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Journal articles on the topic 'Human Resource Technology'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Hendrickson, Anthony R. "Human resource information systems: Backbone technology of contemporary human resources." Journal of Labor Research 24, no. 3 (2003): 381–94. http://dx.doi.org/10.1007/s12122-003-1002-5.

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2

Коптева, Zhanna Kopteva, Варфоломеев, and Aleksandr Varfolomeev. "HUMAN RESOURCE MANAGEMENT AS AN INNOVATIVE TECHNOLOGY OF PERSONNEL MANAGEMENT." Central Russian Journal of Social Sciences 10, no. 6 (2015): 276–84. http://dx.doi.org/10.12737/16821.

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Nowadays changes in economic conditions of functioning of Russian companies have led to a need to introduce an innovative approach to personnel management. The article discusses the main directions of building an effective system of innovative human resource management through the application of technologies of Human Resource Management. Creating a supportive atmosphere of innovation involves identifying the factors that influence the process of introducing innovations in the organization, which HR-managers should consider in their work with the staff. Based on the results obtained during the study, there are the following groups of factors: political; legal; organizational and economic; social and psychological; technical. The classification of the main functions of HR-managers is presented in detail in the article and an algorithm for constructing a corporate personnel training system using PESTEL analysis is given. The introduction of any innovation in the organization as a consequence requires training and development of staff. Innovative personnel management system will help to build a competent and efficient work of employees and improve communication within the organization, which in its turn, will have a positive impact on revenues and profitability of the company.

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3

Zarqan, Ince Ahmad. "Human Resource Development in the Era of Technology; Technology’s Implementation for Innovative Human Resource Development." Jurnal Manajemen Teori dan Terapan | Journal of Theory and Applied Management 10, no. 3 (2017): 217. http://dx.doi.org/10.20473/jmtt.v10i3.5967.

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Rapid changes in technology have affected businesses in an uncountable way, strength of a company can be measured based on the level of technology that implemented for the sake of efficiency, it posseses that the “technovation” (technology and innovation) is one of the key for improvement of human resource. Surely, it is a single important factor for a human resource management as an organization should be able to identify an improvement of its human resources. Thus, the primary purpose of the present paper is to analyze the current effects of technology on HR processes, consider the existing literature on the topic, and discuss the advantages and efficiency. In this scenario, there is a need to clearly identify a technology for an efficient management of human resources which is able to improve skills of the employees. A number of key areas of the impacts of technology on human resource development that are discussed in order to gain an innovative human resource development.Keyword : Human Resource, Development, Technology, Improvement

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4

Hong, Jon‐Chao. "Technology Transfer and Human Resource Development." Industrial and Commercial Training 26, no. 11 (1994): 17–21. http://dx.doi.org/10.1108/00197859410073754.

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5

Jain, Ravi K., and Andrew O. Martyniuk. "Human resource aspects of technology transfer." International Journal of Human Resources Development and Management 1, no. 1 (2000): 3. http://dx.doi.org/10.1504/ijhrdm.2000.000990.

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Byun, Dae-Ho, and Eui-Ho Suh. "Human resource management expert systems technology." Expert Systems 11, no. 2 (1994): 109–19. http://dx.doi.org/10.1111/j.1468-0394.1994.tb00004.x.

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7

Tung, Rosalie L. "Human resource issues and technology transfer." International Journal of Human Resource Management 5, no. 4 (1994): 807–25. http://dx.doi.org/10.1080/09585199400000067.

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8

Nadezda, Jankelova, Joniakova Zuzana, Blstakova Jana, and Nemethova Ildiko. "Readiness of human resource departments of agricultural enterprises for implementation of the new roles of human resource professionals." Agricultural Economics (Zemědělská ekonomika) 63, No. 10 (2017): 461–70. http://dx.doi.org/10.17221/189/2016-agricecon.

