Contents

1. 2. Introduction ..................................................................................................................................... 2 Discussion ........................................................................................................................................ 4 Staffing ............................................................................................... Error! Bookmark not defined. Training............................................................................................... Error! Bookmark not defined. Compensation..................................................................................... Error! Bookmark not defined. Communication .................................................................................. Error! Bookmark not defined. Performance Appraisal ........................................................................ Error! Bookmark not defined. HR Audit ............................................................................................. Error! Bookmark not defined. Diversity management ........................................................................ Error! Bookmark not defined. 3. 4. Conclusion ..................................................................................................................................... 12 Reference ...................................................................................................................................... 13

Electronic Human Resource Management Assignment 1: PXGM 6107

2011

1. Introduction
Rameez, the vice president for marketing of Iha Constructing Company said to executive directors in meeting that he has a good news to share with the directors. He said that The Company can win a large Contract to construct a new resort for Villa Group. All that the company has to do is to complete the project in one year, instead of two and he has already told Villa that the company can do it. Ali Munawar, the vice president of human resources of Iha company, brought Rameez back to reality by reminding him the strategic plan of the company. Our present workers does not have the expertise required to produce the quality that Vila`s particular specification requires. Under two year time table, we planned to retrain our present workers gradually. With this your new project time schedule, we have to go into the job market and hire already experienced workers and that would increase the human resource cost considerably. Thus I believe, we need to study our proposal for this contract further. Rameez, you are right, we can do revise the proposal, but with these constrains is this project going to be cost-effective? As in the scenario, one of the most important realities of the modern organization is that the importance of the quality and the capacity of the Human Resource (HR) for the attainment of the organizational goals. At the same time as the scenario portrays the importance of the human resources mangers involvement in the strategic decision making process of the organization, it also accentuates the importance of understanding the competences and the potentials of the employees for the effective running of the organization. More prominently, it characterizes the invaluable role of effective Human Resources Management (HRM) in the achievement of the organizational goals. Noe and Daft (2001) assert this notion of HRM in stating that every organization stands to achieve the desired goals, but every organization is not equally successful in attaining the desired goals, because the success of the organizational strategic goals are not merely depending on capital and the market realities, but also on the effectiveness of the employees.

Mohamed Shukuree

PGD 100035

University of Malaya

Electronic Human Resource Management Assignment 1: PXGM 6107

2011

In addition to this, it is also important to bring to light that the contemporary Human Resource Management (HRM) is an upshot that roots back to many years of employ management in organizational practice. Pace and Wayne (1991) explains that since the commencement of modem management theory, the terminology used to describe the role and function of HRM has evolved from "personnel" to "industrial relations" to "employee relations" to "human resources." Early HRM techniques included social welfare approaches aimed to help a better and secure life for the employees (ibid). Some of these programs assisted immigrants and other employees in obtaining housing and medical care. These techniques also promoted supervisory training that is required to increase productivity (Walker Et.al, 1998).However, modern human resource management is closely linked to the employee`s attitudes towards the work, the evolution of employment-related laws and sociological trends. Likewise, the Human Resource Management (HRM) activities in modern organizations are typically performed in communication with the general management in an effort to provide a variety of views when a decision is made. In that way, decision making is not merely subjected to the individual perceptions of the human resource manger or the general manager, but it has become to an outcome of strategic consensus. Hence, the practice of HRM today is scientific and more evidence based (Gibbons & Woock, 2007).

