Information Technology in Human Resource Management: An Empirical Assessment

Abstract

The present paper begins by introducing a number of observations on the applications of information technology (IT) in the field of human resource management (HRM) in general. This is due to the fact that IT and its wide range of applications have already made their presence felt in this area. This will be followed by a report on the findings of a survey on the present trends in organizations with in the different sectors in Turkey. Although the impact of IT on HRM has long been attracting the interest of academics, no empirical research has ever been realized in this field in Turkey, and few studies have been reported elsewhere. The survey was conducted among the 106 IT managers and professionals from various sectors, based on whose results, the data shows that IT is used extensively in the organizations to perform HRM functions in Turkey's dynamic economy. The results also indicated that, while IT has an impact on all sectors in terms of HRM to certain extent, the types of IT used vary significantly between recruitment, maintenance, and development tasks. However, the empirical results here reveal that these organizations are not applying these technologies systematically and maturely in the performance of HRM functions.

Antecedent of HR Competencies and Job Performance: Required IT Competencies for HR Professional in Digital Era

“…However, in the majority of the impact of IT on HR literature, researchers focused on the effect of IT usage on HR functional roles and effectiveness [2,10] based on group level analysis [9,21], and paid less attention to the association between IT competencies, HR competencies, and performance.…”

“…Regrettably, in the area of HR and IT, rigorous empirical studies are uncommon and few researches have addressed the status of the fields as briefly reviewed above [10,21].…”

Human Resources Management: Current Issues

“…In the early stages of HRM development, employees were treated as to be passive recipients of HR services (Paauwe, 2009;Mishra and Akman, 2010;Guest and Conway, 2011). Nowadays, HR professionals should make employees motivated and committed to have positive attitudes on the daily work, involving them also into decision-making processes with regard to achieve better working performance (Savaneviciene and Stankeviciute, 2012;Spooner and Kaine, 2010).…”

“…Acceptance and utilization of HR metrics is an additional essential feature of HRM (Janssens, and Steyaert, 2009), with the focus on cost effectiveness (Mishra and Akman, 2010). In a sense of metrics, Hussain, Wallace and Cornelius, (2007), recognize three classes vital in review of the HR function; administrative tasks effectiveness, HR practices efficiency, and influence considering the achievement of organizational objectives in terms of development and utilization of employee's skills and competences (Spooner and Kaine, 2010;Paşaoğlu, 2015).…”

E-HR Adoption in Taiwan: An Exploration of Potential Multilevel Antecedents and Consequences

“…Empirical and anecdotal evidences have shown that firms adopt e-HR to a varying degree [2,[4][5][6][7]. Attempts to understand the factors of adoption thus become a popular research interest among HR and IT academics.…”