000			03118nam a2200433Ii 4500
001			9781787143159
003			UtOrBLW
005			20210303084953.0
006			m o d
007			cr un|||||||||
008			170815s2017 enk ob 001 0 eng d
020			_a9781787143159 _q(e-book)
040			_aUtOrBLW _beng _erda _cUtOrBLW
050		4	_aHF5549.5.T33 _bE44 2017
072		7	_aKJU _2bicssc
072		7	_aBUS085000 _2bisacsh
080			_a658.3
082	0	4	_a658.300285 _223
245	0	0	_aElectronic HRM in the smart era / _cedited by Tanya Bondarouk, Huub J. M. Ru�el, Emma Parry.
264		1	_bEmerald Publishing Limited,
300			_a1 online resource (280 pages)
490	0		_aThe changing context of managing people
500			_aIncludes index.
504			_aIncludes bibliographical references.
520			_aThe HRM field is entering smart businesses where the human,digital and high-tech dimensions seem to increasingly converge, and HRM needsto anticipate its own "smart" future. Technological developments andinterconnectedness with and through the Internet (often called the "Internet of Things") set new challenges for the HRM function. Smartness enacted by HRMprofessionals - notions of "smart industries", "smart things" and "smartservices" all put new pressures on strategic HRM. Since the 1990s,organisations have increasingly been introducing electronic Human ResourceManagement (e-HRM), with the expectation of improving the quality of HRM andincreasing its contribution to firm performance. These beliefs originate fromideas about the endless possibilities of information technologies (IT) infacilitating HR practices, and about the infinite capacity of HRM to adopt IT.This book focuses on the progression from e-HRM to digital HRM towards smart HRM. It also raises several important questions that businessesand scholars are confronted with: What kind of smart solution can and will HRM offer to meet the expectations of thelatest business developments? Can HRM become "smart" and combinedigitisation, automation and a network approach? How do businesses futureprooftheir HRM in the smart era? What competences do employees need to ensurebusinesses flourish in smart industries? With rapid technological developments and ever-greater automation andinformation available, the HRM function needs to focus on non-routine andcomplex, evidence-based and science-inspired, and creative and value-addedprofessionally demanding tasks.
588	0		_aPrint version record
650		0	_aPersonnel management _xTechnological innovations.
650		7	_aBusiness & Economics _xOrganizational Behavior. _2bisacsh
650		7	_aOrganizational theory & behaviour. _2bicssc
700	1		_aBondarouk, Tanya, _d1967- _eeditor.
700	1		_aRu�el, Huub, _eeditor.
700	1		_aParry, Emma, _eeditor.
776			_z9781787143166
856	4	0	_uhttps://www.emerald.com/insight/publication/doi/10.1108/9781787143159
999			_c30293 _d30293