The Impact Of Electronic Management On Human Resource Management

Abstract

This study helps you to know the influence of electronic management and to understand its implication on human resource. The researchers used the questionnaire as a tool of the study and used the descriptive and analytical approach to achieve the objectives of the study. Results show that the electronic management has made an importance changes in the growth of profit in the banking sector. Based on the above findings, the researchers have a recommendation that the electronic management should be encouraged in the organizations. Research that found in multiple ways and the important ones are: the need to take advantage of e-educational services in the activities and functions of human resource management such as training and distance learning. The facilities are available, but the employees do not participate in them. Therefore there is the need for utilization of the facilities such as internet and computers in completing the work and simplify its procedures, the goal is not put any internet line in each employee office just for entertainment, but the goal is to use the advantages of a computer, network, to achieve the maximum success in the environment.

Introduction

In the process of the growing business in different organizations it is necessary to know the best way to increase the electronic system as a way to regulate the administrative work and to document it electronically in a systematic manner. So there need to develop and face the latest problems and be in the same pace with the global market requirements. Institution’s Electronic Human Resource Management practices must develop employee’s knowledge, skills, and motivation to behave in ways that should be implemented (Dessler, 2013). It took organizations some time to improve from ordinary and activities to a more convenient and easy activity which brings many advantages to the administrative activities. To increase the productivity and efficiency of management work organizations should implement the use of technology and electronics to serve employees and customers. Human resources management in any organization is important because it cares for the most Important and expensive aspect of the organization.

The human resource management as explained is by Hafiza Hafsa Nayyab (2011) is linked with all the managerial functions involved in planning for recruiting, selecting, developing, utilizing, rewarding, and maximizing the Potential of the human resources in an organization.

With the introduction of the technology and Internet to transform the objective of marketing and accounting into a more computerized form and increase of digital businesses it became an easier task to change jobs and paper works into electronic files and folders and strengthens the relation between the government, trade unions, labour forces employees and organizations and customers both externally and internally in addition explained that the unique human resource management systems and strategies focus on the interaction between cognition and administrative organization.

However, the division of human resources practices that affect the performance of the company into five groups. These groups are Selective Recruitment, Use of Teams and Decentralization, Training, Performance, and Information Exchange.

Human resource management (HRM) is the best strategy and coherent approach to the maintain management of an organizations to maximize performance.

Human resource management (HRM) is responsible for how people are treated in organizations. It is responsible for bringing people into the organization, helping them to perform their work, compensating them for their labors, and solving problems.

The use of technology in human resource management or electronic human resource management is called (e-HRM), and it means applying Web-based technologies in the related human resources and functions of the systems.

Problem Statement

The evolvement of Internet and information technology, economy, politics, education, scientific research, art, and sociology, as an effect on different field. Education is carrying several views in this aspect, for instance, the term e-learning has become the most common term among the pioneers of Education. The changing level of organizational competitive environment, together with global business growth, seeks to be a challenge to traditional thinking in all organizations and levels. Organizations are faced with challenge to work entrepreneurially, but at the same time have to do it in a strategic manner. Businesses in the present competitive climate face critical strategic management challenges in the internal and external environment.

Educational websites spread out quickly thus increasing competition for the development e-learning services. This in turn works on the development of nomenclature, terminology, and jurisprudence in this type of education.

Electronic Management Goals

If any organization could achieve success factors at the beginning of the project. The goals are then derived in the organization at the end of the project. They can be summarized as follows:

1. The provision of services to the beneficiaries in a satisfactory manner and within24 hours a day, seven days a week, including the weekend.
2. Small-equipped place to save the electronic information.
3. Achieve the speed required for the completion of work procedures and appropriate Financial cost.
4. Find unable to cope with the requirements of the technical age society.
5. Deepen the concept of transparency and away from patronage.
6. Keep the rights of employees in terms of creativity and innovation.
7. Increase the volume of business investment.
8. Maintain the confidentiality of information, reduce the risk of loss.

The Areas of Electronic Management

E-governance demands different patterns and many forms consistent with the nature of the work at the equipment in order to accomplish their goals, and those patterns as follows:

• E-government: E-government is one of the electronic management styles, and are intended to manage public affairs by electronic means to achieve political, economic and social goals, and get rid of the routine and the central business high level of transparency.
• E-commerce: E-commerce is the exchange of business information and services via the Internet to bring economic development in a rapid way, and bankcards in business operations, and is the first e-commerce application showed up electronic management.
• E-health: Thee-health and the provision of consulting services and medical information to patients through electronic means, the patient can follow the results of medical examinations and laboratory tests, information and services across the LAN to the hospital or through the Internet.
• E-learning: In the e-learning, one can conduct the study and tests editorial and discuss scientific messages via LAN facility or through the Internet.

Literature Review

Electronic Human resources (EHR) play a significant part in achieving big firms which focus on strategic partnership.

Some HR professionals cannot be successfully adopted technology in business even though they know HR technology. So in order to be an important player in organizations and add value for organizations HR professionals must understand the business, industry and business strategies.

