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Effective employee performance management and professional development is an imperative for any large, multinational company. In this article, the author explains the route taken by TRW Inc. to create a uniform, company-wide, Employee Performance and Development Process. TRW was able to create a unified process for evaluating and developing its most important asset-its nearly 100,000 employees toward the goal of creating a more performance-driven, customer-oriented company. In 2001, TRW faced many challenges. General market conditions were down and the company had a heavy debt load due to a large acquisition in the automotive business. The need for a comprehensive performance management and succession-planning tool rose quickly to the top of the senior Management Committee's priority list. A team consisting of several Information Technology experts and key human resource representatives from each of the business units was selected. Team members were chosen for their technical expertise as well as their ability to represent the concerns of their respective business units.

Technology has changed the way we work and how companies manage their employees. This article reviews 60 years of research on the relationship between technology and human resource management, as represented in Human Resource Management. Based on 154 articles, we identify recurring and evolving patterns of research on technology across three time periods (separated by the advent of the personal computer in 1977 and by the popularization of consumer internet services in 1997), three perspectives on technology (tool, proxy, and ensemble view of technology), and three thematic streams (the impact of technology on jobs and organizations, the utilization of technology in HR activities, and the management of technology workers). Drawing on patterns of research that emerged in the past, we provide suggestions for future HR research on newly arriving technology. [ABSTRACT FROM AUTHOR]

Building on Murphy's (2012) model of reverse mentoring, we examine the psychological processes that contribute to skill development in initiatives where knowledge is transferred from younger to older individuals. We employ a sample of younger mentors (n = 457) and older learners (n = 293) participating in a digital skills initiative to test parallel moderated mediation models. Our findings show extrinsic motivation plays a dominant role in the development of younger groups' mentoring skills, while older learners' digital skills development is primarily driven by intrinsic motivation. We also find positive affect and self‐efficacy can serve as personal resources in this context, but only for mentors. Taken together, our results suggest motivational processes in reverse mentoring unfold differently for the two groups involved in the exchange. Recommendations for human resource practice, including specific guidelines for developing intergenerational learning initiatives, are discussed. [ABSTRACT FROM AUTHOR]

Interest in the internationalization of Chinese firms has soared in recent years. However, studies that compare Chinese multinational corporations ( MNCs) in different industries and their human resource management ( HRM) remain limited. This study fills this research gap by examining the HRM practices of Chinese MNCs and the extent to which these are shaped by the institutional factors that are specific to industries. It focuses on the Chinese operations in the South/Southeast Asian and African regions because Chinese firms tend to have various competitive advantages in these regions. The article draws on a number of theoretical perspectives, particularly the political economy and institutional perspectives, to make sense of the different contexts under which Chinese MNCs invest and operate. It argues that in examining Chinese MNCs, it is important to contemplate the role of the government and a wider range of institutional actors in order to understand how the dynamic interactions of these actors may shape the HRM of these firms with broader economic and social impacts. © 2014 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

The rapid growth of emerging markets' multinational companies ( MNCs) is a recent phenomenon and, as such, their nature and structure of key management processes, functions, and roles need further examination. While an abundance of low-cost labor is often the starting point of competitive advantage for many of the emerging markets' MNCs, it is the optimum configuration of people, processes, and technology that defines how they leverage their intangible resources. Based on case studies of four Indian IT services MNCs, involving 51 in-depth interviews of business and human resource ( HR) leaders at the corporate and subsidiary levels, we identify five key HR roles-namely, strategic business partner, guardian of culture, builder of global workforce and capabilities, champion of processes, and facilitator of employee development. The analysis also highlights that the HR function in Indian IT service MNCs faces several challenges in consolidating the early gains of internationalization, such as lack of decentralized decision making, developing a global mind-set, localization of the workforce, and developing a global leadership pipeline. Based on our exploratory findings, we propose a framework outlining the global HR roles pursued by emerging IT services MNCs, the factors influencing them, and the challenges facing their HR function for future research. © 2014 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

Most studies of human resource management (HRM) have been conducted within the context of the single employing organization, which is strange given the recent growth in multi-employer networks. In this study, the authors examine whether alignment, integration, and consistency-concepts central to or implicit in most analyses of HRM-has meaning and relevance in the multi-employer context. They focus specifically on networks in which collaboration is intended to deliver high levels of product quality or customer service, precisely where one might expect employers would be attracted to 'strong' HRM systems. Data was collected via interviews and document analysis in four networks, spanning both the public and private sectors in the United Kingdom. Despite a set of potentially favorable conditions within these networks to promote alignment, integration, and consistency, implementation was impeded by other equally powerful forces, including differences in employer goals within networks, especially between public and private sector organizations; intraorganizational tensions within internal labor markets for organizations involved in networks; using divergent HR policies between organizations within multi-employer networks; and contradictions between the pursuit of 'among employee' or 'temporal' consistency for workers. Rather than prescribing a one-size-fits-all solution for these problems, it is argued that detailed analysis of each network is necessary. ©2011 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

