1. TECHNOLOGY AND MANAGING
PEOPLE: KEEPING THE HUMAN IN
HUMAN RESOURCES
By:
CHERRYLYN R. ROYECA
PA 111
Management Information System

2. THE USE OF THE MODERN-DAY TECHNOLOGY
IN MANAGING PEOPLE……..

3. TECHNOLOGY
 the making, usage and knowledge of
tools, machines, techniques, crafts, sy
stems or methods of organization in
order to solve a problems or perform a
specific function,(Wikipedia, accessed: Feb
4, 2012).

4. IMPACT OF TECHNOLOGY IN HUMAN
RESOURCES

5. HUMAN RESOURCES
are the people working for and
with the organization including the
board, top
management, consultants or
resource persons, middle
management, rank and. file.(Perla
Legaspi, 1999)

6. TECHNOLOGY MANAGEMENT
 the integrated
planning, design, optimization, operati
on and control of technological
products, processing and services;
 the management of the technology for
human advantage.
(Wikipedia, accessed, Feb. 4, 2012))

7. TECHNOLOGY IS EITHER DESTROYING US, OR
MAKING US GREAT…..

8. TECHNOLOGY ALTER THE TRADITIONAL WAYS
OF ACCOMPLISHING WORK.
o distance communication techniques that allow e-mail,
virtual teams and video conferencing
o worker rarely come to workplace
o there is more often mismanagement of people
o prevents the organization from realizing the full
potential of technological innovation
o organization fear of losing control over employees
o employees have unrealistic expectations.
(Snell and Dean, 1992)

9. INFORMATION TECHNOLOGY HAS PORTRAYED
SIGNIFICANT ROLE IN JOB FUNCTIONS…..
 Information Technology
it is concerned with technology to
treat information, the acquisition
, processing, storage and dissemination
of vocal, pictorial, textual and numerical
information by a microelectronics as
based combination.
(Wikipedia,accessed: Feb. 4, 2012)

10. IMPACT OF INFORMATION SYSTEMS AND
MODERN TECHNOLOGY IN HUMAN
RESOURCES AS REGARD TO:
 VALUES
 STAFFING
 TRAINING AND COMPETENCIES
 MENTORING
 SOCIAL SUPPORT
 CAREER OUTCOMES
 FAMILY ADJUSTMENT

11. VALUES
 computerized jobs may increase productivity, but at
the same time it can degrade the lives of employees
because of isolation experienced by telecommuters
who work at a distance from the
organization, decrease satisfaction and involvement
with work. ( Kraut et al, 1989)
 But MacDuffie and Krafcik, 1992, individuals enjoyed
more flexible work arrangement and related to high
commitment or high performance, thus building worker
skills and reducing status barriers between managers
and workers.

12. TRAINING AND COMPETENCIES
 firms that provide their members with high
technology tools for performing their jobs ( desktop,
video conferencing systems, collaborative software
systems, virtual teams) should implement mastery
training on the technology.(Townsend et al., 1998)
 technology can reduce the time needed for labor-
intensive task; but can increase the need for
effective communication and interpersonal skills.
 Need training that focuses on teamwork and
interpersonal skills for the information technology
worker ;…(Susman and Walton,1987)

13. STAFFING
 individuals who hold this job are variously,
self-motivated, task- oriented, risk-seeking
and posses high needs of autonomy and
low needs for affiliation.
 Person involved with virtual teamwork
should be patient, persistent, high tolerance
and flexible as described by Zeleny, 1998.

14. MENTORING
 -mentoring relationships have proven to be the
key to a number of desirable outcomes in the
organization., greater career mobility and
opportunity, higher promotion rate,(Scandura
1992; Stumpf and London, 1981).
 Telecommuters miss out spending social time
with others in an organization, impending their
opportunity to establish mentor
contacts, (Cooper et al.,1999).

16. SOCIAL SUPPORT
 Providing social support in the form of
employee involvement practices ,
inclusion in office meetings, social
events, and distribution lists,
membership in professional
organization may minimize the potential
loss of social –professional networks
that can be incurred by distance
workers, (Hamilton, 1987).

18. CAREER OUTCOMES
 -Worker experience a sense of
isolation, greater turnover and
reduced career opportunities .
 Researchers suggest highly selective
staffing practices, adequate training
and orientation , and attention to
career planning as means to diminish
the effects of isolation, (Black et
al., 1991)

19. FAMILY ADJUSTMENT
 One of the attraction using technology to
facilitate remote work is the potential to
smoothly integrate job duties to one’s family life.
 Positive aspects of doing telework may include
the ability to care for children or elders, to be
available in case of illness or emergency;
 To work during one’s own personal peak hours
whether early morning or late night
 To balance home responsibilities and work.
- (Hill et al., 1998)

20. CONCERNS AND FEEDBACK OF TECHNOLOGY –
DRIVEN WORKPLACE AS CITED BY SHAMIR AND
SOLOMON, 1985.
 Distance workers may receive decreased feedback
from supervisors,
 Process issues (which can be critical in customer-
service settings ) may be neglected in favor of
emphasis on an outcome orientation,
 The developmental quality of supervisor-employee
relationships may deteriorate if distance
technologies de-emphasize face-to-face interaction.
Therefore, the organizations and individuals
benefit greatly from increased emphasis on
developmental appraisals and personal interactions
between supervisors and employees.

22. CREATE YOUR OWN TECHNOLOGY….FOR THE
BETTER.
THANK YOU

23. REFERENCES:
1. Erwin A. Alampay, 2003. Management of
Information and Knowledge for Public
Administrators.
2. Janice S. Miller and Robert L. Cardy, 2000.
Journal of Labor Research, Vol. 21, Issue 3.
3.Perla E. Legaspi, 1999. Human Resource
Development
4. Wikipedia,a free Encyclopedia; internet accessed:
February 4, 2012
5. IT pictures, internet accessed : February 4, 2012