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2018 | Book

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Digital HR

A Critical Management Approach to the Digitilization of Organizations

Authors: Amelia Manuti, Pasquale Davide de Palma

Publisher: Springer International Publishing

Part of: Springer Professional "Wirtschaft+Technik" , Springer Professional "Technik" , Springer Professional "Wirtschaft"

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About this book

This book draws on recent debate surrounding the emergence of cognitive intelligence in organizations, exploring the redefinition of the labor market and consequently, employment. With a particular focus on Human Resource Management (HRM), the authors analyse the socio-cultural transformation of traditional practices and methodologies that are ocurring in the workforce. Digital HR presents detailed case studies and interviews with HR managers of large multinational companies, providing comprehensive empirical evidence for academics and students interested in the development of HRM in today’s digital landscape. The book will also be valuable to practitioners and managers looking to adapt the role of HR in their own companies or organizations.

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Table of Contents

Frontmatter

Chapter 1. The People-Based Approach in Human Resource Management

Abstract

Within the last decades, the idea that the competitive advantage of organizations can be driven by the accumulation of high quality human resources has affirmed in the scientific literature. The focus on human capital as a source of competitive advantage has led organizations to compete in the talent war and to adopt a strategic management of people mainly defined resource-based. This perspective has emphasized the role played bu human resources as an intagible though valuable, rare, and non-substitutable asset of the organization. Human resources are precious because they are scarce, specialized, and hold tacit knowledge. The chapter goes into detail of this perspective in light with the results coming from a corpus of interviews with some of the most representative HR managers in Italy (Elica, Insiel and NH—Hotel). These case studies will show the crucial role played by people in organizations.

Amelia Manuti, Pasquale Davide de Palma

Chapter 2. The Cognitive Technology Revolution: A New Identity for Workers

Abstract

Framing the socio-cultural and economical revolution brought about by cognitive technologies, the chapter aims to discuss the redefinition of workers’ identity and the meaning they attach to work. Yet, authoritative studies in the field show that work experience represents a symbolic space for the development of personal and social identity. The emergence of new technology-based working modalities has concretely redesigned the role played by people at work. Moreoever, this change is also framed within the discussion about an unavoidable clash between different generations of workers (namely baby boomers, gen x and millenials) who are animated by different values, different expectations and technological skills. Therefore, the chapter discusses challenges and potentialities associated with this revolution, highlighting how the questions posed by technologies will also impose a redefinition of HRM practices.

Amelia Manuti, Pasquale Davide de Palma

Chapter 3. The Cognitive Technology Revolution: A New Role of HR Practices?

Abstract

This chapter aims to discuss the negative and positive aspects connected to the cultural turn toward the cognitive intelligence era in organizations. The opportunities granted by technology-based people management practices (e.g. Watson, big data, etc.) are critically analysed in the attempt to redefine the role of human resource management as an organizational strategic asset. The authors see positively the affordances granted by technology as long as HRM practices would succeed in integrating them within the organizational vision. An concrete example is given by organizational network analysis, that might support organizations in investigating informal network and in planning adequate HRM practices.

Amelia Manuti, Pasquale Davide de Palma

Chapter 4. Social Networks as Strategic Ally of HRM Practices in the Cognitive Technology Era

Abstract

This chapter considers the resources granted by new communicative technologies (e.g. social networks) as an opportunity to manage people, exploiting the affordances granted by cognitive intelligence. The authors argue that, if properly adopted, cognitive intelligence could support the function of HRM to rethink its practices and to make them more attuned with the contemporary needs of people and organizations, thus allowing the transition to the Enterprise social media. The People Perfomance Plan, as a platform devoted to organizational management, is presented as an example of the possible connections between traditional and new technology-driven people management tools.

Amelia Manuti, Pasquale Davide de Palma

Chapter 5. How to Develop Digital HRM Practices in the Cognitive Technology Era: Evidences from a Case Study

Abstract

In light with the results coming from a case study, the chapter aims to show how a social platform dedicated to HRM could be beneficial both for individuals and for organizations. The first could explore new communicative channels in and with the organization, thus gaining a sense of agency and responsibility that inevitably have impact on their performance. The second could exploit social networks to develop and to convey a shared sense of corporate identity enhancing reputation and consequently commitment.

Amelia Manuti, Pasquale Davide de Palma

Chapter 6. Conclusion

Abstract

This section attempts to draw a conclusion to the several questions posed in the course of the book. The authors start from the social representations of technology seen both as a magic solution and as a restriction, a substitution to human action. Mediating these positions, the authors suggest to adopt a critical perspective to analyse the impact of cognitive technology in the working setting. They content that technology provides tools that have potentialities that if adequately exploited might certainly lead to the improvement of the social and working context. With special reference to the latter and to the role played by the HR function, the authors conclude that these tools should be carefully framed within the organizational culture. Their use should be aimed to reinvent how to manage people but always adopting a people-based and bottom-up approach to human capital.

Amelia Manuti, Pasquale Davide de Palma

Backmatter

Title: Digital HR
Authors: Amelia Manuti
Pasquale Davide de Palma
Copyright Year: 2018
Publisher: Springer International Publishing
Electronic ISBN: 978-3-319-60210-3
Print ISBN: 978-3-319-60209-7
DOI: https://doi.org/10.1007/978-3-319-60210-3