E-HRM Initiatives: A Case Study

Different scholars have defined the nature, scope, importance & purpose of HRM in different ways. Listing all the definitions given to HRM by the scholars in the field lies beyond the scope of this study. Given that, an attempt was made to select the most comprehensive and relevant definitions of HRM to this subject of study as follows:

Since our country has a great diversity, employers may decide to hire their employees from a great variety of countries and different religious backgrounds. In an ideal work environment, the religious beliefs of a given employee, or the employer, do not have a conflict. Each individual is free to believe as he or she chooses and, as the work gets done right, neither of them will encounter difficulty with religion. However, in the real world, a good bit of issues can arise to create problems. An employee and employer may discuss, or even argue over, religious principles. What is more, religion is not always simply a matter of belief. The faithful practice their religion through various actions – styles of dres, manner of keeping or wearing one’s hair, follow certain diets, trying to recruit others to their faith, fasting, praying, avoiding certain language or behavior, and observing certain religious holidays.

They need to build integration among HR practices and strategies of its auxiliary firms in distinctive region with a specific end goal to accomplish general organizational targets. Then again, these associations additionally guarantee a critical level of adaptability in their IHRM procedure on the grounds that representatives from distinctive nations are sponsored by diverse cultures and social qualities. Adaptability impacts the workers' execution. Due to the strengths of globalization and the associations' interest to create and implement a worldwide methodology, International Human Resource Management (IHRM) is turning into an essential to accomplishment of the organizational. The essential distinction between domestic and global human resource administration is the knowledge and obligations

Human Resources Management is an area that is constantly growing and changing to meet the new demands and challenges of a forever-evolving work force. What was once labeled "personnel" and associated with a reputation for being highly administrative and dealing solely with lots of paperwork, the field has transformed itself into the strategic entity it is today. The changes, however, haven't stopped there. While bringing both pros and cons along with it, technology has spearheaded into the forefront of human resources management.

Comparing and contrasting the HRM strategies and practices of Microsoft Corporation with those of three other organizations in the same industry.

In the past decade, globalization and rapid technology advancement have change the way organisation do business from international conference calls to the hiring of employees. This has also transform how Human Resources Management (HRM) operates.

HRM practices are based on the principles of the underlying culture that reflects assumptions and beliefs of that place. So, maybe effective and meaningful HRM system in one culture is ineffective in another. “In every culture the facts such as bureaucracy, authority, accountability, creativity etc., are dealt in various ways. People establish organizations based on their values, and societies are composed of organizations and institutions that reflect the prevalent values within their culture.” (Hofstede, 1984) Culture has an important impact on policies to managing people. Thus, the cultural differences create differences in governing management practices of the organization.

The internationalization of human resource management has increased the scope of traditional HRM. Today, HR practitioners not only manage people from their home country, but one that involve managing many diverse nationalities, with which the culture of staff and employees are already well-known or predicted. Companies start business within their country of origin and staff are hired from within that country. However, with the arrival of globalization and the shift from industrial to information technology, a new problem for HR practitioners emerged as employees become more diversified and hard to manage. Companies expand to other countries, or moreover participate in joint ventures or mergers and acquisitions. This move has many

The new challenges related to the Globalisation and the free markets have led to a great deal of interest regarding the impact of HRM on the organizational performance. Accordingly, this has led to a remarkable increase in terms of the number of studies conducted in this area. These conducted studies are meant to examine the potential contribution that good HR policy can achieve to improve the performance, as scholars and key figures in this wide area of research have repeatedly called for a better understanding of how HR practices are related to the firms performance, e.g. (Becker & Huselid, 1998; Delery & Shaw, 2001; Batt, 2002; Gong et al, 2009).

The approach to the employment of people experienced a major shift from traditional personnel management towards human resource management (HRM) in 1980s, when the deflation and recession crashed into the infrastructure of employment. After that shift, the employees were more likely assumed as valuable assets and a key source of competitive advantage (Marchington and Wilkinson, 2002), and the effective management of ‘resourceful humans’ tended to be seen as a crucial approach to improve organizational performance through ‘the strategic deployment of a highly committed and capable workforce using an array of cultural, structural and personnel techniques’ (Storey,

“International human resource management is the process of employing and developing people in international organizations which operate globally. It means working across national boundaries to formulate and implement resourcing, development, career management and remuneration strategies, policies, and practices applicable to international workforce.”5

When it comes to making the complete use of computer applications, it is true that the field of HRM was not efficient enough to go ahead of other management areas. The record system was usually manual especially in the human resource department as the use of computer applications was quite limited and specific to few departments which were actually using main frame computers which required a lot of assistance from the professionals of information system department. Consequently, the human resource managers had very limited opportunity of designing reports and incorporating decisions using computer applications. In this regard, studies suggest that approximately 70 percent of the total HR personnel time is allocated to administrative work (Barron, 2002). Interestingly,

In today’s business environment, organizations are adopting the latest technologies in order to make the organization’s processes more organized and fruitful. There are several various technological tools that have been initiated through the information technology system, which has become very effective for organizations in order to compete in a proper manner. The Human Resource Information Management is one of the major tools from information technology, which is contributing effectively to the human resource functions of an organization.

Before proceeding with an overview of current theories of SIHRM, it is important to distinguish between international human resource management (IHRM) and strategic international human resource management (SIHRM). In keeping with Schuler and colleagues ' (1993) and Lado and Wilson 's (1994) work, we define the MNCs IHRM system as the set of distinct activities, functions, and processes that are directed at attracting, developing, and maintaining an MNCs human resources. It is thus the aggregate of the various HRM systems used to manage people in the MNC, both at home and overseas. By including headquarters (HQs) in this definition, we recognize that the parent company can become simply another one of the units of the MNC (cf. Hedlund, 1986). Strategic Human Resource Management (SHRM), in contrast, is used to explicitly link HRM with the strategic management processes of the organization and to emphasize coordination or congruence among the various human resource management practices (Schuler & Jackson, 1987; Wright & McMahan, 1992). Thus, SIHRM is used to explicitly link IHRM

identify the qualities and shortcomings of HRM models and systems and have the capacity to utilize structures and devices that exhibit 'included quality' for HRM