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This paper is part of a broader study which aims to investigate the success factors of agricultural enterprises. It attempts to present the partial results of a questionnaire survey whose goal was to determine the quality of HRM (Human Resource Management) departments in basic agricultural enterprises. Studies focusing on the HRM of basic agricultural enterprises have been published in many countries. In the Slovak Republic, experts and academics from the Slovak University of Technology in Nitra, and the Slovak Research Institute of Agricultural and Food Economics have arrived at perceptive conclusions on the current state of human capital in the agri-food sector and have proposed innovative directions for further development. Surprisingly, however, academia still fails to perceive HR management as a partner in an enterprise, rather than simply a service unit in the organisational structure of the agricultural enterprise. Therefore, an in-depth analysis of the role of HRM departments is missing and this paper aims to fill that gap. The methodology of research is based on Ulrich’s model of the mixed roles of HR departments (2009), which is used as a framework to determine the quality levels of role performance, defined by the model, of HRM departments. The survey sample consists of 70 basic agricultural enterprises.

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9

Zeng, Wei. "IT Impact Analysis of Human Resource Management Model." Advanced Materials Research 1044-1045 (October 2014): 1764–67. http://dx.doi.org/10.4028/www.scientific.net/amr.1044-1045.1764.

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With the rapid development of modern science and technology, Information technology has been widely applied in human resource management, human resource management which also had a significant impact model. Combined with practical work experience, the first of human resources and information technology a brief introduction, and then change the information on human resources management model were brought forth, and finally the impact of information technology on human resource management brings to detail analysis, I hope this study can provide some help for the relevant personnel.

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10

Sharma, Devadesh. "Human Resource Reengineering (A Radical Rethinking and Role of New Technology in HR Optimization)." International Journal of Scientific Research 2, no. 2 (2012): 194–97. http://dx.doi.org/10.15373/22778179/feb2013/66.

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11

Campion, Michael, Archie Kleingartner, and Carolyn S. Anderson. "Human Resource Management in High Technology Firms." Industrial and Labor Relations Review 41, no. 3 (1988): 477. http://dx.doi.org/10.2307/2523928.

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12

IGUCHI, Yasutaka. "Human Resource Development on Management of Technology." Journal of JSEE 54, no. 2 (2006): 2. http://dx.doi.org/10.4307/jsee.54.2_2.

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13

Xu, Ya Ning. "Research on Process Control of Human Resource Management Based on Visualization Technology." Applied Mechanics and Materials 687-691 (November 2014): 2258–62. http://dx.doi.org/10.4028/www.scientific.net/amm.687-691.2258.

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With the development of computer and multimedia technology, social media platforms are widely used in various fields, so this paper introduces the design of network multimedia platform in the human resources management system, and designs a kind of new human resources management computer system. In order to improve the level of human resource management, it can introduce more talents and rational allocation human resources for enterprises, so we must improve the user generated content quality of social networking platform, eliminating spam behavior, and improving the social network human resource platform reputation. This paper establishes the security mechanism related mathematical model of social network human resources system. Through the VB programming control, it can implement the security of social network content, the automatic removal of rubbish short message and the optimal audit mechanism of system human resource management, which provide innovative solutions for the enterprise human resource management.

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Rao, V. Narasimha, and K. Srinivas K. Srinivas. "Human Resource Development Practices in Indian Information Technology Sector-an Empirical Study of Emerging Trends." International Journal of Scientific Research 2, no. 8 (2012): 263–66. http://dx.doi.org/10.15373/22778179/aug2013/84.

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15

Campion, Michael. "Book Review: Human Resources, Personnel, and Organizational Behavior: Human Resource Management in High Technology Firms." ILR Review 41, no. 3 (1988): 477–78. http://dx.doi.org/10.1177/001979398804100325.

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16

Ilamosi, Ezekiel Evelyn, and Solomon Oluyinka. "ACCEPTANCE OF HUMAN RESOURCE INFORMATION TECHNOLOGY IN NIGERIA." Theoretical & Applied Science 83, no. 03 (2020): 246–56. http://dx.doi.org/10.15863/tas.2020.03.83.48.

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17

Matsumoto, M. "Infrastructure Inspection Technology Overseas and Human Resource Development." Concrete Journal 55, no. 5 (2017): 449–53. http://dx.doi.org/10.3151/coj.55.5_449.

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18

Coursey, David H. "Human Resource Management Challenges in Government Information Technology." Review of Public Personnel Administration 25, no. 3 (2005): 203–6. http://dx.doi.org/10.1177/0734371x05276216.