Despite rapid growth in using Web sites to recruit applicants, little theoretical or empirical research has examined how firm attributes influence the effectiveness of recruitment Web sites. We developed and tested a model that examines the relationships among the firm's reputation as an employer, the attributes of the firm's Web site, and applicant attraction using data on business students' reactions to the recruitment Web sites of 144 firms. Results indicated that the amount of company and job attribute information provided on a recruitment Web site, the Web site's vividness, and the firm's reputation as an employer have a three-way interactive effect on prospective applicants' perceptions of the recruiting organization. As such, certain Web site attributes were more effective for firms with poor reputations and others for those with a good reputation. The implications of these results for recruitment research and for firms using Web sites as recruitment tools are discussed. © 2010 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

The human resource function has undergone dramatic change, owing, it would seem, to greater use of rapidly evolving information technology. This study presents the results of an empirical investigation into the associations between the use of information technology and the roles and effectiveness of the human resource function. The results support relationships between information technology use and greater involvement in the strategic HR roles of business partner and change agent. Positive associations between information technology use and technical and strategic effectiveness also revealed the transformational potential of information technology–supported human resource management applications. © 2008 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

Information technology professionals must continually align their competencies with new technological innovation and changing organizational technological climates. Existing theory and practice is deficient with respect to dynamic models of person-organization (P-O) fit. Social cognitive theory proposes a rich and well-defined theoretical framework for understanding dynamic, interactive behavioral processes, and so is adopted as a basis for developing a model of P-O fitting focused on the development of professional technical competencies. P-O fitting is so named because it refers to organizational fit as an ongoing process of adaptation. The article begins by reviewing existing literature on P-O fit and social cognitive theory to produce a set of propositions and a theoretical model of P-O fitting as an adaptive, dynamic phenomenon. Applications of the model for both future research and practice are suggested. © 2007 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

Information technology has been cited as a critical driver of HR's transition from a focus on administrative tasks to a focus on serving as a strategic business partner. This strategic role not only adds a valuable dimension to the HR function, but also changes the competencies that define the success of HR professionals. Interviews were conducted with HR representatives from 19 firms to examine the linkage between electronic human resources (e-HR) and the reshaping of professional competence in HRM. Based on the findings, we draw implications for the development of HR competencies and identify learning strategies that HR professionals can utilize to fulfill their changing roles and responsibilities. © 2006 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

Organizations are creating virtual teams at an ever-faster rate. Virtual team leaders and members from distant locations work together and communicate with each other using a variety of information technologies. Results from a survey of 440 training and development professionals identify current organizational training practices aimed at preparing leaders and members for virtual team assignments. Comparing organizations with more effective and less effective virtual team training programs allowed us to identify a set of “best practices.” We offer practical guidance regarding the effective use of training to promote high-quality virtual team performance. [ABSTRACT FROM AUTHOR]

HR portals are complex information technology (IT) applications that can be accessed by all employees of a given organization. By placing more applications and information online, HR portals reduce the reliance employees have on HR personnel. Given this relational change, from human to computer, the HR portal implementation process must take into account the challenges of both change management and technology acceptance. By integrating change management theories with IT user acceptance models, this article adds to HR's collective knowledge of ways to effectively implement HR portals. In addition, this article describes the cross-national challenges that exist when a global firm attempts to implement an HR portal around the world. Thus, this article will present a model that (1) integrates change management theories and IT user acceptance models and (2) illustrates the ways in which change management plans may need to be adapted to be effective in various subsidiaries. A case study of Hewlett-Packard's (HP's) worldwide implementation of their @HP Employee Portal in the Italian subsidiary of HP illustrates the key issues of these theories. [ABSTRACT FROM AUTHOR]

With failure rates of new information technology (IT) systems approaching 50% by some estimates, it is critical to understand more about the processes contributing to success and failure of these initiatives. Research in the IT field focuses on system usage as the primary outcome of interest. This article suggests that system designers and organizational researchers must also consider unintended reactions of users to such systems. We develop a process model based on theories related to organizational sensemaking and socialization to help understand employee reactions to IT systems. Recommendations for future research and system design are provided. [ABSTRACT FROM AUTHOR]