Consequently, the modern Human Resources Management (HRM) is the strategic management of the employees, who individually and collectively contribute to the achievement of the strategic objectives of the organization, and it stands to achieve equilibrium between employer and employee goals (Mondy, 2010).In this way, current human resources management provides better opportunities to the organization to operate the human resources more effectively. The main responsibilities of the contemporary HRM departments are planning, implementation, and evaluation of human resources and the typical functions are staffing, human resource development, compensation, health and safety and employee and labor relations (Desseler, 2011). As the present HRM is evidence based, technology has a substantial role to confirm effectiveness and the efficiency of employee management of the organization. As a matter of fact, this paper aims to explore the tools and the practices of Electronic Humana Resources Management (e-HR) in the strategic management of the organization, planning, implementing and evaluation of the human resources in relation to staffing, training and development,
Mohamed Shukuree PGD 100035 University of Malaya

Electronic Human Resource Management Assignment 1: PXGM 6107

2011

communication of strategic goals, compensation, performance analysis, and HR Audit and diversity management.

2.

Discussion

Practitioners of Evidence-Based Human Resources focus squarely on the impact of management practices on observable financial and organizational outcomes and their decisions are guided by the best available evidence. In general, the evidence-based human resources desire to find the critical human resources problems with potential evidence and resolve those problems to enhance employee compliance and performance to improve the organizational outcome (Gibbons & Woock, 2007). Therefore, the use of technology for the effective management of the humman resources in the contemporary organizational setting is an inevitable part of human resource management.
In this way, one of the main areas of HRM in which technology plays a vital role to minimize potential problems and human blunders is staffing. Staffing or the employment is a process that includes job analysis, recruitment and selection. Firstly, the job analysis process in the contemporary organizational context is an area where it is more demanding to be accurate and efficient than it was never before. This process which is mainly conducted using qualitative or quantitative approach with the help of interview or observation or questionnaire incorporates the examination of the job related talents, the identification of the characteristics of the employee, preparation of the job specification and writing of job descriptions. To make this process efficient and effective, the contemporary human resources managers use verities of eHRM preference, such as the websites like *O net, HR-Guide to Job Analysis, Dictionary of Occupational Titles and Comprehensive Occupational Data Analysis and softweares like AUTOGOJA Job Analysis , HRIS PAQ Job Analysis and so on(White, 2011) . These software and the website options are complete solutions that assist to accomplish the process of job analysis both quantitatively and qualitatively, from the analysis to the preparation of job description. Secondly, the recruitment or finding suitable candidates to the specific jobs in the organization is another important task in staffing. A study conducted by Metelife confirmed that 22% of the entire workforce in United Sates of America (USA) changed the job in only 18 months of time (Mondy, 2010). Hence the gravity of employee turnover in the organizations keeps the task more challenging for the HRM departments. Nevertheless, the recruitment process which is mainly based on attracting individuals with appropriate qualifications to the specific jobs on a timely basis today conducted more effectively and efficiently with technology (Minehan & Maureen, 2008).

Mohamed Shukuree

PGD 100035

University of Malaya

Electronic Human Resource Management Assignment 1: PXGM 6107

2011

The e-HR choices for recruitment are enormous and web based and internet based recruitment solutions are the most commonly used types of technologies in staffing. While direct recruitment options are possible to be arranged in the main website of the organization, corporate websites provide the internet recruitment opportunities and virtual job fairs that provide the opportunity to one or a group of employers to attract bulk of candidates to the required jobs (Mondy, 2010). On the other hand, internet based recruitment agencies and also general purpose websites provides potential information to the jobseekers such as the job options, resume tips, interview tips, and salary options. Some of the potential general purpose websites available for recruitment purposes are the Monster.com, hotjobs.com,

Careerbuilder.com and similar websites (White, 2011). The recruitment software options like HRIS succession planning; Arithon and so on helps the employers to track employees from both within and outside the organizational environment. Thus, e-HRM solutions to the recruitment process are enormous and it helps to make the process swift and accurate (ibid). Thirdly, the selection of the recruited candidates to the required jobs is also an equally important responsibility to staffing to effective management of HR. The selection is a process that decides the best candidate(s) to the job through preliminary interview, review of applications, selection tests, employment interviews, background and reference checking, selection decisions and physical examination. Mondy (2010) explains that one of the easiest e-HRM solutions for selection is the tracking software. The most commonly used tracking software options are HRIS Automated Tracking and Screening Software, 360 degree tracking, Bright Move Recruiting Software and Bullhorn Staffing Software. These softwares encompass all the functions of the selection process from arranging preliminary decision to generating the employment latter and the contract (Beer, Michael, et al, 2009). Likewise, electronic resources like telephone and Skype make the preliminary interviews and employment interviews more mobile and feasible for both the employer and the candidate in search of the job. As well to this, polygraph tests, iphone interviews and internet based tests are additional e-solutions to make the selection process more accurate, easier and faster (White, 2011).