The corporate entrepreneurship conducted research on the establishment of new action patterns and strategic renewal in the existing firms through transforming present organizational resources into new resource combinations. Entrepreneurship is about identifying and exploiting new opportunities in the environment. “Strategic entrepreneurship” (SE) is the paradigm that leads to a strategically aligned and strategically grounded entrepreneurial orientation within organisations (Kyrgidou, 2012). Entrepreneurship as a strategy, and more particularly the SE areas such as the environment, resources and capabilities, strategy, organisational structure, and the entrepreneur, were previously recognised as having a critical impact on the competitiveness of an organisation of any size. Strategic entrepreneurship “involves simultaneous opportunity-seeking and advantage-seeking behaviours and results in high company performance”. A strategic entrepreneurship process implies major adjustments to established business concepts, but the creation of entirely new business models that give superior rents in the long run (Hitt et al. , 2002). This perspective adds the competitive and value creating dimension to traditional entrepreneurial research. It provides guidelines for the interaction between competitive strategies and the allocation of resources, where acquisition and bundling of resources into unique, cost-efficient and valuable patterns is highlighted. Strategic management has been an academic field of study as early as 1960, and involves the formal strategic process traditionally adopted by large organisations, but can include everything from an organisational structure to the day-to-day driven execution of a business model in small ventures. The strategy process is often a top-down approach set by the organisation’s top management as illustrated:

1. Mission
2. Objective setting
3. Situation analysis
4. Strategy formulation
5. Implementation
6. Control.

Pearce II and Robinson (2011) explain that strategy constitutes the alignment between an organization’s internal strengths and weaknesses and the organization’s external opportunities and threats. Strategic management is thus about creating sustainable competitive advantages or creating and appropriating more value than the competition, defined by Hitt, et al. (2011) as “the full set of commitments, decisions, and actions required for a company to achieve strategic competitiveness and earn above-average returns”.

“Entrepreneurship” was historically only associated with an individual starting a small venture and who takes risks in building the business. Only recently has the term “entrepreneurship” become associated with established corporations in all industries and of all sizes. The entrepreneurship literature has been criticized for being too concerned with the process of launching a new business concept without including the strategic element of. Too little emphasis has been laid on the competitiveness of the new business concept and the strategic elements that should be included in the entrepreneurial action. For already established firms the entrepreneurial action may prove costly and collide with present strategy implementation. Therefore one may expect that the strategic dimension is of critical importance in SMEs. Strategic entrepreneurship is the integration of entrepreneurial, opportunity-seeking actions and strategic advantage-seeking actions towards business concepts that gives superior value creation and at the same time reduction of competitive threats. A business concept or model

Conclusion

Allowing for the electronic management of human resources management in the organization opportunities through modern means and methods provided by this administration, is that the employee must have the following characteristics are available:

• The ability to capture information and convert it into usable knowledge.
• The ability to air-conditioning and learning quickly, owning skills crisis so.
• Proficiency in working with technical information on computer-based technology and its applications in the field of work.
• The ability to cooperate and work within a team, and mastery of verbal and written communication skills and default.
• Owning Extra Special skills are different from traditional skills in routine work.
• Proficiency in more than one language is even necessary while working in a global business environment.
• Proficiency in work outside the boundaries of space and time, and the ability to manage work, whether in traditional work environments or virtual environments.
• The ability to identify the needs and desires of consumers own unique individuals or institutions and bodies, is no longer with the unified standard specification products to suit everyone.

References

1. Strohmeier, S. (2007) Research in e-HRM: Review and Implications, human ResourceManagement Review, 17, 19-37.
2. Ya-fen Tseng. ,Tzai-zang Lee. (2009). Comparing appropriate decision of human resource practices on organizational performance with DEA/AHD model, Expert system with Applications, 36,6548-6558,doi:10. 1016/j. eswa. 2008.
3. Gaafar Mohamed Abdalkrim ( 2012) The Impact of Human Resource management Practices on Organizational Performance in Saudi Banking Sector Department Of Business Administration, College of Science and Humanity Studies-Alsulial Salman Bin Abdulaziz University, Kingdom Of Saudi Arabia.
4. Seonghee,C. ,RobertH. Woods, Soocheong,j. ,&Mehmet E. Dem. , (2006) Measure the Impact of human resource management practices on hospitality firms performance, hospitality management 25. 262-277.
5. Quinn, R. W. and Brock bank, W. (2006) The Development of Strategic Human Resource Professionals at BEA System, Human Resource Management, 45/3, 477-494.
6. Bell, B. S. , Lee, S. W. and Young, S. K. (2006) The Impact of eHR on Professional Competence in HRM: Implications for the Development of HR Professionals, Working Paper Series, Cornell University School of Industrial and Labor Relations Center for Advances Human Resource Studies, http://digitalcommons. ilr. cornell. edu/cgi/viewcontent.
7. Nadir Ahmed Abo-Shaikha 2006 Perception of the Jordanian Employees of Commercial Banks for the Functions and Goals of Human Resource Management, Head of Business Administration Department Faculty of Economics and Administration Science, Hashimia University, Zarqa, Jordan.
8. Ellinger, A. E. (2002). The relationship between the learning organization concept and firm’s financial performance: an empirical assessment. Human Resource Development Quarterly 5-12.
9. Legare, T. L. , 1998. The human side of mergers and acquisitions. Human Resource Planning 21 (1), 32–41.
10. Pfeffer, J. , 1998. Seven practices of successful organizations. California Management Review 40 (2), 96–124.
11. Hofer, C. W. 1983. ROVA: A new measure for assessing organizational performance. In R. Lamb (Ed. ), Advances in Strategic Management, Vol. 2: 43-55. New York: JAI Press
12. Vigoda, E. and A. Cohen, 2003. Work congruence and excellence in human resource management: Empirical evidence from the Israeli nonprofit sector. Review of Public Personnel Administration, 23: 192-216.
13. Delaney, J. T. and M. A. Huselid, 1996. The Impact of Human Resource Management Practices on Perceptions