TAILIEUCHUNG - E-Human Resource Management 28

E-Human Resource Management 28. This book is presented in four sections — the first intended to be more general in nature, the following three devoted to specific aspects of the HRM field in the new information era. Section I, The Cutting-Edge in HRM, presents an overview of how ITCs are modifying general HRM processes and functions. This is the aim of the first three contributions. | Is Organizational e-Democracy Inevitable 229 cal structures is self-evident. This finding concerning employee identities also raises a second implication that HR practitioners need to bear in mind during ICT change. That is they need to be aware of the salient identities within organizations and not simply focus on the formal roles and functions that are outlined in the organizational charter. Our findings reveal that at least for some groups higher order identities during IT implementation seem to be more salient. We would have predicted that lower order level identities would be more salient in the ICT context but this is not so. Thus the management of ICT changes is a complex phenomenon that may differ from the implementation of other types of changes. Specifically rhetoric of empowerment and authority voiced by senior management do not equate to high levels of e-democracy with staff who historically did not have such responsibilities nor is it sought by these staff. This observation highlights that at least in our context the overall good of the organization the hospital and professional roles are paramount. This finding goes some way to explaining why role relations remain intact during ICT implementation regardless of the collaborative practices organizations adopt during new information technology implementations. A third implication that HR practitioners need to focus on is that employee identity can act as a barrier to the uptake of change. Resistance to change is not a new phenomenon but in this chapter we have begun unpicking the elements of that resistance. If ICT brings with it significant changes to a professional s job description and duties HR must acknowledge this change and address the changes directly with the professionals involved. This last point relates closely to the following two HR implications that arise from our findings. HR practitioners must recognize the importance ofensuring the participation of key groups in the planning and .

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