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19

Ardichvili, Alexander. "Knowledge Management, Human Resource Development, and Internet Technology." Advances in Developing Human Resources 4, no. 4 (2002): 451–63. http://dx.doi.org/10.1177/152342202237522.

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20

Templer, Andrew. "Human Resource Managers and the New Technology Agenda." Journal of General Management 15, no. 2 (1989): 73–80. http://dx.doi.org/10.1177/030630708901500206.

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21

Fadaei, Ebrahim, Farshid Nikzad, and Mohammad Taghinejad. "Effectiveness of Information Technology on Human Resource Management." Singaporean Journal of Business , Economics and Management Studies 1, no. 6 (2013): 80–87. http://dx.doi.org/10.12816/0003778.

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22

Turulja, Lejla, and Nijaz Bajgoric. "Information technology, knowledge management and human resource management." VINE Journal of Information and Knowledge Management Systems 48, no. 2 (2018): 255–76. http://dx.doi.org/10.1108/vjikms-06-2017-0035.

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Purpose Drawing on dynamic capability view, this study aims to offer a conceptual framework to clarify the nature of the effects of firm’s information technology (IT) capability, knowledge management (KM) capability and human resource management (HRM) capability on organizational business performance. IT is the driver that changes all aspects of doing business in the digital era, while both knowledge and human resources (HR) are being increasingly regarded as key levers of competitive advantage in today’s global, dynamic and complex business environment. Design/methodology/approach The survey methodology was used to collect data. To clarify the relationships between IT capability, KM capability and organizational business performance, the qualitative literature review has been conducted. This review has revealed the three structural models presenting possible interactions between observed constructs. Confirmatory factor analysis has been used for the evaluation of proposed measurement models while structural equation modeling has been used for structural models’ assessments and hypotheses testing. Findings IT capability enhances HRM capability which enhances KM capability. As a result, KM capability together with IT capability enhances organizational business performance. In addition, there is an interaction effect of KM capability and HRM capability on business performance. Research limitations/implications First, the sample is based on the emerging economy firms. Second, the use of a self-rating performance measure may be a limitation of the study. Third, the data are not completely normally distributed. Fourth, specificities of different industries were not the subject of analysis in this paper. This should be considered in the interpretation and understanding of the results. Practical implications From managerial point of view, the paper indicates what managers can do to master their dynamic capabilities, especially those relevant to the business in the digital era. Firms are urged to develop and improve their capabilities to face dynamic environment and intense competition, as well as business globalization. However, to improve certain capability, firms should develop others as well because of their interconnectedness. Originality/value The main academic contribution of this study is reflected through the development of the integrative model which is aimed at identifying the interrelationships among IT, KM, HRM and business performance. The results indicate the importance of observing interconnections between the firms’ various capabilities to verify the premise of the dynamic capability view. This paper identified relationships between most prominent firm’s resources for the digital era: knowledge, HR and IT. The results show causes and effects of relationships between capabilities related to these resources.

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23

J. Norman, Thomas, Natasa Christodoulidou, and Marcus Rothenberger. "Technology outsourcing in human resource activities in hospitality." Journal of Hospitality and Tourism Technology 5, no. 1 (2014): 50–61. http://dx.doi.org/10.1108/jhtt-07-2012-0021.

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Purpose – Human resource technologies in the hospitality industry are a means by which an organization can gain competitive advantage technologically. The technology-oriented human capital embedded in an organization's human resources is a source of sustainable competitive advantage in an industry that is heavily dependent on people and makes it unique and inimitable. This study uses data collected on 34 different practices to provide a snapshot of current practices in the hospitality sector, which can be used to benchmark individual technology operations against the current norms. The paper aims to discuss these issues. Design/methodology/approach – This paper uses survey data collected from dozens of managers working in the hospitality sector on the level of outsourcing of 34 different HRM practices to provide a snapshot of current practices in the hospitality sector. Findings – Starting with the theoretical predictions of total cost of ownership and transaction cost analysis, multiple regression models are used to test whether or not human resource outsourcing (HRO) technology-related activities in hospitality are associated with negative outcomes, such as higher voluntary turnover of good employees. Research limitations/implications – This is one of the first articles to explore HRO technology in the hospitality sector and the findings suggest that what an organization outsources matters. Practical implications – These results can be used by hospitality managers to benchmark their operations against the current HRO technology norms. Originality/value – It is expected that the type of HR technology-related activities outsourced in hospitality will affect how employees and employers view and react to HRO in hospitality.