Nevertheless, the selection of the best qualified and the most suitable employee to a specific job does not guarantee the best effort that the employer wants. Thus, the effective management of training and development which includes orientation programs, training, mentoring, professional development, coaching and counseling is inevitable to enhance employee performance. The process of training and development includes determining of specific needs, establishing specific objectives, select methods and delivery system, implement the programs and conduct the assessment and evaluation of the programs. As discussed later in strategic goals, HR score card software is one of e-HRM tools that supports to identify the needs, set the objectives and to

Mohamed Shukuree

PGD 100035

University of Malaya

Electronic Human Resource Management Assignment 1: PXGM 6107

2011

evaluate the effectiveness of the training programs. In the same way, HRIS, Blackboard and some other learning management (LMT) softwears support in the management of all the activities of training and development programs , as well as help to prepare the schedules and generate information regarding the training programs and also to manage the skills inventory. Apart from these, e-HR provides varieties of solutions to implement the programs like video orientation, i-phone and internet based orientation programs which are known as some of the easiest ways to help new employees to explore the organization (Beer, Michael, et al, 2009). Beside these, video based training programs, e-learning, distance learning, teletraining, electronic performance support system, computer based training, simulated learning and virtual classrooms are endless opportunities for effective and efficient training and development programs for employee training and development (Greenlaw, Paul and Kohl, 2009).

More importantly, as Rebore (2009) believes, psychologists have recognized that satisfaction of needs is the motivation behind all the actions. Thus, to ensure the desired performance in the job and to enhance the motivation, the establishment and effective practice of a compensation system which encourages the behavior that the organization desires, satisfies the needs and assures best performance of the employees is inevitable. Rebore (2009), explains that non monetary benefits received by doing the job itself are known as intrinsic compensation and the most important intrinsic compensation is the job satisfaction. On the other hand, the direct extrinsic compensations are salary, overtime pay, leaves and merit pay for performance and the indirect extrinsic compensations are benefits like medical insurance and the pay during away from the work (ibid).

Several studies have repeatedly shown that direct and indirect compensation are determining factors of employee loyalty, satisfaction and retention. According to MetLifes Sixth Annual Study of Employee Benefits Trends, benefits are playing an increasingly important role in employees decisions to remain with their employer. Significantly, 45% of employees said benefits are an important reason why they stay with their current employer, up from 33% a year ago. In addition, more employers are recognizing that benefits drive satisfaction play a crucial role in employee attrition (Smith, 2009). Thus a good intrinsic and an extrinsic compensation system are invaluable for a better performance, job satisfaction and also for the retention of the employees on the job.
Mohamed Shukuree PGD 100035 University of Malaya

Electronic Human Resource Management Assignment 1: PXGM 6107

2011

The most liable options of e-HRM to manage the organizations direct and indirect compensation system is payroll system. The payroll system helps to automate the entire compensation system of the organization and increase the control over employee data and the process itself. It also helps to protect private information, including wage and salary details through administrator control (Mondy, 2010). Beside these, accurate, timely payroll with a solid return on investment (ROI) and total control over payroll processing, including check printing, reporting, and forms, as well as managing direct deposits and payroll taxes , maximum flexibility over last-minute changes prior to a payroll run, comprehensive, customizable reporting that helps to analyze compensation and plan for the future, more accurate data through integration with internal HR, accounting and timekeeping systems , fewer employee requests and questions through integration with self-service software , employees to access their own paycheck data are

