technology and managing people pa 111

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2. THE USE OF THE MODERN-DAY TECHNOLOGYIN MANAGING PEOPLE.. 3. TECHNOLOGY the making, usage and knowledge of tools, machines, techniques, crafts, sy stems or methods of organization in order to solve a problems or perform a specific function,(Wikipedia, accessed: Feb 4, 2012). 4. IMPACT OF TECHNOLOGY IN HUMANRESOURCES 5. HUMAN RESOURCES are the people working for andwith the organization including theboard,topmanagement,consultants orresourcepersons, middlemanagement, rank and. file.(PerlaLegaspi, 1999) 6. TECHNOLOGY MANAGEMENT theintegratedplanning, design, optimization, operation and control of technologicalproducts, processing and services; the management of the technology forhuman advantage.(Wikipedia, accessed, Feb. 4, 2012)) 7. TECHNOLOGY IS EITHER DESTROYING US, ORMAKING US GREAT.. 8. TECHNOLOGY ALTER THE TRADITIONAL WAYSOF ACCOMPLISHING WORK.o distance communication techniques that allow e-mail,virtual teams and video conferencingo worker rarely come to workplaceo there is more often mismanagement of peopleo prevents the organization from realizing the fullpotential of technological innovationo organization fear of losing control over employeesoemployees have unrealistic expectations. (Snell and Dean, 1992) 9. INFORMATION TECHNOLOGY HAS PORTRAYED SIGNIFICANT ROLE IN JOB FUNCTIONS.. Information Technology it is concerned with technology to treatinformation, the acquisition , processing, storage and dissemination of vocal, pictorial, textual and numerical information by a microelectronics as based combination. (Wikipedia,accessed: Feb. 4, 2012) 10. IMPACT OF INFORMATION SYSTEMS ANDMODERN TECHNOLOGY IN HUMANRESOURCES AS REGARD TO: VALUES STAFFING TRAINING AND COMPETENCIES MENTORING SOCIAL SUPPORT CAREER OUTCOMES FAMILY ADJUSTMENT 11. VALUES computerized jobs may increase productivity, but atthe same time it can degrade the lives of employeesbecause of isolation experienced by telecommuterswho workatadistancefrom theorganization, decrease satisfaction and involvementwith work. ( Kraut et al, 1989) But MacDuffie and Krafcik, 1992, individuals enjoyedmore flexible work arrangement and related to highcommitment or high performance, thus building workerskills and reducing status barriers between managersand workers. 12. TRAINING AND COMPETENCIES firms that provide their members with high technology tools for performing their jobs ( desktop, video conferencing systems, collaborative software systems, virtual teams) should implement mastery training on the technology.(Townsend et al., 1998) technology can reduce the time needed for labor- intensive task; but can increase the need for effective communication and interpersonal skills. Need training that focuses on teamwork and interpersonal skills for the information technology worker ;(Susman and Walton,1987) 13. STAFFING individuals who hold this job are variously,self-motivated, task- oriented, risk-seekingand posses high needs of autonomy andlow needs for affiliation. Person involved with virtual teamworkshould be patient, persistent, high toleranceand flexible as described by Zeleny, 1998. 14. MENTORING -mentoring relationships have proven to be thekey to a number of desirable outcomes in theorganization., greater career mobility andopportunity, higher promotion rate,(Scandura1992; Stumpf and London, 1981). Telecommuters miss out spending social timewith others in an organization, impending theiropportunity toestablish mentorcontacts, (Cooper et al.,1999). 15. SOCIAL SUPPORT Providing social support in the form of employee involvement practices , inclusion in office meetings, social events, anddistributionlists, membershipinprofessional organization may minimize the potential loss of social professional networks that can be incurred by distance workers, (Hamilton, 1987). 16. CAREER OUTCOMES -Workerexperience a sense ofisolation, greater turnover andreduced career opportunities . Researchers suggest highly selectivestaffing practices, adequate trainingand orientation , and attention tocareer planning as means to diminishthe effects of isolation, (Black etal., 1991) 17. FAMILY ADJUSTMENT One of the attraction using technology tofacilitate remote work is the potential tosmoothly integrate job duties to ones family life. Positive aspects of doing telework may includethe ability to care for children or elders, to beavailable in case of illness or emergency; To work during ones own personal peak hourswhether early morning or late night To balance home responsibilities and work. - (Hill et al., 1998) 18. CONCERNS AND FEEDBACK OF TECHNOLOGY DRIVEN WORKPLACE AS CITED BY SHAMIR ANDSOLOMON, 1985. Distance workers may receive decreased feedbackfrom supervisors, Process issues (which can be critical in customer-service settings ) may be neglected in favor ofemphasis on an outcome orientation, The developmental quality of supervisor-employeerelationshipsmaydeteriorate ifdistancetechnologies de-emphasize face-to-face interaction.Therefore, the organizations and individualsbenefit greatly from increased emphasis ondevelopmental appraisals and personal interactionsbetween supervisors and employees. 19. CREATE YOUR OWN TECHNOLOGY.FOR THEBETTER. THANK YOU 20. REFERENCES:1. Erwin A. Alampay, 2003. Management ofInformation and Knowledge for PublicAdministrators.2. Janice S. Miller and Robert L. Cardy, 2000.Journal of Labor Research, Vol. 21, Issue 3.3.Perla E. Legaspi, 1999. Human ResourceDevelopment4. Wikipedia,a free Encyclopedia; internet accessed:February 4, 20125. IT pictures, internet accessed : February 4, 2012


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