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24

Lippert, Susan K., and Paul Michael Swiercz. "Human resource information systems (HRIS) and technology trust." Journal of Information Science 31, no. 5 (2005): 340–53. http://dx.doi.org/10.1177/0165551505055399.

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25

Wang, Jun, and He Ma. "Application of Information Technology in Human Resource Management." Journal of Physics: Conference Series 1881, no. 2 (2021): 022091. http://dx.doi.org/10.1088/1742-6596/1881/2/022091.

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26

Hautamäki, Antti. "From the publisher: The Journal Human Technology: An Ongoing Resource for Human-Technology Research." Human Technology An Interdisciplinary Journal On Humans In ICT Environments 8, no. 1 (2012): 1–2. http://dx.doi.org/10.17011/ht/urn.201205141648.

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27

Ankrah, Ebenezer, and Evans Sokro. "Intention and Usage of Human Resource Information Systems among Ghanaian Human Resource Managers." International Journal of Business and Management 11, no. 2 (2016): 241. http://dx.doi.org/10.5539/ijbm.v11n2p241.

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The purpose of this study is to investigate the intentions and usage of human resource information systems (HRIS) among Ghanaian HR managers and practitioners. In today’s global networking era, information technology has become an integral part of human resource management. This is because the increasing pressure to support strategic goals and the greater focus on shareholder value has led to changes in both job content and expectations of Human Resource professionals. Hence, the use of Human Resource Information System has been used by HR professionals to become strategic managers. Survey methodology was adopted to obtain data from HR managers and practitioners in Ghanaian companies. A net-targeted sample of 175 respondents produced 100 usable questionnaires for analysis. The study results revealed that information technology (IT) has assisted “organizations to deliver state-of-the art HR services, and reduced operational costs of companies, regardless of the size of the firm”. Advances in IT helps in resolving many of the challenges of HRM such as attracting, retaining, motivating employees, meeting the demands for a more strategic HR function, and managing the “human element” of technological change. Furthermore, effective HRIS has a direct positive influence on organizational performance.

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Manana Samadashvili, Manana Samadashvili, and Ekaterine Gobejishvili Ekaterine Gobejishvili. "Human resources - the Main Driving Force of the Organizationv." Economics 104, no. 3-5 (2021): 184–91. http://dx.doi.org/10.36962/104/3-5/202101184.

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In order to gain a competitive advantage in the business process, human resource management is a strategic approach to the organization or its staff. The importance of human resource management has undergone significant changes from administrative operations to more comprehensive functions. Human resource functions exist and will exist in any type of organizations and companies as long as there is work in them. The transformation of new technologies for any professional field creates new needs and specialized functions for the use of human resources. The methods used as a result of the introduction of new technologies in today's competitive environment allow to simplify work processes. It is interesting to use such new resources as: machine learning, big data and more. Digital technology requires changing work styles and procedures. Competitive professionals need to contribute to improving people’s work experience. Human resource management helps to achieve goals and objectives successfully. Only such a system maintains a motivated co-worker. The development of artificial intelligence is far from perfect, there are many problems and only with the help of humans it is possible to overcome them. Thus it is necessary to hire modern staff and train them in terms of mastering and using digital technology. Technology is transforming our lives. Key words: Human Resource Management, Digital HR, Artificial Intelligence, Benefits of Digital HR.

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29

Guo, Yuhan. "Effect of Information Technology on the Human." Research in Economics and Management 2, no. 3 (2017): 98. http://dx.doi.org/10.22158/rem.v2n3p98.

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<p><em>With the continuous development of information technology, information technology has infiltrated the divers industries of society. The impacts of information technology on social economic management including human resource management have become stronger. This paper starts with the essence of information handling and analysis of information technology, explores the influence of information technology on the model of human resource management, and builds the closed loop model modern human resource management supported by information technology. Meanwhile, the paper analyzes the effects of closed loop model of modern human resource management supported by information technology, and the requirements resulting from information technology application in the future to help people to understand human resource management from the perspective of information technology application. </em></p>

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M., Dileep Kumar. "Leveraging Technology towards HR Excellence." Information Management and Business Review 4, no. 4 (2012): 205–16. http://dx.doi.org/10.22610/imbr.v4i4.981.