advantages of pay role software (ibid). Likewise, this software also helps to mange retirement benefits and indirect compensations like the, health insurance and other fringe benefits. Some of the commonly used payroll and employment benefit software include SAGE ABRA, PeopleSoft and Benefits Compliance (Smith, 2009). Further, effective staffing, training and development and also potential compensation systems foster the employees performance and motivation to accomplish the organizational goals. Along with these, achievement of the proportion through effective communication of organizational goals and activities are also crucial. Thus, to ensure the effective and efficient utilization of the individuals and the groups of the organization through translation of the broad strategic objectives into specific human resources objectives and activities, and also the evaluation of the progress of the achievement can be effectively processed with human resources score card technology (Desseler, 2011).The score card software helps the management to conduct critical analysis of the vision statement, corporate values of the company, SWOT analysis, financial status analysis and the analysis of the Level of expertise in the workforce. It also helps the practitioners to create strategy maps which portray the specific goals which are aligned to the strategic goals of the company for the each department. In this manner, scorecard makes it easier to share the assigned tasks and responsibilities in a way that escalates the understanding of the role of each department and the individual (White, 2011).

Mohamed Shukuree

PGD 100035

University of Malaya

Electronic Human Resource Management Assignment 1: PXGM 6107

2011

The HR scorecard software not only ease the sharing of organizational goals and activities, but also supports to assess various dimensions of the organizational performance with the help of personal score cards, the human resources score cards, education score cards and employee management scorecards(White, 2011). The personal scorecards help the management to closely monitor the individual employee productivity, identify critical tasks and overall employee performance (Desseler, 2011). The human resources scorecards allow management to closely monitor all human resources aspects related to the company performance metrics from hire to retire. The education scorecards easily monitor the results from employee education and training programs by tracking training effectiveness, employee progress, and other important education metrics. The employee management and improvement scorecards allow analyzing critical business metrics and streamlining the organizational operations for maximum profitability (White, 2011). In addition to these, the digital dashboard represents the progression of the performance of the organization through desktop represented graphs and charts. More importantly, today the employees can get access to companies strategy map via i-phone or with similar devises (Desseler, 2011). Moreover, the critical and detailed analysis of the employees performance behavior and other aspects provides comprehensive idea of the effectiveness of staffing, training and development and the comprehensive communication and evaluation of organizational goals and activities. The human resource function which is responsible for this is called Performance appraisal. According to Mondy (2010), performance analysis is a process of evaluating employees current or past performances in terms of assigned responsibilities and employee relations and behavior. The performance appraisal process contains the identification of the goals for evaluation, establishment of the performance criterias, communication of the criterias with the employees, conducting the performance appraisal and providing feedback to the employee (Desseler, 2011). The performance appraisal is mostly conducted by the immediate supervisor, but in some cases peer or team appraisal, self appraisal and customer appraisals are also conducted (ibid). Some of the commonly used performance appraisal methods are 360 degree feedback- in which inputs are derived from all the levels within the organization and outside the organization, rating methodin which appraisal and evaluations are based on predetermined factors, critical appraisal- in which all the favorable and unfavorable work actions are recorded and at the end of the appraisal