Many human resource systems are presently being modified so they can be administered using various forms of computer technology. These technological advances are being driven primarily by strong demands from human resource professionals for enhancements in speed, effectiveness, and cost containment. This case study presents results obtained by an educational publisher from use of an automated recruiting and screening system. The system allowed for recruiting and the automated administration of professionally developed, job-related questions aimed at deciphering whether an applicant meets the job requirements. The analyses showed conservative savings due to reduced employee turnover, reduced staffing costs, and increased hiring- process efficiencies. These cumulative savings yielded a return on investment of 6.0 to 1, or a return of $6.00 for every $1.00 invested in the program. When these savings were adjusted to reflect increased hiring trends, more pronounced savings were evident. The current system coupled with the addition of planned enhancements should increase future hiring efficiency, employee quality, and resulting financial savings. [ABSTRACT FROM AUTHOR]

Technology and human resource management have broad influences upon each other. Technology not only changes the administration of human resources (HR), which is the domain of e-HR, but also changes organizations and work. HR professionals must be able to adopt technologies that allow the reengineering of the HR function, be prepared to support organizational and work-design changes enabled by technology, and be able to support the proper managerial climate for innovative and knowledge-based organizations. An examination of HR professional degree programs shows that traditional HR education has poorly prepared the HR profession for these challenges. To address this shortfall, HR education must be revised to provide a greater focus on technological issues, and HR educators must acquire the skills needed to teach these courses. [ABSTRACT FROM AUTHOR]

Workforce management applications are expected to drive the next phase of enterprise-wide applications market growth. But will firms actually benefit from these applications? Horror stories of failed technology implementation efforts abound and hardly inspire confidence. Treating installation of HR technology as a form of innovation, we introduce a model that describes the technology implementation process. The model brings to the fore various issues that merit the attention of academics and practitioners alike. It appears that firms that undertake technology initiatives with a view to enable the HR function to focus more on value-added activities are the ones most likely to realize the full potential of technology. [ABSTRACT FROM AUTHOR]

The convergence of several trends has caused changes both in the nature of work and in workforce demographics. Two of the major factors are the widespread availability of advanced information technology and the aging of the American workforce. Today, the government, like most organizations public and private, is struggling to hire skilled workers in a tight labor market. As a result, recruiting strategies are becoming more important. The World Wide Web is dramatically changing the way both federal and nonfederal employers recruit. Projections are that an overwhelming majority of medium and large companies in the U.S. will use Web-based recruiting by 2002. Emerging assessment technologies, such as computer-and Internet-based testing and computer simulations, can be incorporated into the assessment process. These technologies create new opportunities for more efficient and effective ways to administer tests to a wide audience as well as to assess competencies in new ways. In the future, organizations will be competing for extremely scarce human resources. In order to remain competitive, they must find ways to leverage their human capital just as they leverage other capital investments.

The article presents seven views that have been used and applied to anatomize today's world of people and work, more precisely, human resource practices. Seven lenses include historical lens, economic lens, demographic lens, environmental lens, human resource regulatory lens, human resource media lens and human resource future lens. The author describes how each of these lenses functions and discusses how they operate in the business world. He notes that by understanding these concepts human resource managers can anticipate the future and prepare their organizations for the challenges they may face. By encouraging an atmosphere that promotes learning and flexibility human resource managers can contribute to the overall health of the company.

The transformation of many office and white-collar jobs into ones primarily dealing with managing information has brought about problems that previously had been associated mostly with assembly-line and blue-collar work. Specifically, repetitive strain injuries (RSIs), such as carpal tunnel syndrome, are a growing health problem in a number of office jobs. The extent, definition, costs, and legal implications of the problem are discussed. Examples of steps many organizations are taking to combat RSI are presented. Finally, recommendations for human resource and other managers are offered based on the experiences and evidence from the collected studies and articles. [ABSTRACT FROM AUTHOR]

Despite the widespread use of computer-based human resource information systems (HRIS), previous research has not identified the conditions that support successful systems. This article presents the results of a survey of users who interact directly with a computer-based HRIS to do their work. The relationships between individual/task, organizational, and system conditions, plus two measures of systems success are examined. The results indicate that system conditions were the most important antecedents of success. The availability of internal support for users also represented a critical condition. Overall, the findings of this study provide support for a model of HRIS success and present a basis for planning, designing, and implementing successful systems. Finally, this study brings with it new questions for HRIS research. INSET: Appendix: User Information Satisfaction Scale. [ABSTRACT FROM AUTHOR]

This article discusses the future of human resources (HR) in an era of rapidly emerging information technology and globalization. The author suggests that these factors are requiring HR departments to design new agendas and focus on new practices. The author examines how globalization and new technology are driving this trend by increasing competition and reducing the pool of available skilled labor and discusses how agendas and practices are shifting to adapt to these changes.