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HR portals in an organization

Change management theories in general manage the contexts and forces of change and release a basic strategy. Then there is a measurement of reactions of the individuals following the process and in the inputs received here is used to refine the strategy till the change is satisfactorily implemented. This author proposed to use this as the backdrop of the development of IT portals by considering that the use of such portals will change the relationship between the individuals and organization.

Change management in international locations is very much dependent upon the local environment. Hence, local factors too must be taken into account while implementing the strategy. However, when the implementation is done in a fairly successful multinational company, the corporate structure itself has certain measures, which were used to bring about the common corporate culture in different subsidiaries. The author suggests that this too could be used to implement the local HR portal.

The use of general change management strategies which most of the organizations are already aware of such as: role of senior management, managerial action, identification of influential or technology-savvy individuals to effective implementation, are all used in the context of effectively implementing the portal. In addition to this, the

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author also suggests using the already IT user acceptance models which have been used in different situation.

Such models are already pre-exiting and pre-tested, and hence can merely be deployed in the situation to find out how comfortable people are in using the technical aspect of the portals as well as the advantages and disadvantages over the earlier method. The inputs can be used to improve upon the design of the portal to make it more effective. IT user acceptance models are used to indicate the acceptance and success of the HR portal.

For instance the balance perceived ease of use and perceived usefulness translate into the difficulty in learning the portal, and the effect it has on an employee’s work performance, which in turn will give the willingness of a person in using the technology. The outcome of a change management process is the frequency of usage of the portal. This is done by integrating one of the IT user acceptance model i. e. reviewing the number of clicks on the portals by different users over a period of time.

The author analyzes one a case study of the implementation of the HR portal in HP’s Italian subsidiary. The idea here is to analyze the entire process and find whether there was an inter-relationship between the IT user acceptance models and the change management strategy. The case study gives the initial problems which the management faced while implementing the portal, and the subsequent changes that were required to make the portals more user friendly as well as the change in attitude required on the behalf of the employees to accept the use of the portal.

The case study clearly defines the necessity of integration of the change management strategy with the IT user acceptance models to implement the HR portals in an organization. Conclusion – The paper presents the problems faced by the existing HR portals in various multinational organizations, and gives a solution for the implementation of the portals, which will take care of these issues. The implementation of HR portals in the organization is usually seen as yet another department-computerization exercise, which seems to be the root of the problem.

While many of the existing literature agree with this issue, none have come up with any solution, except the usual trial and error ones. In the article however the author rightly points out that the implementation of HR portal is an organization-wide change, and should be treated as such. The case study of HP too highlights this issue, since most of the problems in the implementation of HR portal in the Italian subsidiary were due to the skeptism of the employees towards the portal and the general dissatisfaction due to the non-personalized nature of the portal and absence of human interaction this entailed.

The feedback of the employees was collected, which gave the outcome of the initial implementation, which was in turn used to modify the implementation. The author says that this can be done if IT user acceptance models are also integrated with the change strategy, since the change essentially is due to the computerization of the department. Hence, it can be seen that a combination change management strategy and IT user acceptance models, would help in the smoother implementation of HR portals in multinational companies.

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