Mohamed Shukuree

PGD 100035

University of Malaya

Electronic Human Resource Management Assignment 1: PXGM 6107

2011

period these records are rated along with other data and result based appraisal- in which appraisal is based on the achievement of the predetermined objectives(White, 2011). The web based performance appraisal, 360 degree performance appraisal and electronic performance monitoring are reliable e-HRM sources for performance appraisal. In the process of web based performance evaluations, the mangers computerize the performance evaluation records and at the end of evaluation period these data is merged with the help of software and generate written texts for each of the areas of appraisal (White, 2011). The 360 degree appraisal software is formulated in a way that data can be gathered from all levels of the employees including peers, subordinates, even customers and suppliers. It also automatically sends personalized email reminders to help to keep the process moving forward in an efficient and timely manner. Results are displayed as averaged multi- rater scores and comments written in the appraisal form, or view both the appraisal and multi -rater results in a split screen and view realtime reports including graphical comparisons of individual and group scores as well as anecdotal summaries. This software also allows the administrator to limit the access to result and ensure conformity (Desseler, 2011). The electronic performance monitoring system allows the managers to use computer network technology to get access to the employees computers and telephones. In this way, it allows the manger to evaluate the accuracy; rate and time spent working online (Greenlaw, Paul and Kohl, 2009). The use of software in employee performance appraisal help the organizations to automate the process for Employee Performance Appraisal administration process and thereby dramatically improve HR and line managers productivity (White, 2011). In addition, softwares can accommodate different kind and combination of Performance Measures such as Goals, Objectives, key performance indicators, competencies, and values. Likewise, it also accommodates the performance cycle alternatives on daily, weekly, monthly and yearly basis. Most of the software also designed to be fully scalable to cover all the staff ranging from managers to clerical staff (Greenlaw, Paul and Kohl, 2009). The appraisal software also generates auto-reminders for appraisal before and on due date and allow hardcopy outcome after on-line appraisal for verification and to attach the job description at each appraisal form. More significantly, it allows modification to analyze recommendation trend in terms of the score point, salary review and so on. It also allows the appraiser to view the personal records and history of

Mohamed Shukuree

PGD 100035

University of Malaya

Electronic Human Resource Management Assignment 1: PXGM 6107

2011

career progression, bonus, and increment and so on (White, 2011). Therefore, the use of eperformance appraisal tools is an accurate, effective and efficient way to conduct employees performance appraisal (Greenlaw, Paul and Kohl, 2009). . Furthermore, as the performance appraisal of the individual employees is critical, screening and auditing of the important function of HRM is also an invaluable part of evaluation process. Beer, Michael, et al, (2009) describes the process of HR auditing as a function that explore where the organizations human resource management stands. Mostly, HR audits review almost all the functions of HR with the help of a check list that facilitate to process headcount, review wage and hour compliance, reviewing of employees personal files and companies compliance with various HR related laws that create the greatest legal risks, such as, hiring, firing, employee handbooks, and illegal discrimination (ibid). Auditron400, Log Check and Vanguard Reporter are commercial HR audit tools that guides through a self-audit and produce the results of the review and recommendations as a written report (White, 2011). Ultimately, the interpretation and understanding of the results of the review of HR audit provides the guidelines to the organization to plan for improvement of Human Resources Management (Greenlaw, Paul and Kohl, 2009). Finally, management of the diversity of the work force is an inevitable responsibility of HRM to comply with the law and also to maintain the equilibrium with the employees.It is also one of the most challenging activities for the human resource management as the contemporary work force is a mixture of nationalities, racial ethnic groups and so on ( Desseler, 2011). In the same way, the governments interventions and the legitimating of employee rights make the issue more complex. Amongst various areas of diversity in focus, one of the most important employee rights is the equity across the diverse groups of employees (Gibbons & Woock, 2007). Despite of the complexity of these constrains, human resource managers can easily handle this through the available software options for measuring diversity results. The use of technology in measuring diversity, ease the calculation, provide accurate information and also assist to identify the impact of voluntary turnover among diverse employee groups and the cost of indirect replacement ( Desseler, 2011).

