance appraisal and compensation
management. Human resources covers various
tasks that calls for different skills sets, both
quantitative and qualitative in nature.
11/1/2013

15. 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 responsibilities.. 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
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)

16. Noe et al. (2007) claimed that e-business 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 have to understand business
technology (Luck 2010).
11/1/2013

17. RESEARCH PROPOSITIONS IN REGARD TO HR AND
INFORMATION TECHNOLOGY
DEPENDENT VARIABLE
PROPOSITIONS
VALUES
Researchers are beginning to investigate the effects of
information technology on the social experience of
those who use it. For example, awareness exists that
the nature of some computerized jobs may increase
productivity, but at the same time it can degrade the
lives of employees (Kraut et. Al 1989). This can happen
via
comparative
isolation
experienced
by
telecommuters who work at a distance from the
organization, decreasing satisfaction and involvement
with work colleagues and increasing the sense of
footlessness that arises in a more impersonal,
automated environment.
PROPOSITION 1: Value
congruence between
employees
and
organizations will be
positively associated
with
performance,
citizenship behaviors,
and individual intent to
stay among workers in
InformationTechnology-Intensive
jobs.

18. STAFFING
Snell and Dean (1992) demonstrated empirically that
selective staffing practices were positively related to
integrated manufacturing To date, no study has
investigated selective staffing specifically involving
individuals in other information management settings
(e.g virtual teams, teleworkers, home-based computer
“piece workers”). Huselid (1995) found strong results for
selective staffing practices at the firm level, but did not
investigate job-level outcomes. Some have suggested
that individuals who hold these jobs are variously: selfmotivated, task-oriented, risk-seeking and posses high
person/organization fit approach implies that staffing
procedures for jobs that involve virtual teamwork
should include screening for patience, persistence,
tolerance and flexibility . Technological competence,
while important, may not be the most critical selection
criterion. Selective staffing and information workers’
personality characteristics merit further study, and these
considerations suggest the following propositions:
Proposition 2: Use of
selective staffing
procedures with
information-technology
workers will be positively
associated with
performance, citizenship
behaviors and individual
intent to stay.
Proposition 3: Degree of fit
between personality
characteristics and
information-technology
job type will be positively
associated with
performance, citizenship
behaviors, and individual
intent to stay.

19. DEPENDENT VARIABLE
PROPOSITIONS
TRAINING AND COMPETENCIES
Proposition 4: Firms that provide self
management and interpersonal skills training
for information-technology users will realize
positive outcomes in terms of performance,
citizenship behaviors and individual intent to
stay.
A critical issue in training efforts among
technologically focused organizations is
the task of achieving a balance between a
concern for mastery of mechanical facets
of automation on one hand and for
command of traditional “people issues”
on the other. Teaching people to master
technology is only one aspect of training
process. Individuals must also acquire the
interpersonal and behavioral tools
necessary to implement self-management.
Proposition 5: Firms that base hiring and
training programs on more stable job-relevant
person characteristics rather than on
changeable task characteristics will realize
positive outcomes in terms of performance,
citizenship behaviors and individual intent to
stay.

20. PERFORMANCE APPRAISAL ORGANIZATION
And work processes that undergo significant change-as
when implementing new information technologiesconfront the challenge of establishing an infrastructure
to support the new system. The appraisal function is
unique because it serves both administrative and
developmental purposes in organizations. Appraisals
that focus on determining pay, promotion and other
administrative outcomes are qualitatively different from
those whose purpose is promoting employee
development, learning and continuous improvement.
MENTORING
Mentoring relationships have proven to be one key to a
number of desirable outcomes in organizational life. For
example, mentored individuals report more satisfaction,
greater career mobility and opportunity and higher
promotion rate than those who were not mentored.
Proposition 6: Use of
frequent and face-to-face
developmental appraisal
will be positively
associated with
performance, citizenship
behaviors and individual
intent to stay among
information technology
workers.
Proposition 7: Mentoring
relationships will be
positively associated with
performance, citizenship
behaviors and individual
intent to stay among
information-technology
workers.

21. COMPENSATION
Advances in telecommunications and
computer technology and delayered
organization structures have
contributed to the proliferation of
team-based work systems and virtual
teams.
SOCIAL SUPPORT
Literature on international adjustment
emphasizes the importance of role
clarity and social support from
supervisors and co-workers in
facilitating adjustment to a new
situation. Theory and findings from
particularly those in distance or
telework environments who may have
to adjust to unfamiliar role
requirements and expectations and
who must do so while isolated from
the physical center of operations.
Proposition 8: Team-based
compensation strategies will be
positively associated with
performance, citizenship behaviors
and individual intent to stay among
information-technology workers.
Proposition 9: There will be a positive
relationship between implementation
of social support systems and
performance, citizenship behaviors
and individual intent to stay among
distance and telecommuting
employees.

22. Proposition 10: In the absence of
formal career development efforts,
Telecommuting may have significant
telework and telecommuting will lead
career implications for workers and their
to adverse effects on women,
organizations. Tomaskovic-Devey and
minorities and older employees.
Risman (1993) reported that professionals
who are likely to be allowed to
Proposition 11: There will be a negative
telecommute
are
overwhelmingly
relationship
between
workplace
although not entirely – males, and that
emphasis on impression management,
clerical telecommuting work by contrast is
politics and interpersonal contact and
almost totally confounded with female
career
advancement
among
gender. They viewed this phenomenon as
teleworkers and telecommuters
organized specifically to take advantage of
the labor market restrictions associated
Proposition 12: Investments in selective
with
the
female
family
role.
staffing, training and orientation will be
Hamilton(1987) suggested that employees
negatively related to feelings of
who grow accustomed to working from
isolation and career derailment among
home may even be unwilling to return to
teleworkers and telecommuters.
the office when a promotion opportunity
arises.
CAREER OUTCOME

23. FAMILY ADJUSTMENT
One of the attractions of using technology to
facilitate remote work is the potential to
smoothly integrate job duties into one’s family life.
Characteristics of the work itself may contribute
to the ability to balance demands. Individuals
engaged in clerical or rote tasks at home are
analogous to pre-industrial cottage workers in
many respect. In this sense, it may be easier to
turn off and turn away from more mindless and
routinized tasks. Conversely, skilled information
and analyst and high level professionals may
become more engaged in their work and find it
difficult to establish boundaries when working at
home. Rather than balance, these individuals may
confront elevated stress, marital discord, errors
and burnout, rather than hoped for family life
benefits of virtual work.
Proposition 13: Work/family
balance will be positively
related to the presence of
preschool children in the
home and to clerical or rote
telework tasks.
Proposition 14: There will be
a
positive
relationship
between formal training and
support
in
managing
work/family balance and
performance,
citizenship
behaviors and individual
intent to stay among
distance and telecommuting
employees.

24. CONCLUSION:
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 designed for HRM decision-making,
however the efficiency of these decisions remain
dependent on the human training and skills.

25. Technology is incorporated in the fiber of our
lives because of its overwhelming presence on ebusiness, 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.
11/1/2013

26. To sum up, managing people and
technology go hand in hand. They are
not supplementary in nature and as
organizations evolve to modern
techniques of manufacturing, and
overall management, it is imperative
to develop people who can maximize
the potential of latest technology.
11/1/2013

27. 11/1/2013