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The Digitization Of The Human Resource Management Department (HRMD) In The Government of St. Kitts and Nevis

Presented by: Luella Edinborough

Student ID: 2220699

Under the Guidance of: Nithish Nair

MBA- General Management

Date: 17th July, 2024

TABLE OF CONTENT

Introduction

Background

Gaps in Research

Aim of Research

Significance of Research

Research Objectives

Research Questions

Literature Review

Methodology

Sampling Technique

Data Analysis

Findings

Discussions

Limitation

Recommendations

Conclusion

Future Scope

References

INTRODUCTION

Human resource and digitization play an important role in any organization.

Digital technologies have depicted massive levels of transformation in the last few decades.

Modern organizations have embraced digital technologies based on the advantages that are provided by higher levels of accuracy, productivity, and cost-effectiveness (Anwar & Abdullah, 2021).

A digitized human resource management system is effective in conducting HR functions more effectively.

BACKGROUND

Recruitment is a major focus of the implementation of digital technology within the human resources of organizations.

The usage of mobile technologies for the submission of job applications has increased hugely in the last few decades (HRD Connect, 2020).

Personalized learning and development can be implemented with the help of digital technology (Sousa & Rocha, 2019).

The use of digital technology enables organizations to deliver targeted messages.

Although digital technology cannot replace face-to-face communication, it promotes better collaboration among employees.

Analytical tools are used for evaluating employee feedback by conducting automated surveys, training events, project management and implementing tailored interventions (Gurbaxani & Dunkle, 2019).

GAPS IN RESEARCH

Multiple barriers can restrict the adaptation of digital technologies within human resource management that are related to technology and software, attitudes of people and management.

Digital technology can be utilized within human resource management, and data from HR processes can have a huge impact on functional areas of the organization (Manuti & De Palma, 2018).

The availability of insufficient data is a major barrier to the maximum utilization of the digitized human resource management system.

The use of digital technology depends on the availability of the country’s technological infrastructure.

AIM OF RESEARCH

This research aims to improve both employee experience and organizational success by transforming the human resource function from paper-based, reactive, and time-consuming to digital.

SIGNIFICANCE OF RESEARCH

The current research is important for addressing the gaps in the digital transformation of human resource activities within St. Kitts and Nevis.

RESEARCH OBJECTIVES

TO ENHANCE OPERATIONAL PERFORMANCE THROUGH DATA-DRIVEN AUTOMATED PRACTICES.

TO IMPROVE EMPLOYEE EXPERIENCE.

TO AUTOMATE PROCESSES AND MINIMIZE TIME SPENT ON REPETITIVE TASKS.

RESEARCH QUESTIONS

What is Digital HR and how does it work?

What are the three core capabilities needed for digital transformation?

What are the benefits of digital HR?

What are three positive impacts of digitizing Human Resource functions in St. Kitts and Nevis?

LITERATURE REVIEW

No. Review Literature Observation Synthesis Authors
1. Literature Review Digital transformation, HRM ecosystem, governance Digital transformation in the organization should include three levels of analysis to understand how the use of digital technology is impacting the ecosystem and governance. It should also focus on processes that are affected by digital technologies. Appio, F. P. Frattini, F., Petruzelli, A.M., & Neirott, P. (2021)
2. Literature Review Digital transformation, HR Analytics The findings indicated that the use of contemporary digital technology in Human Resource Management is beneficial or improving labour productivity. The use of digital technology impacts decision making and enables organizations to respond to environmental changes quickly. Bannikov, S.A., & Abzeldinova, K. T. (2021)
3. Literature Review Digital transformation- workplace technologies Digital transformation is bringing structural changes to the human resource management department. Besides creating opportunities for better employee engagement and communication. Baptista, J., Stein, M. K., Klein, S. Watson-Manheim, M. B., & Lee, J. (2020)
4. Systematic review Strategic HRM The findings indicated the importance of understanding the effect of systems in strategic human resource management is increasing. Boon, C., Den Hartog, D. N., & Lepak, D. P. (2019)
5 Big data and work motivation The use of big data can impact the work motivation of individuals. Big data is also important for influencing the economic performance and social competencies of the organization. Caputo, F., Cillo, V., Candelo, E., & Liu, Y. (2019)
6. HRM Application, AI adoption The findings indicated that organizations need to look beyond technical capabilities and integrate technical skills with non-technical skills. Chowdhury, S., Dey, P., Joel-Edgar, S., Bhattacharya, S., Rodriguez-Espindola, O., Abadie, A., & Truong, L. (2023)

METHODOLOGY

Research Philosophy- Interpretivism

Research Approach- Inductive

Research Method- Qualitative

Research Design- Descriptive

Data Collection Method- Interview

SAMPLING TECHNIQUE

Sampling Technique- Simple Random Sampling

Instrument- Open ended semi-structured questions

Data Analysis- Thematic

Target Population

10 HR Professionals

5 HR Managers

5 Executive Officers

DATA ANALYSIS

Total number of respondents: 10

Total number of HR Managers: 5

Total number of Executive Officer 5

HR Professionals

HR Managers Executive Officers 1.5 1.5

FINDINGS

Findings on Digitization of HR

HR Managers

Question 1 Question 2 Question 3 Question 4 Question 5 0.6 0.4 1 1 0.8 Executive Officers

Question 1 Question 2 Question 3 Question 4 Question 5 0.3 0.6 1 1 0.7

Discussions

1

The majority of HR Managers (60%) believed that digital HR meant the use of AI-powered tools, data management automation, and digitized onboarding, performance, and training. 30% of Executive Officers believed that digital HR meant the use of predictive analytics and data-driven decision-making.