10

Mohamed Shukuree

PGD 100035

University of Malaya

Electronic Human Resource Management Assignment 1: PXGM 6107

2011

The most commonly used softwares in measuring diversity are the SMG Index and the Diversity High Impact Mapping. According to Patricia and RealWork (2001), Microsofts SMG Index was developed to have a new way of disseminating Equal Employment Opportunity (EEO) and Affirmative Action Plan (AAP) data (EEO and AAP are two important employment laws of USA) with the desire of providing a bottom-line explanation of diversity to the human resource managers. The SMG Index uses EEO reports such as the Utilization Analysis report, the Promotion Adverse Impact report and the Separation Adverse Impact report. The SMG calculation generates a number, expressed as a decimal that represents a percentage of the workforce diversity practices. According to rating scale of the software, the lower the SMG Index, lower the percentage of hires, promotions or retentions needed to correct disparities within the organization (ibid). The Diversity High Impact Mapping Method was developed by Edward Hubbard, author of Measuring Diversity Results and CEO of Hubbard and Hubbard (Desseler, 2011). This software helps the practitioners to create diversity measures appropriate to their organization, link the ROI of "soft skills" to business results and assign monetary values to hard and soft diversity measures. It uses simple mathematical formulas to help organizations to translate diversity information into solid numbers. Such as, the success of a diversity program can be measured by examining variables such as absenteeism rates and cost, gender-based pay differentials and the number of policies and procedures that have been changed in response to a diversity effort (Patricia and RealWork, 2001).

11

Mohamed Shukuree

PGD 100035

University of Malaya

Electronic Human Resource Management Assignment 1: PXGM 6107

2011

3. Conclusion
In conclusion, the main focus of the contemporary human resource management is to maintain the equilibrium between the individuals and the organizational goals through evidence based management process that facilitate to explore and resolve the problems that barricade the efforts to maximize balance to achieve the organizational goals through employee motivation. In addition to this, the availability of technology for planning, implementing and evaluation have enhanced the efficiency of HRM and also created possibilities to minimize discrimination and also human error. Further, the technology also have made the communication of the organizational goals, staffing, compensation management, training and development, performance appraisal, human resource audit and diversity management more accurate and feasible.

12

Mohamed Shukuree

PGD 100035

University of Malaya

Electronic Human Resource Management Assignment 1: PXGM 6107

2011

4. Reference

1. Beer, Michael, et al(2009). Human Resource Management. New York: Free Press. 2. G.Dessler (2011) Human Resources Management (22th Ed). Pearson International Edition 3. G.White (2011) Balanced Scorecard Toolkit and Trainings SCAM. Retrieved from http://scamx.org/balanced-scorecard-toolkit-and-trainings-scam . On March 24,2011. 4. Greenlaw, Paul S., and John P. Kohl (2009) Personnel Management: Managing Human Resources. New York: Harper & Row. 5. J. Gibbons & C.Woock (2007) Evidence-Based Human Resources: A Primer and Summary of Current literature. The Conference Board: retrieved from, https://wpweb2.tepper.cmu.edu/evite/ebm_conf/conference%20bd%20HR%20paper. pdf on March 24,2011. 6. Minehan, Maureen (2008) "Technology's Increasing Impact on the Workplace." HRMagazine, December 1997. 7. P. Digh & RealWork (2001) Creating a New Balance Sheet: The Need for Better Diversity Metrics. Retrieved from: http://www.asaecenter.org/Resources/whitepaperdetail.cfm?ItemNumber=12152 . On March 24,2011. 8. Pace, R. Wayne (1991) Human Resource Development: The Field. Englewood Cliffs, NJ: Prentice Hall. 9. R.,W., Rebore (2009) Human Resources Administration in Education; A management Approach (8th Ed) Pearson International Edition.

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Mohamed Shukuree

PGD 100035

University of Malaya

Electronic Human Resource Management Assignment 1: PXGM 6107

2011

10. R.W., Mondy (2010) Human Resources Management (11th Ed). Pearson International Edition 11. Scarpello, Vida G., James Ledvinka, and Thomas J. Bergmann . Human Resource Management. Cincinnati: South-Western, 1995. 12. W.Smith (2009) Indiana Farm Bureau Insurance. Retrieved from: http://www.worldatwork.org/waw/adimComment?id=32792. On March 24, 2011. 13. Walker, James W (1998) "Are We Using the Right Human Resource Measures?" Human Resource Planning, June 1998, 7.

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Mohamed Shukuree

PGD 100035

University of Malaya