Human Resource Management Applications Research Articles

Computer Literacy and Human Resource Management: A Public/Private Sector Comparison

It is difficult to pick up any professional publication in the field of Human Resource Management (HRM) today without noticing the number of web pages available on-line for the use of personnel professionals, or without seeing advertisements by private companies touting the latest advances in software developments for a Human Resource Information System (HRIS). Computer technology has been available now for several decades, and HRM offices in the public and private sectors have increasingly made use of the new technology. There is also considerable literature available on the basic differences and similarities between management and administration in the public and private sectors or our economy.1 Although authors may disagree about the significance of many of the differences between the two sectors, not many disagree that substantial differences exist. Few studies have focused on the differences between the two sectors in the use of general informational technology,2 and none have focused specifically on differences between the two sectors in the use of HRIS and the Internet. This manuscript examines the extent to which HRM professionals in both the public and private sectors are using HRIS systems to carry on basic and advanced personnel processes, and the extent to which they are employing the Internet as an information resource to help them solve HRM problems. Using results from a national questionnaire sampling human resource professionals in both sectors, this study seeks to bring some data to bare on the types of software applications taking place, the integration of HRM activities and computer software, rates of satisfaction with the use of computer software in HRM applications, rates of computer and Internet training across both sectors, and the use of the Internet as an information resource in HRM decision-making and problem solving. Data were obtained from a questionnaire mailed to human resource professionals in public and private sector organizations during the summer months of 1996. The response rate for the public sector group was 54% (n=77), and for the private sector group was 29% (n=77). There was a total response rate of 38% with 154 usable questionnaires. For a more detailed breakdown of the sample please see appendix A. Editor's Note: See Why There Are Five Million Types of Statistics, (Volume 28, Number 1, Spring 1999) for a statistical significance overview. Survey Results Types of Software Applications According to Mayer and De Luca,3 Finding the appropriate software and applications is the most important part of the system. A computer that runs faster with a great deal of storage space and high-resolution graphics capability is useless without software that fits the organization's needs. According to Table 1 there is widespread acknowledgment among organizations in both sectors on the most needed software applications. Windows programs for word processing, creating databases, and creating spreadsheets are the three most commonly used programs. In contrast, both sectors in our sample are less likely to use statistics applications (more so in private organizations). A chi- square test was employed in order to test for significant differences in mean scores of each particular category of software between the two sectors. The results of the comparisons reveal that most software applications used in both sectors are not significantly different except statistics and utility programs (chisq value p= 14.535; p-value 0.001 for statistics programs and chisq value 8.472; p-value = 0.004 for utility programs). The lack of differences for most programs can be explained because such applications are ubiquitous and are widely used for the same HRM purposes.4 Table 1. Software and Applications Government Business Total (N=77) (N=77) (N=154) Word Processing 100% (77) 99% (76) 99% (153) Spreadsheet 95% (73) 100% (77) 97% (150) Windows 94% (72) 99% (76) 96% (148) DOS 91% (70) 84% (65) 88% (135) Database 90% (69) 81% (62) 85% (131) Graphics 81% (63) 77% (59) 79% (122) Utility Programs 78% (60) 56% (43) 67% (103) Telecommunications 77% (59) 65% (50) 71% (109) Statistics 41% (41) 23% (18) 38% (59) Integration of HRM Activities and Computer Software Now that we have established that there are a wide variety of software applications being used to perform numerous activities by the organizations in our sample, let us turn to the HRM function. …

Human resource management applications of knowledge-based systems

The commercial emergence of knowledge-based information technology represents a significant opportunity to enhance organizational management practice. Unfortunately, much of the potential of knowledge-based systems (KBS) to leverage human resource management (HRM) expertise and to promote organizational development remains unrealized. This article examines the current and potential use of KBS within HRM. After briefly reviewing the fundamental technology, KBS applications in manpower planning, recruiting, management development and performance appraisal are described, and the development of a knowledge-based safety advisory system is profiled. Frameworks for selecting an initial area for KBS application, and to subsequently achieve larger-scale technology assimilation are presented. Four technology assimilation ‘roads’ are considered and compared. Finally, the issue of fitting a ‘road’ to the existing knowledge structure of the organization is discussed.

Personnel Management: The End of Orthodoxy?

AbstractWithin the broad field of British industrial relations, personnel/human resource management grew significantly as a focus of conceptual and empirical analysis during the 1980s. This paper reviews the central features of this development and considers the prospects and priorities for future research. It argues that human resource management now represents a new orthodoxy within the general subject area, partly replacing the traditional Donovan framework. Research exploring the application of human resource management is reviewed. This reveals that only modest innovation has occurred, often with little evidence of positive outcomes. Seeking an explanation for this limited impact, attention is focused on the nature and effectiveness of personnel management. The reasons why there might be a ‘problem’ of personnel management are considered. Finally, the sustainability of the new orthodoxy is called into question.

Human resources management

Human resource management (HRM) demands effective coordination and control over a wide range of activities by management committed to the pursuit of sound human and industrial relations policies. The paper includes a brief comment on the contribution of behavioural and social systems studies, and the practical application of HRM is discussed in broad outline. Finally, a plea is made to the DP manager that whilst carrying the full burden of technological development, he/she should not neglect those other aspects of the management task that contribute to the overall performance of a DP unit.

A micro-model of internal supply forecasting for technical manpower planning

The manpower planning process includes forecasting the future demand for manpower and the future internal supply of manpower and then developing action plans which will balance supply and demand. Many of the models which exist for forecasting internal supply are for periods of one year or longer, which makes them inappropriate for many project planning and short term human resource management applications. This paper presents an easily implemented short-range (12-month horizon) model for forecasting internal supply. Time series analysis techniques are used to identify seasonal patterns and trends which exist in the determinants of internal supply. These are employed in the development of an internal supply forecast at both the aggregate firm level and at the individual skill group level. Feasibility of the model is demonstrated using empirical data. Output of the model is useful for further manpower planning.

PERAN PENGEMBANGAN SUMBER DAYA MANUSIA DAN BUDAYA KERJA TERHADAP KINERJA PEGAWAI

This study aims to examine descriptively about the application of human resource management and work culture as well as examine verification about the effect of the application of human resources and work culture on employee performance partially and together. The research method uses descriptive and verification, the population consists of employees of PDAM Majalengka Branch with a total sampling technique. Source of data used are primary and secondary data with correlation and regression analysis techniques. Descriptive research results indicate that the application of human resource management, work culture, and performance in PDAM’ is not optimal. Verification research results prove that the application of human resource management and work culture has a significant and partially significant effect.