TITLE

EFFECTS OF HRM PRACTICES ON IT USAGE

AUTHOR(S)
Chei Sian Lee; Chay hoon lee
PUB. DATE
December 2009
SOURCE
Journal of Computer Information Systems;Winter2010, Vol. 50 Issue 2, p83
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
Since IT plays a critical role in leveraging or exploiting human and business resources, it is likely that HRM practices may have different effects on IT usage under the influence of different sources of IT capabilities. This study examines the moderating effects of the source of IT capability (Internal vs. External) on the relationship between HRM practices and IT usage. The results indicated that organizations with internal IT capability, HRM practices such as employee participation, clearly defined jobs and extensive formal training were significant in predicting IT usage. However for organizations that used external IT capability, only internal career opportunities was significant in predicting IT usage.
ACCESSION #
48216617

 

Related Articles

  • Don't overlook a key strategic asset in call centre staff. Hurley, Glenn // Personnel Today;6/25/2002, p18 

    Assesses the benefits of outsourcing the responsibilities of human resources to a call center. Percentage of average staff turnover in call centers; Lack of training and pay among call center staff; Proposals on the management boards to implement a people strategy.

  • HR Outsourcing--A Money-Saving Strategy. Norman, Stephen // Credit Union Executive Journal;Mar/Apr2000, Vol. 40 Issue 2, p34 

    Deals with the significance of human resource (HR) outsourcing in dealing with workplace violence. Opinion of Richard Noland of Advanced Management Systems on outsourcing; Ways on how to make HR outsourcing effective; Three ways by which outsourcing firms charge for services.

  • Businesses Reaching Out to HR Firms for More Support. Schweizer, Andrew // San Diego Business Journal;4/20/2009, Vol. 30 Issue 16, pA17 

    The article reports that businesses turn to human resources (HR)outsourcing firms for recruitment, payroll, benefits and training management in California. It notes that companies put emphasis on the resources of continues improvement of employee skills. It predicts that the change in training...

  • Prudential outsources HR in US. Higginbottom, Karen // People Management;1/24/2002, Vol. 8 Issue 2, p10 

    Reports on the outsourcing activity conducted by Prudential Financial on its human resource department. Discussion on employee training programs; Estimated cost of the outsourcing deals.

  • KNOWING IT ALL. Kiger, Patrick J. // Workforce Management;6/25/2007, Vol. 86 Issue 12, p1 

    The article discusses the importance of developing human resources (HR) executives. Experts say that companies neglect the development of HR leaders at least in part because the top HR post, unlike other executive positions, generally is not perceived as a steppingstone to running the company....

  • Taking the off-load road. Bentley, Ross // Training & Coaching Today;Oct2006, p10 

    The article focuses on an increasing number of organizations in Great Britain that are outsourcing their training and learning & development (L&D) activities. According to a report by Gartner, the market for outsourcing human resources processes in western Europe will expand in 2006. In the...

  • Outsourcing industry gets academic kitemark.  // Accountancy;Jan2009, Vol. 142 Issue 1385, p59 

    This article reports on outsourcing for business in Great Britain. The article discusses accreditation, qualifications, and training programs related to the outsourcing industry, as well as work-based learning and workshops for employees. Information on the National Outsourcing Association (NOA)...

  • INDRA BMB: La implantación con éxito de microplanes de formación. pintado, Carlos martínez; monzón, Bernardo chulilla // Capital Humano;Mar2010, Vol. 23 Issue 241, p34 

    No abstract available.

  • 'PASS THE ASPIRIN'. Goodenow, Steve; Bates, Mary Kay // ABA Banking Journal;Jun2002, Vol. 94 Issue 6, p18 

    Discusses how Bank Midwest, Minnesota-Iowa, N.A. in Okaboji, Iowa controls employee training costs. Finding of a survey firm that two issues at the bank were communication and lack of career advancement opportunities; Solution of centralizing the functions of human resources; Limited use of...

Share

Read the Article

Courtesy of THE LIBRARY OF VIRGINIA

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics