电子商务环境下的电子人力资源管理外文文献翻译.docx

电子商务环境下的电子人力资源管理外文文献翻译.docx

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电子商务环境下的电子人力资源管理外文文献翻译

文献信息：

标题:

ELECTRONICHUMANRESOURCESMANAGEMENTINANE-BUSINESSENVIRONMENT

作者:

Laumer,Sven;Eckhardt,Andreas;Weitzel,Tim

出版物名称:

JournalofElectronicCommerceResearch

卷:

11

期:

4

页:

240-250

页数:

11

出版年份:

2010

原文

ELECTRONICHUMANRESOURCESMANAGEMENTINANE-BUSINESSENVIRONMENT

Laumer,Sven; Eckhardt,Andreas; Weitzel,Tim.

1.FromHRMtoE-HRM

Theglobaldemographicdevelopment,theimminentretirementofthebabyboomersgeneration[Franketal.2004]and,morerecently,changingvalues,normsandbehavioralpatternsofGenerationYforcefirmstoopenuptonewapproachesformanagingtheirpersonnel.Otherrelateddriversofaneedtochangethehumanresourcesmanagement（HRM）inorganizationsincludetheeconomicdownturnoverthepastthreeyears,increasingscarcityofavarietyofskillprofilesonthelabormarketandnewwayshowpeoplewanttobalancetheirworkandprivatelife[Gueutal2009].Infact,thesetrendsmerelyaggravatethechallengesinmanyfirmsthathavelongsufferedfromascarcityofqualifiedemployees,or'talent'.Andtheunavailabilityofcertaincandidatesinmanyskillareashaslongbeenidentifiedasamajorobstacletofirmsuccessandgrowthevenintimesofeconomicdownturns[TrevorandNyberg2008;LaumerandEckhardt2010].Talentavailabilityhasbecomeahottopicasglobalizationhasincreasedboth,supplyofanddemandforcertainskills[Dolan2004].Theresultingrecruitingchallengeforfirmshasbeencalledwarfortalent[Chambersetal.1998].WhilealmostallHRexecutivesareboldlyawareoftheproblemsoffindingtalent,especiallyintheITdomain[LuftmanandKempaiah2008],thereisnoconsistentinsightonhowtocopewithit.Atthesametime,advancesininformationandcommunicationtechnologyandtheubiquityoftheinternetcanoffersubstantiallynewwaystoattractandrecruittalentandtoorganizefirm'sentireHRfunction.Hence,ElectronicHRM（E-HRM）cangiveafirmasubstantialcompetitiveedgeinatoughmarketforskillsbyestablishingabettertalentmanagementcapability.

Thefourmajorareasoftalentmanagementaretalentattraction,recruiting,developmentandretention.First,（'attract'）talenthastobeattractedandtheorganizationhastoestablishitselfastheemployerofchoiceforexternal（jobseekers）andinternaltalent（employees）.Second（'recruit'）,newemployeescanbeselectedfromincomingjobapplications.Someauthorsarguethataholisticcandidaterelationshipmanagement（CRM）approachthatfullyutilizeshumanresourceinformationsystems（HRIS）forallrecruitingsubprocessesisanimportantelementofasuperiorHRcapabilityasithelpsfirmsinternallytomanagetheentireapplicationprocessandexternallytobettercommunicatewithapplicants[Lee2007;Weitzeletal.2009].Third（'develop'）,iffirmsaligntheirHRstrategywiththefirmstrategy,skillsneededinthefuturecanbeinternallydevelopedbytrainingandeducationprograms,andbystaffingpeopleintoprojectssotheycanlearntheskillsthey,andthefirm,willneed.Thisdevelopmentperspectivemightalsobepartofanincentiveschemetohireandretaingoodemployees[Malinowskietal.2008;Maieretal.2009].Fourth（'retainorpoach'）,especiallyhigherqualifiedcandidatesmightnotsendtheirCVorposttheirrésuméonanInternetjobboard.Instead,afirmmightconsiderenticingsomeoneawayfromanotherfirm.Itisthusimportanttoknowwhatdrivesacandidate'swillingnesstochngenemployerinordertoretainthegoodones.Toputittheotherwayaround:

Whatareeffectiveemployeeretentionmeasures?

[Schweyer2004;EckhardtandLaumer2008;LawlerIIIetal.2008;Weitzeletal.2009]

ThescopeofITsupportforthesetalentmanagementactivitiesgoesfromattractingtoselectingcandidates,andfromidentifyingtalentoverdevelopingemployeestoretainingthem[Strohmeier2007;KeimandWeitzel2008;Malinowskietal.2008;LaumerandEckhardt2009;LaumerandEckhardt2009;Laumeretal.2009;Laumeretal.2009;Maieretal.2009;Strohmeier2009;Weitzeletal.2009].Recentresearchshowsthattheinternet,inparticular,haschangedthewayHRprocessaremanaged[BusslerandDavis2001;FeldmanandKlaas2002;ParryandTyson2008;Laumeretal.2009].InthecourseoftheshiftbetweengenerationsandthematurationoftheinternettowhatisoftencalledaWeb2.0,thewaytheHRfunctioninorganizationsismanagedhassignificantlychanged[Strohmeier2007].Forinstance,GenerationYersarefrequentusersofsocialmediaapplicationslikeForLinkedIandspendlargepartsoftheirdaysonlineviamobileinternetdevices.HenceITsupportfortalentattractioncouldincludeonlinechannelslikeInternetjobboards,socialmediaapplicationsorfirm'sowncareerwebsite.Forrecruiting,holistice-recruitingsystemscouldbeusedassuggestedby[Lee2007]andextendedby[EckhardtandLaumer2008;Eckhardtetal.2008;LaumerandEckhardt2009].Fordeveloping,[Strohmeier2007]suggeststheuseofpersonneldevelopingsystems,computer-basedtrainingsystemandlearningmanagementsystems.Regardingretention,EckhardtandLaumer[2008]suggestanIT-systemarchitecturehowrecruitingandretentioncouldbealigned.HolistictalentmanagementsystemsassuggestedbyMaieretal.[2009]couldintegrateallthedifferentaspectsofmanagingtalentinorganizations.

Tounderstandandmanagetheimplicationsofthechangefromapre-internetnon-electronictoamodernE-HRMinanE-Businessenvironment,thisspecialissueaimsatprovidingnewinsightintothewaysITcansupporttalentmanagementandlooksatexternaltrendsandinternalchallengesorganizationshavetodealwith.Forthatpurpose,thespecialissueeditorshaveconductedtwostudiestoempiricallyrevealthekeychallengesforHRMandtoidentifypromisingandimportantareasforE-HRMresearch.Then,twooutofninesubmittedpapersthatarethecoreofthisspecialissuecontributetoE-HRMresearchbyaddressingsomeoftheidentifiedareas.

2.ExternaltrendsandinternalchallengesforE-HRM

ToclearlyunderstandkeyE-HRMtrendsandtheresultingchallengesforfirms,theeditorsofthespecialsectionaskedHRexecutivesabouttheimportanceofexternaltrends,likedemographicdevelopments,andhowthisimpactstheworkoftheHRdepartment（internalchallenges）.Forthispurpose,weusedtwoapproaches:

First,aDelphistudytoqualitativelyidentifytrendsandchallenges,andsecondasurveytoquantitativelyevaluatetherelativeimportanceofthevarioustrendsandchallenges.

2.1.Researchmethodology

Inthesummerof2010,thespecialissueeditorsconductedanempiricalstudytoevaluatetheimportanceofexternaltrendsandinternalchallengesfortheHRmanagementoforganizationsinGermany.Therefore,aquestionnairewasdevelopedbasedontheresultsofaDelphistudyweconductedwith25leadingHRexecutivesfromlargeGermanfirms.ThefirstDelphiroundwaspartofastrategicworkshopaboutthefutureofHRMin2009.ThemainresultoftheDelphistudywasaquiteexhaustivelistofpotentialtrendsandchallenges.Theseitemswereusedinthequantitativesurveywheresurveyparticipantsratedeachofthesetrendsandchallengesusinga7-pointLikertscalerangingfromveryimportanttoveryunimportantindicatingtheperceivedimportanceforeachofthetrendsandchallengesfortheirorganization.WecontactedHRexecutivesoftheFortune1,000inGermany,of1,000SME'sandof300IT-organizationsfromGermany.Intotalwereceivedusablequestionnairesfrom144GermanFortune1,000organizations,50SMEsand31ITfirms.

2.2.Delphiresults:

IdentifyingexternaltrendsandInternalchallenges

DiscussingthefutureofHRMwith25leadingHRexecutivesin2009,thefollowingexternaltrendsandinternalchallengesfororganizationshumanresourcemanagementhavebeenidentified.ExternaltrendsarethosedevelopmentswhichcannotbedirectlyinfluencedbyHRmanagers,suchasdemographyoreglobalization.AccordingtotheparticipatingHRexecutives,externaltrendsforHRMare（inalphabeticalorder）:

*Alwaysonline:

"Alwysonline"describesanaccompanyingphenomenonofthemobileWeb2.0.generationthatis,essentially,neveroffline.Overcomingbandwidthbottlenecksandprohibitivedatatransmissioncosts,Wi-Fi,newmobiletechnologiesandflatfeedataplansformobiledeviceshaveenableduninterruptedconnectivityovermultipledeviceslikelaptops,cellphones,Smartphones,BlackberrysoriPads.Asaconsequence,severalWeb2.0vendors,especiallysocialnetworkplatforms,allowtheiruserstoconnecttotheplatformviaapplicationsontheirmobiledevices.ForHRmanagementthisisinterestingwhenlookingattherecruitinganddevelopmentofemployees,aspotentialcandidatescouldbeidentifiedandattractedviadifferentiatedemployerbrandingcampaignsinsocialnetworkingplatformsand,assomesuggest,evenreceiveandsigntheirworkcontractsdirectlyviatheircellphone.ThisissummarizedunderthebuzzwordMobileRecruiting.WithintheHRdevelopmentfunctionemployeescouldreceivework-relatedtraininginformationviatheircellphoneandexercisetheirabilitiesinmobilelessonsorassessments.

*BolognaAccords:

TheBolognaprocessisaEuropeanreformoftheuniversitysystemthatintroducesauniformEuropeangraduatesystemcontainingbachelorandmasterdegreessimilartotheAnglo-Saxonsystem.ParticularlyinGermany,theshiftfromasystemwithdiplomadegreesandlotsoffreetimeforstudentstouseforinternshipsorotherworkexperiencestoastrictlystructuredsystemwithsubstantiallylessfreetimeforstudentstospendasinternsinfirmshasaprofoundimpactforemployee