Social media have radically shifted the way people relate with each other and with organizations in technology-mediated ways; few areas are being impacted more strongly than Human Resources or Personnel Management. Attraction of candidates, internal communication with employees, communication with and among people; creation, design, testing and promotion of new services, new ways of organizing are appearing and changing the landscape at record speeds. This volume in the Advanced Series in Management utilizes empirical and theoretical approaches to shed light on this exciting set of emerging, stimulating new uses of technology that stretch creativity beyond conventional limits.

Social Media in Human Resources Management (Advanced Series in Management, 12)

Business & Money

Tanya Bondarouk

Management & Leadership

Emerald Publishing Limited

This volume places Social Innovation between Human Resource Management (HRM) and Technology. There is a growing acceptance of the theory that HRM is strategically important for social innovation within organizations. To meet the requirements of globalization, diversity, 'war for talent', and fast technological developments, HRM should allow a greater amount of flexibility and innovation in their policies and practices. In order for this to happen, however, HRM needs to be modernized by replacing inefficient and unsustainable HR practices and forms with flexible, sound, and pioneering ones, crossing inter and intraorganizational boundaries. Built within the Social Innovation research tradition, this volume views innovation of HRM from two ends of one continuum: At one end, HR practices and policies should be designed to support innovative organizational members, the creation of new ideas, an innovative organizational climate, and enlargement of the innovation capacity of organizations. At the other end, the HRM function evolves through applying new structures and new channels for delivery of the HR practices, and through involving new agents in the management of Human Resources.

Human Resource Management, Social Innovation and Technology (Advanced Series in Management, 14)

Business Development & Entrepreneurship

The HRM field is entering smart businesses where the human, digital and high-tech dimensions seem to increasingly converge, and HRM needs to anticipate its own smart future. Technological developments and interconnectedness with and through the Internet (often called the "Internet of Things") set new challenges for the HRM function. Smartness enacted by HRM professionals notions of "smart industries", "smart things" and "smart services" all put new pressures on strategic HRM. Since the 1990s, organisations have increasingly been introducing electronic Human Resource Management (e-HRM), with the expectation of improving the quality of HRM and increasing its contribution to firm performance. These beliefs originate from ideas about the endless possibilities of information technologies (IT) in facilitating HR practices, and about the infinite capacity of HRM to adopt IT. This book focuses on the progression from e-HRM to digital (d-HRM) towards smart HRM. It also raises several important questions that businesses and scholars are confronted with: What kind of smart solution can and will HRM offer to meet the expectations of the latest business developments? Can HRM become smart and combine digitisation, automation and a network approach? How do businesses futureproof their HRM in the smart era? What competences do employees need to ensure businesses flourish in smart industries? With rapid technological developments and ever-greater automation and information available, the HRM function needs to focus on non-routine and complex, evidence-based and science-inspired, and creative and value-added professionally demanding tasks.

Electronic HRM in the Smart Era (The Changing Context of Managing People)

Emerald Publishing

This volume explores and presents challenges that "traditional" organisations experience once they take off towards self-managing organisations (or Teal Organisations). The concept of Teal Organisations is not surprising nowadays, but strangely enough it remains a dream concept: the majority of modern organisations represent hierarchical managerial constructions, with little to no evidence of self-management. The main characteristics of self-management are well-known: whole tasks; organisational actors equipped with a certain skill portfolio that is required to accomplish these tasks; work organised in teams that have autonomy for decision-making and performance management. Self-management is often accompanied by greater flexibility, better use of employees' creative capacities, increased quality of work life, and decreased employee absenteeism and turnover, eventually resulting in increased job satisfaction and organizational commitment. In this volume, we suggest that self-managing teams require a new way forward in modern organisations. Particularly, we offer a new roadmap for leaders who are responsible for the implementation of self-managing teams.

Organisational Roadmap Towards Teal Organisations (Advanced Series in Management, 19)

Anna Bos-nehles

Maarten Renkema

Jeroen Meijerink

Encyclopedia of electronic HRM

Encyclopedia of Electronic HRM

Sandra Fisher

Human Resources

Walter de Gruyter

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Books by Tanya Bondarouk