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The last decade has seen a significant increase in the number of organizations gathering, storing and analyzing human resources data using Human Resource Information Systems (HRIS) (Ball, 2001; Barron et al., 2004; Hussain et al., 2007; Ngai & Wat, 2006). HR to benefit almost every realm of business operations is leveraging technology. Many technology applications support Human Resource functions like erecruitment, employee tracking system, performance management software, e earning mode etc are helping dramatically to improve HRâ€™s ability to carry out effective talent management and get better employer brand. Integration of technology and HR not only mean harmonious co-existing but would also mean the journey towards business excellence. This paper explores the understanding on positive impact of Human Resource Information System (HRIS) currently in use for people management with perception on Information Communication Technology (ICT) applications adopted by many industries. The study follows qualitative research as its plan of action in gathering information. The information gathered in crosschecked with industry to cross check the reliability.

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31

Lez’er, Victoria, Irina Muratova, Alexander Grigorev, and Anna Kopytova. "Efficient technology of human resources management in the field of transport." E3S Web of Conferences 91 (2019): 08068. http://dx.doi.org/10.1051/e3sconf/20199108068.

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The authors of the article strive to give an analysis of the main aspects of human resource management technology in the practice of transport companies, to identify the problematic issues of their development and to find solutions. The article discusses the criteria for effective human resource management, analyzes the conditions for monitoring the quality of human resource use in a transport company, describes the characteristics of grading as an effective management technology for the motivational component of the personnel in the transport sector. As an experimental base of research, the authors used monitoring the quality of human resources in transport companies of the city of Tyumen - Evrobus 72, IntelInvest, ComfortAuto Tyumen, as well as textual and graphical materials of reports.

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32

Zhao, Yi Jing, Yan Yan, Guo Xin Wang, Jia Hao, and Si Chen. "Semantic Based Intelligent Resource Service Composition Technology." Advanced Materials Research 591-593 (November 2012): 2456–60. http://dx.doi.org/10.4028/www.scientific.net/amr.591-593.2456.

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Intelligent resource includes the knowledge, hardware and software resources even workflow and human resource, etc. From the point of view of enterprise information management, the service composition is an essential element for companies’ informatization construction. Therefore, the paper describes a web service composition framework for semantically-annotated web service. Based on the state of art ontology technology, an OWL-S process model for the CAM software is established to describe resource service. Then a service discovery process which mainly consists of services’ property matching algorithm for words is set up. A backward chaining framework for service composition is employed to dynamically compose resource services finally.

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Rowland, Kendrith M. "Book Review: Human Resources: Human Resource Management: Contemporary Perspectives in Canada." ILR Review 39, no. 4 (1986): 617. http://dx.doi.org/10.1177/001979398603900436.

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Florin-Thuma, Beth. "Book Review: Human Resources, Personnel, and Organizational Behavior: Human Resource Accounting." ILR Review 42, no. 1 (1988): 131–32. http://dx.doi.org/10.1177/001979398804200119.

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35

Austin, John, Horst Otterstetter, and Fred Rosensweig. "Institutional and human resource development." Waterlines 5, no. 4 (1987): 2–5. http://dx.doi.org/10.3362/0262-8104.1987.012.

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Naser Alolayyan, Main, Mohammad Sharif Alyahya, and Dana Ahmad Omari. "Strategic human resource management practices and human capital development: The role of employee commitment." Problems and Perspectives in Management 19, no. 2 (2021): 157–69. http://dx.doi.org/10.21511/ppm.19(2).2021.13.

