Human resource management; multinational

Introduction - The by Catalo Dina Ruta applies the theory of change management to HR portal implementation in various multinational companies , the case study being HP . The starts with the of HR portal applications and the uses of such applications in an organizational setting . Next , the describes the implementation of HR portal applications , where it integrates change management theories with various IT user acceptance models , which is the main focus of the article . The author considers four important and common change issues i .e . substance of change , forces of change , change implementation

method and outcomes of change and integrates them with the three basic concepts of IT user acceptance for HP portal applications namely : individual reaction , intention and effect on actual use . A theoretical framework of this integration is presented along with four of its key elements and then analyzes the case study of HP employee portal implementation in one of its subsidiaries in Italy . The implementation had issues and was not very easy to implement in the initial stages , but in the process smoothened out later and became successful . This ultimately led to organizational wide repercussions such as change in the position of HR in business . This will analyze the theory presented by the author in terms of the concepts of modern multinational human resource management

Analysis - Since most of the large businesses in recent times have a multinational reach , the management of people has become an increasingly critical issue . With the advent of the computers and Internet , the organizations have a new means for managing people in different locations , and hence are increasingly relying on IT-based tools for managing their corporate activities . The use of web-based HR portals is very popular in present times and is used by the many organizations to create a corporate feel within the organizations . Such portals are seen as a means to increase the levels of employee self-service for HR activities and have the line management take more responsibility for people management . They are also seen as a means for increasing the corporate identity . However , the process of effectively implementing such portals is an entirely different issue than actually building these portals . Many of the users view such portals as merely a cost-reduction strategy , and view the HR process negatively in light of the increasing de-personalization nature of the department . People even have the feeling of reduced personal identification with the organization due to the non-personal nature of the portals . Hence , the organization 's aims of self-service HR activities does not coincide with the interests and perceptions of many people , which in turn leads to the ineffectiveness of the HR portals . Many exiting texts and articles have pointed towards this problem

The present article takes off from this point , and gives a novel method for solving the issue of effective implementation of HR portals The method used here is a change management-based method , which is perhaps one of the most widely known strategic activities performed in any organization . The...