2

HR Managers (40%) believed that adaptability is one of the core capabilities required for implementing digital HR, while 60% of the Executive Officers believed innovation and continuous improvement are also needed.

3

All of the HR Managers believed the benefits of HR are reduced workload, fewer errors, and time efficiency. All of the Executive Officers believed that the benefits of digital HR are accurate prediction decision making and real-life data collection.

4

All of the HR Managers felt that ease of work, autonomy, and flexibility would help with work experience. All of the Executive Officers felt that efficiency would help with work experience. They were all concerned about data privacy.

5

The HR Managers (80%) felt that training and support, change management strategies, and communication were some activities needed to make technology in HR more effective; 70% of the Executive Officers felt that organizational need assessment was needed.

LIMITATIONS

The research was done on a small sample

Only qualitative data was used which can be bias

RECOMMENDATIONS

Based on the findings of this research, a few recommendations can be made to help implement digital HR in the HRMD of the Government of St. Kitts and Nevis.

All employees should be involved in the transformation process.

Determine goals and priorities.

Choose a suitable human resource software.

CONCLUSION

Digitization of HR is the use of automation that transforms conventional HR practices by reducing dependence on manpower, enhancing accuracy, and increasing efficiency.

The implantation of digital technology in the Government of St. Kitts and Nevis Human Resource Management Department will reduce its dependence on manual labour.

Automation can enhance the efficiency of HRM.

FUTURE SCOPE

The study needs to represent the entire population of Human Resource professionals in the Government of St. Kitts and Nevis.

Qualitative and quantitative data should be used.

Research can include Human Resource professionals from both public and private organizations.

REFERENCES

.

Fenech, R., Baguant, P., & Ivanov, D. (2019). The changing role of human resource management in an era of digital transformation. International Journal of Entrepreneurship, 22(2), 166-175.

Gobble, M. M. (2018). Digitalization, digitization, and innovation. Research-Technology Management, 61(4), 56-59.

Halid, H., Yusoff, Y. M., & Somu, H. (2020, May). The relationship between digital human resource management and organizational performance. In First ASEAN Business, Environment, and Technology Symposium (ABEATS 2019) (pp. 96-99). Atlantis Press.

HRD Connect. (2020). What are the benefits of digital HR? Retrieved on 1st July 2023 from https://www.hrdconnect.com/2020/01/17/what-are-the-benefits-of-digital-hr/

Kuhn, K. M., Meijerink, J., & Keegan, A. (2021). Human resource management and the gig economy: Challenges and opportunities at the intersection between organizational HR decision-makers and digital labor platforms. Research in personnel and human resources management, 39, 1-46.

Lee, H. W., Pak, J., Kim, S., & Li, L. Z. (2019). Effects of human resource management systems on employee proactivity and group innovation. Journal of management, 45(2), 819-846.

Manuti, A., & De Palma, P. D. (2018). Digital HR. London: Palgrave Macmillan, doi, 10, 978-3.

Mitrofanova, A. E., & Konovalova, V. G. (2019). Opportunities, problems and limitations of digital transformation of HR management. European Proceedings of Social and Behavioural Sciences.

Rana, D. T. (2019). Digitization of human resource practices-An emerging trend. In Proceedings of 10th International Conference on Digital Strategies for Organizational Success.

Samson, H., & Agrawal, V. (2020). Effectiveness of digitalization in HRM: an emerging trend. Journal of Critical Reviews, 7(4), 4082-4088.

Anwar, G., & Abdullah, N. N. (2021). The impact of Human resource management practice on Organizational performance. International Journal of Engineering, Business and Management (IJEBM), 5.

Anwar, G., & Abdullah, N. N. (2021). The impact of Human resource management practice on Organizational performance. International Journal of Engineering, Business and Management (IJEBM), 5.

Bannikov, S. A., & Abzeldinova, K. T. (2021, February). Digital transformation of HR management system. In International Scientific and Practical Conference “Russia 2020-a new reality: economy and society”(ISPCR 2020) (pp. 54-58). Atlantis Press.

Boon, C., Den Hartog, D. N., & Lepak, D. P. (2019). A systematic review of human resource management systems and their measurement. Journal of management, 45(6), 2498-2537.

Bustos, L., Wick, W., & Gumbinger, C. (2020). How to use and assess qualitative research methods. Neurological Research and practice, 2, 1-10.

Daniel, B. K. (2019, June). What constitutes a good qualitative research study? Fundamental dimensions and indicators of rigour in qualitative research: The TACT framework. In Proceedings of the European conference of research methods for business & management studies (pp. 101-108).

Thank You

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