Essays on E-HRM and the Outsourcing HRM Function in Large Organizations Case Study

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The paper “ E-HRM and the Outsourcing HRM Function in Large Organizations” is a forceful example of the case study on human resources. e-HRM is the use of electronics which are majorly web-based technologies for the purposes of human resource practices. E-RM is a manner of implementing HR policies strategies as well as practices in organizations via directed and conscious support of and/or the full application of channels that are web-technology-based. It is the application of information systems for supporting and networking actors in their shared accomplishment of HR activities.

Human resource management practices incorporated electronically include training, selection, recruitment, performance management, and compensation (Parry, 2011). e-HRM has two major benefits that include improved efficiency and reduction of costs associated with HRM. e-HRM facilitates a more strategic role for the human resource function itself. While the application of ICT does not result into a competitive advantage in itself for any organization, the application of virtual and electronic HRM systems in the management of complex information and people in an extremely global workplace can if done successfully, prevent imitation and increase efficiencies; which is the bedrock of a sustainable competitive advantage with regard to Human resource theory.

E-HRM is used to perform transactional activities (record keeping and day-to-day transactions); traditional activities of HRM like selection, recruitment, compensation, training together with performance management; and transformational practices or activities which add value to the organization (Marler, 2009). Organizations have predominantly applied internet to deploy human capital in the streamline recruitment processes, reduce transaction costs, and speed up the recruitment process. Transformational HRM activities concern HRM activities having a strategic character. These activities concern organizational change process, strategic competence management, strategic knowledge management, and strategic re-orientation.

The other area concerns relational HRM that refer to more advanced HRM activities.


Part A

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