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This paper studied the influence of strategic human resource management on human capital development through the mediation of employee commitment. A descriptive cross-sectional study design was used to collect data from 514 participants (medical staff) from five hospitals in northern Jordan. The hospitals involved were from different sectors, including governmental, private, and university hospitals. Several analysis methods were used in the study: Confirmatory Factor Analysis (CFA), discriminant validity, and composite reliability. Direct and indirect hypothesis testing was also utilized using Structural Equation Modeling (SEM). The study showed that the practice of strategic human resource management had a direct positive impact on employee commitment; the practice of strategic human resource management had a direct positive impact on human capital development; the impact of employee commitment on human capital development was positive and direct; employee commitment has a partial mediating effect between both of them. Accordingly, HR managers in hospitals should move from “softer” responsibilities and traditional HR activities to a more strategic level (i.e., developmental strategy), where HR strategies are aligned and reinforce the hospital’s vision and mission and link organizational strategy to HR strategies. Healthcare managers should invest more in human capital through formal education and training. AcknowledgmentsThe Deanship of Research at Jordan University of Science and Technology (JUST) in Jordan is acknowledged by authors for providing facilities through the research No. 488/2020 and research environment to accomplish the goals of this work. The authors thank Professor Fareed Nusair at the Department of Health Management &amp;amp; Policy, the Faculty of Medicine.

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Adianto, Dwi Priyo, and Widodo Widodo. "HUMAN RESOURCE PERFORMANCE IMPROVEMENT INTRINSIC MOTIVATION BASED MODEL AND SKILL VARIATION IN TERMS OF INFORMATION COMMUNICATION TECHNOLOGY." International Journal of Islamic Business Ethics 2, no. 3 (2017): 72. http://dx.doi.org/10.30659/ijibe.2.3.72-82.

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This study aims to test a research model in which the performance� of human resources is related to intrinsic motivation, skill variation and information com- munication tecnology. There are as many as 83 respondents who fill out and complete questionnaires about human resource performance, skills variation, intrinsic motivation and information comunication tecnology. Data collection methods by census. The higher the skill variation, the higher the skill variation, the higher the human resource performance, the higher intrinsic motivation, the higher the performance of the human resources performanceKeywords : Human Resource Performance, Skill Variation, Intrinsic Motivation, Employee Performance

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38

Florin-Thuma, Beth, and Eric G. Flamholtz. "Human Resource Accounting." Industrial and Labor Relations Review 42, no. 1 (1988): 131. http://dx.doi.org/10.2307/2523186.

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Rabin, Bonnie R., Lawrence A. Klatt, Robert G. Murdick, and Frederick E. Schuster. "Human Resource Management." Industrial and Labor Relations Review 40, no. 1 (1986): 144. http://dx.doi.org/10.2307/2523974.

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40

Komoche, Ken. "Human resource management." International Journal of Human Resource Management 3, no. 3 (1992): 497–521. http://dx.doi.org/10.1080/09585199200000162.

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41

Joshi, Basant P. "Disruptive Innovation in Hospitality Human Resource." Journal of Tourism and Hospitality Education 8 (May 28, 2018): 48–61. http://dx.doi.org/10.3126/jthe.v8i0.20010.

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In this 21st century, where all the organizational activities are transforming into a digital technology base, the disruption in any business cannot be imagined without adapting a technological break through. Technological disruption in HR may cause a robotic service experience for the customers, especially in the hospitality industry because if the human resource component is replaced with the technology, for e.g. a meal service in the restaurant if replaced with a robotic machine or a robot, the human touch component of that experience will not be realized by the customer hence the service in a long run becomes mechanistic. The innovation theory seems to be more relevant to any product or a service but when we talk about human resource, it is neither a product nor a service. The term Human Resource is used to the people those who work for the organization and also the department who is responsible for managing the required resources for the employees to facilitate their job. The term Human Resource was first coined in the year 1960 when people realized the value of labor relation, motivation, behavior and productivity. Journal of Tourism and Hospitality Education 8 (2018) 1-29

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42

Dugelova, Monika, and Mariana Strenitzerova. "HOW TO SELECT APPROPRIATE HUMAN RESOURCE CONTROLLING INDICATORS." CBU International Conference Proceedings 3 (September 19, 2015): 064–74. http://dx.doi.org/10.12955/cbup.v3.585.

