The paper "Role of Electronic HRM in Contemporary Human Resource Management" is a great example of human resources coursework. The world today rates development according to the efficiency that comes with information technology. Today, Apple. inc is the second most valued company in America because of its technological development in proportion to consumer demand for data and information. Such technology integrated into any organisational development means an increase in quality of performance and improved efficiency (Strohmeier 2007). As such, the incorporation of e-HRM in implementing Human Resource strategies is of immense benefit.
Electronic-Human Resource Management (E-HRM) is the application of information technology, IT, (by use of web technology) in implementing HR activities, policies, and devolution of human resource functions to management and employees. Many authors and researchers have pointed out that E-HRM plays a major role in any organisation. In fact, others have suggested that it drives the organisation as a whole. However, an organisation is made up of various departments and functions that all contribute to the successful operation of any organisation (Gardner, Lepak, Bartol 2003). Again, in achieving the goals and objectives of any organisation, knowing or measuring the role played by each part of the organisation is significant (Hawking, Stein & Foster 2004, p.
1022). This paper, therefore, takes an intensive and extensive effort to analyse the role of e-HRM in contemporary human resource management to realise its application, implementation, and impact on the running of the organisation. The paper will analyse Australian companies that use e-HRM contemporary human resource management. Literature review In essence, e-HRM uses networking and support enhanced through IT in consciously running and directing the activities of the organisation in the human resource department like in such a way as to empower the management and employee to perform more efficiently and effectively.
The empowerment of managers and employees to undertake the human resource function that allows less time effort and staff is significant in this endeavour. Centro Properties Group uses the Electronic Human Resources Management experience in multinational and financially focused organisations for effective coordination. Each management decision has some human resource management element as suggested by many authors on policy choices. According to Welle-Strand & Thune (2003, p.
187), the number of human resource policy choices in any company falls into three types distinctively: the bureaucratic policy, the market policy, and clan policy. These three apply to a different organisation, however, the commonness of the policies give high regard to a typified feature on human resource areas like employee impact, flow, and compensation and work system. Right from the inception of e-HRM stakeholders in the organisation have given it high regard while making decisions. E-HRM allows organisations to reduce human resource function through reducing staffing levels as the administrative burden brings the levels down.
The role of E-HRM goes a long way to develop and enable a better-entrenched business culture with significant manifestation degrees (Gardner, Lepak, and Bartol 2003). This means that the human resource department focuses on strategic questions, flexibility in terms of policymaking practices, and orientation of the services by management and employees, and focus on quality service delivery through flexible and focused strategy within the timeline.
Gardner, S. D., Lepak, D. P., & Bartol, K. M. (2003). Virtual HR: The impact of information technology on the human resource professional. Journal of Vocational Behavior, 63(2), 159−179.
Hawking, P., Stein, A., & Foster, S. (2004). e-HR and employee self-service: A case study of a Victorian public sector organization. Journal of Issues in Informing Science and Information Technology, 1, 1019−1026
Nissen, M. E., & Gates,W. R. (2004). Experimental analysis of e-employment market designs. Journal of Organizational Computing and Electronic Commerce, 14(3), 195−222.
Ruël, H. J. M., Bondarouk, T., & Looise, J. C. (2004). E-HRM: Innovation or irritation. Utrecht: Lemma Publishers
Ruta, C. D. (2005). The application of change management theory to HR portal implementation in subsidiaries of multinational corporations. Human Resource Management, 44(1), 35−53.
Strohmeier, S. (2007). "Research in e-HRM: Review and implications." Human Resource Management Review 17(1): 19-37
Welle-Strand, A., & Thune, T. (2003). E-learning policies, practices and challenges in two Norwegian organizations. Evaluation and Program Planning, 26(2), 185−192