The impact of information technology on the human

1Theimpactofinformationtechnologyonthehumanresourceprofessional科目：專題研討指導老師：許素華博士第三組：劉志君郭登山蕭旭峰報告時間：30分鐘2OutlineAbstractIntroductionTheoryandhypothesesMethodAnalysisandresultsDiscussion3AbstractAcceleratedinvestmentandinnovationininformationtechnology(IT)offersprospectsforconductingbusinessinwaysthatareradicallydifferentfromthepast.Inoneprofessionaloccupationalsegment,humanresources(HR)professionalsareinfluencedbyextensiveuseofITwithinthehumanresourcedepartment.ITenablesHRprofessionalstomoreefficientlyaccessanddisseminateinformationwhileitalsoinfluenceswhatisexpectedofthem.Implicationsandfuturedirectionsarediscussed4IntroductionOneofthemostsalientfactorsimpactingorganizationsandemployeestodayistechnologicalchangeandadvancement.BusinessinvestmentinITincreased30%in1998,withdouble-digitgainsforeachoftheprevioussevenyears.ThenatureofworkislikelytoshiftasIThasthepotentialtochangetherolesofemployeeswithinorganizations.Thehumanresourcemanagementdepartmentisonefunctionalareathatisincreasinglyutilizinginformationtechnology.Manysmallercompaniesalreadyuseserviceprovidersforpayroll,andtrainingdepartmentsarerapidlyincorporatingonlineclassesaswellasvideotechnology.ThehumanresourcemanagementfunctionincreasesitsuseofIT,therearelikelytobeimplicationsforHRprofessionalsaswell.5Theoryandhypotheses1/3Inthepastfewyears,researchershaveviewedHRrolesastransitioningfromoperational,administrative,functionallyoriented,andreactivetowardmorestrategic,consultative,businessoriented,andproactive,respectively.ManyHRprofessionalsmustfillseveraldifferentrolessimultaneously.6Theoryandhypotheses2/3DefinedfourrolestheHRprofessionalmustfulfillinordertocreateabusinesspartnershipwiththefirmwiththeexpectationthatthiswilladdvalue.Thefirst,managementofstrategichumanresources,requiresthatHRprofessionalsbeabletoexecutestrategyandbecomea‘‘strategicpartner.’’Bybeingastrategicpartner,HRprofessionalshelpmanagehumanresourcesandalignHRpracticeswithbusinessstrategy.Second,HRprofessionalsmustmanagethefirmadministrativeinfrastructurethrough‘‘administrativeexpertise’’bydesigninganddeliveringefficientHRprocessesforstaffing,training,andthelike.7Theoryandhypotheses3/3Thethirdrole,managementofemployeecontribution,hasHRprofessionalsstrivingtoincreaseemployeecommitmentandcapabilitythroughtheroleof‘‘employeechampion’’;theymanageemployeecontributionbyprovidingresourcestoemployees.Finally,managementoftransformationandchangerequiresthattheHRprofessionalcreatearenewedorganization,asachangeagent,byensuringthereisacapacityforchangeaswellasmanagingthefundamentalcultureoftheorganization.Intheseroles,HRprofessionalsmaymanagestrategicactivities,provideclientservices,helpbuildhumancapital,aswellasmanagecompanychange.82.1.ITframework1/2IntheITliterature,oneofthemostprominentframeworksofITimpactincludesthreestagesofuse:automation,information,andtransformation.Intheautomationstage,ITisusedprimarilytoautomatemanualsystemsandreducetheneedofpersonneltoperformroutineactivities.InformatingITprovidesadeeperleveloftransparencytoactivities,events,andobjectsbygenerating‘‘...informationabouttheunderlyingproductiveandadministrativeprocessesthroughwhichanorganizationaccomplishesitsworkITmayalsohavetransformationalimpactsuchthatit‘‘...definesacompanywithnewbusinessoperationsandpractices...transformationplacescreativeness,knowledgeandinformation,astopcompanyassets92.1.ITframework2/2AccordingtoZuboff(1988),ITautomationoftenreducestheamountofroutineworkthatmustbedone,potentiallyprovidingmoreopportunitiesforindividualstothinkandusetheirfullcognitivecapacities.102.2.Informationalimpact(ITasanenabler)HRstaffcanbemoreefficientattheirworkwiththerightautomationtools.Hypothesis1:MoreextensiveuseofITenablesincreasedinformationresponsivenessbyHRprofessionals.Hypothesis2:MoreextensiveuseofITenablesgreaterinformationautonomyforHRprofessionals.Hypothesis3:MoreextensiveuseofITenablesHRprofessionalstomakegreateruseofexternalprofessionallinks.112.3.Transformationalimpact(ITasacatalyst)AsITenablesHRprofessionalstoperformdifferentactivitiesintheirjobrole,thereisalsoapossibilitythatITmayactasacatalystbymodifyingprofessionaljobrolefocus.Hypothesis4:MoreextensiveuseofITrequiresHRprofessionalstospendmoretimeontransformationalactivities.Hypothesis5:MoreextensiveuseofITrequiresHRprofessionalstospendmoretimeonITsupportactivities.122.4.Moderatingfactors1/3TheimpactofITonHRprofessionaljobrolesisofprimaryinterestinourstudy,yettherearecertainfactorsthatmightinfluencethehypothesizedrelationships.Hypothesis6a:HRprofessionalagewillnegativelymoderatetherelationshipsbetweenextentofITuseandenablinginformationresponsiveness,informationautonomy,andexternalprofessionallinks,suchthatthemagnitudeoftherelationshipwillbesmallerwitholderHRprofessionals.Hypothesis6b:HRprofessionalagewillnegativelymoderatetherelationshipsbetweenextentofITuseandrequiringtimeontransformationalactivitiesandITsupportactivities,suchthatthemagnitudeoftherelationshipwillbesmallerwitholderHRprofessionals.132.4.Moderatingfactors2/3Hypothesis7a:Genderwil