Changing the centre of HRM from operational management to strategic management

Changing the centre of hrm from operational

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Changing the centre of HRM from operational management to strategic management. ? Reducing unfairness and dissatisfaction in performance appraisal ? Meeting the requirement of IT era ? Achieving more competitive advantages 2.3.4 The relationship between conventional HRM and e-HRM: The nature of HRM decided the status of HRM in an organization became more important and the emergence of SHRM indicated that HRM is one of the strategic partners of the organizational management. At the same time with the development of the internet and IT industry, the usage of network and information system in management is popular and the introduction of e-HRM is just meet the requirement in the new era. (Legge, 2005) The shift from conventional HRM which focuses on the operation of HRM functions with paper-based manual processes, to e-HRM which emphasizes more on strategic, integrated, and automatic approaches based on IT to increase the efficiency and effectiveness of HRM, could be seen as a sequential phenomenon of two general phases of HRM or two types of HRM.
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Conventional HRM refers to those ways of HR management without IT or just a little using of simple DP, while e-HRM bases on IT, depends on internet and intranet and relates more to strategic management. Nevertheless their foundation is the same, which are the functions of HRM. Both of them achieve their goals and value through operating these functions. 2.4 E-HRM in Practice and its effectiveness: The evidences from several organizations of different countries show the operation of e- HRM in practice and how effective it is. However there is still controversy about whether the e- style of HRM relates to corporate size. 2.4.1 Cases of e-HRM in practice: 2.4.1.1 Evidence from Northeast Health in UK: Runy (2006) did a case study about using of e-HRM systems in three hospitals. Northeast Health, a three-hospital system with 4,000 employees is one of the successful cases. It used HRIS in the late 1990s. At first, it operated three distinct systems to manage scheduling, benefits, payroll and other HR functions. But this was not that efficient. In 2000, Medi Solution provided it software that could integrate all HR functions and added online recruiting, salary modeling and training (Runy, 2006). Prior to implementation of this system, when a manager wants to know some information, he has to call human resource department to request the data. Then HR department would print the data and manually deliver it to the manager or send it through interoffice mail. By the time these data reached to the manager, it would be late and sometimes even weeks late. The manager said that they reached the glass ceiling and were not meeting HR need in an efficient way, but after implementation of the HR software in 2000, both employees and managers felt it easier to do their jobs. They enter self-service site which allows them to update personal information and sign up for training programs and so on. For managers, the software provides up-to-date details about employees, tracks work history and display new requirement of employees, and evaluates their performance. It can analyze the data as well that aid to decision
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