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Today, when the competitive demands of the marketplace require a reorientation of strategic human resource philosophies and practices, an emphasis are being given to a knowledgebased administration using technology as a tool. Todays human resources (HR) tasks cover an ample variety of activities requiring very different skill sets, from compensation and benefit administration (highly quantitative) to employee relations (highly qualitative). As a consequence, there are legitimate questions about whether these tasks need to be together on organizational plans in light of new realities and technologies. To be considered successful HR technology must achieve several goals, as described by Walker (Web-Based Human Resources, Alfred J. Walker): (a) Strategic alignment, which must support the goals of a business by helping users;
If an organizations Heart is defined as its mission, values, vision, strategy, goals, roles and responsibilities; then, strategic alignment is when all employees know about organizations Heart, feel passionate about it, make all their daily decisions based on it, and behave according to it. Strategic alignment is when all structures, processes and systems support your organizations Heart and dont work against it. Alignment is when all the organizations teams all the way from the top executive suite down to the front line teams have goals that are in perfect sync with each other and are truly committed to such goals. Strategic alignment is when all the team leaders regardless of their rank (CEO, Middle Level Managers, or Entry Level Supervisors) give precedence to the team they belong to, over the team they lead.
(b) Business Intelligence, which should inspire new insights and learning, by providing users(emp) with relevant information and data, and by answering questions; Business Intelligence is a set of methodologies, processes, architectures, and technologies that transform raw data into meaningful and useful information used to enable more effective strategic, tactical, and operational insights and decision-making." It mainly refers to computer-based techniques used in identifying, extracting, and analyzing business data, such as sales revenue by products and/or departments, or by associated costs and incomes. (DSS) (c) Efficiency and Effectiveness, which must change the work performed by HR personnel, by dramatically improving their level of service, allowing more time for work of higher value, and reducing their costs.
Walker (2001) stated that HR technology can help organizations meet their business goals and objectives today and in the future by:
Helping managers deploy their workers more efficiently. Ensuring that workers receive proper training and development. Offering new insights on how to increase productivity. Enabling employees and managers to receive needed information faster. Reducing HR administrative costs. Assisting with better employee assessment and selection (Walker, 2001, pp. 10-11).
Recent studies of HR management and business performances have found that HRs adopted high involvement practices have resulted in Improvement on market value Rate of return on capital employed
We can assume that the use of technology by HR has proven to assist on the improvement of business performances. Although we expect all businesses to have embraced this high involvement on technology, only about one of every eight business has done so. In order for this to happen, HR should bring the customers voice to inside an organization, and accomplishing that, upper management will empower HR to reflect the customers value proposition. Knowledge Management HR is part of the knowledge management in an organization, and because of this it has to play a role in concurrence with the IT department, and others responsible for generating and manipulating knowledge.
Knowledge Management (KM) is the set of professional practices which improves the capabilities of the organizations human resources and enhances their ability to share what they know.
Knowledge Life Cycle Knowledge in business can be seen to have a lifecycle of its own. It must be created either within or outside the organization. This is typically comprised of iterative tacit and explicit loops until Create the knowledge is ready for distribution to those outside the creating group. It can then be stored somewhere, either Learn Store tacitly or explicitly so that it is accessible for others to find and use. Those who need the specific knowledge must then find out where it is, when they need it, by searching in the right places Use Find and / or asking the right people. Once the knowledge source is found, the user will then go through the act of actually
Acquire
acquiring it. This will involve gaining personal knowledge from other humans or documented sources. Once acquired, the knowledge can be put to use towards some productive purpose. Having been used, perhaps repeatedly, the user will learn what worked well and not so well as a result of applying the knowledge gained. This can then be taken as significant input into further iterations of the knowledge creation and distribution process.
Benefits of knowledge management Knowledge management can create competitive advantage for a company and its customers.
Why benefit occur By sharing information and best practices, organizations create expanded opportunities for market share and financial growth. Furthermore, knowledge management provides a means for organizations to differentiate themselves from competitors.
Appropriate organizational resources can be directed toward solving customer problems or meeting customer needs quickly and effectively.
Through tools, resources, and systems, it can help ignite creativity and innovation in the development of an organizations products and services.
By leveraging best practices, learning and other time-savers to improve productivity, products can be introduced faster.
By leveraging intellectual property in research and development efforts as well as overall market and business strategy, organizations can discover new ways to create value.
The realization that knowledge management plays a central role in ensuring competitiveness of the company rests on the perception that in todays business world the only truly unique resource of a company is the intellectual and human capital.
It is no longer enough for HRM to maintain 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, HRs should go above and beyond. The HR field has evolved over time and nowadays HR is under more scrutiny and is more accountable than ever. There is little room for mistakes, which can be overwhelming costly. HRs these days and in the near future have a greater importance in the strategic business partnership with the organization, and for this challenge to be won there is an increasing need for technology to be inserted on its daily operations and on its decision-making considerations.
Growth in knowledge needs. World trade is growing over three times faster in knowledge-intensive goods and services such as biomedicine, robotics, and engineering (Ivancevich, 2001, p. 52).
Global market connection. Technology is dissolving borders and creating an interconnected marketplace (Ivancevich, 2001, p. 52). Business streamlining. Easy to use communication, electronic mail, electronic conferencing, and databases are creating instantaneous dissemination of data to make better decisions to geographically dispersed workers (Ivancevich, 2001, p. 52).
Rapid response. Technology permits quicker communications, which allows faster decision-making (Ivancevich, 2001, p. 52). Quicker innovation. Teams of marketing, engineering, and production personnel working in parallel with computer provided files, data, and information develop products faster (Ivancevich, 2001, p. 52).
Quality improvement. The concept of building quality into the entire process of making, marketing, and servicing is enhanced by computer monitoring systems and through robotics (Ivancevich, 2001, p. 52).
E-business relies on the Internet to obtain product information online, directly order products and services, receive after-sale technical support, and view the status of orders and deliveries. E-businesses create 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.
Conclusion
Today, HRMs are presented with the challenge of becoming more effective and productive, and they are accepting this challenging 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 organizations 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 fiber of our lives because of its overwhelming presence on e-business, as Internet continues to have an exponential growth.