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Human resource controlling represents a company’s strategic method to support its role is planning, checking, and managing—including information supplement for human resources department. Human resource controlling helps with optimization and transformation of human resource functions and with general human resource management. Our survey deals with the implementation of human resource controlling in information technology companies. The selection of appropriate human resource controlling tools is the most important part of implementation. This article deals with the problem of human resource indicators selection as the most frequently used human resource controlling tool. Many international authors have solved the problem of performance appraisal measurement, and there are numerous demonstrations on how to choose key performance indicators. Our motivation to draft the complex methodology of human resource indicators selection is based on non-existing solution among the authors. To solve the problem and find appropriate methodology, we use the methods comparison, abstraction, and concretization. The result is a creation of the right human resource indicators selection in line with human resource controlling aim. We use the Balanced Scorecard, Deloitte human resource strategy framework, and partial solution of Kleinhempel (2010). These results constitute the basis for our future research and for drafting the whole methodology of human resource controlling implementation in information technology companies.

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43

Broderick, Renae, and John W. Boudreau. "Human resource management, information technology, and the competitive edge." Academy of Management Perspectives 6, no. 2 (1992): 7–17. http://dx.doi.org/10.5465/ame.1992.4274391.

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44

Fatina, Tatyana. "Role of Information Technology in the Human Resource Development." NBI Technologies, no. 3 (February 2020): 31–36. http://dx.doi.org/10.15688/nbit.jvolsu.2019.3.5.

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The information environment and social society are closely interrelated: the information environment is formed naturally under the influence of the development of society and its components; however, the information environment is one of the most important conditions for further development of society. It turns out that only in a fairly developed information environment effective mechanisms of management can be implemented and modern high technologies in various spheres of society can be developed and implemented. To do this, the state must ensure the necessary quality of education and create favorable political, social and cultural conditions for a decent life of the country’s population. One of the most promising methods in solving national security problems is the use of an information approach. Thanks to this method it is possible to solve the following security problems: – quantitative monitoring of adverse and dangerous processes that may pose a threat to national security; – information forecasting and modeling of economic, political, social, environmental and scientific processes in society in the context of the analysis and evaluation of their subsequent impact on the state of national security; – using mass media for the appropriate orientation of society in the field of problems of national security and forming a national consciousness determined to solve these problems. The article deals with the role of information technologies in the development of human resources. The description of the main information revolutions, as well as the analysis of the need for the widespread introduction of a unified information educational environment. The relevance of the article lies in the introduction of a unified information educational environment and fundamentalization of education contributing to the development of human resources.

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Dawes, Sharon S. "Human Resource Implications of Information Technology in State Government." Public Personnel Management 23, no. 1 (1994): 31–46. http://dx.doi.org/10.1177/009102609402300103.

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This paper discusses the human resource implications of information technology in state government. It outlines how changing information technologies have strong influences on the nature and operation of public programs, on the structure and function of public organizations, and on the content of public service jobs. Within this larger context, we discuss specific human resource problems in five key areas: title structures; recruitment, testing and selection; performance appraisal, rewards and compensation; training and professional development; and civil service processes. The paper concludes by outlining four broad issues which underlie these specific problems: the special demands of technical occupations, the emergence of hybrid job types, non-traditional qualifications for leadership positions in information management, and the need to transform the public workforce from within.

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Gattiker, Urs E. "Technology adaptation: a typology for strategic human resource management." Behaviour & Information Technology 7, no. 4 (1988): 345–59. http://dx.doi.org/10.1080/01449298808901882.

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Stanley, Deborah Sharon, and Vaneeta Aggarwal. "Impact of disruptive technology on human resource management practices." International Journal of Business Continuity and Risk Management 9, no. 4 (2019): 350. http://dx.doi.org/10.1504/ijbcrm.2019.10021173.

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Stanley, Deborah Sharon, and Vaneeta Aggarwal. "Impact of disruptive technology on human resource management practices." International Journal of Business Continuity and Risk Management 9, no. 4 (2019): 350. http://dx.doi.org/10.1504/ijbcrm.2019.102608.

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Goldberg, Joel A. "New technology and human-resource productivity: An uneasy alliance." National Productivity Review 7, no. 1 (1987): 54–60. http://dx.doi.org/10.1002/npr.4040070107.

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Bada, Abiodun O., and Shirin Madon. "Enhancing human resource development through information and communications technology." Information Technology for Development 12, no. 3 (2006): 179–83. http://dx.doi.org/10.1002/itdj.20040.

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