HUMAN RESOURCES

Why is HR Important?

Why is HR Important?

Introduction

The development and use of business to business (B2B) enabling technology for the management of supply chains is not a new concept. Many of the technologies have been in existence since the late 1960s (Johnston and Mak? 2000). Their application and use has been limited by a number of factors including cost and complexity of implementation (Tyndal et al.? 2000; Froehlich et al.? 1999; Parnell? 1998). Where implementation has been persevered with? and organizations have invested in using the technology? some significant benefits have been reported (Wood? 1997; Belyea? 2000; Ballou et al.? 2000). The potential reported for realizing significant business benefits as a result of implementation does not appear to have been enough to provide the impetus for extensive adoption and implementation. At the same time? there have been cases documented where implementation has not provided significant benefit? or at least has been accompanied by substantial organizational and cultural upheaval (Raymond and Bergeron? 1996; Warehousing Management? 2000; Tait? 1998; Jayaram et al.? 2000). In the case of electronic data interchange (EDI) implementation and use? specific factors affecting adoption have been identified (Walker? M.? cited in Fernie? 1995). These factors include prerequisites (minimum infrastructure? standards? etc.)? shapers (organizations such as major retail chains who actively promote EDI adoption)? and inhibitors and accelerators (management commitment? critical mass of participants). The third factor indicates that there are internal organizational issues that can have a significant impact on how these technologies are implemented? and that as a result have the potential to either inhibit or accelerate adoption. (Ramsay? 2000? 501-531) This study aims to examine the influence of various human resource management (HRM) practices in supporting the use of B2B technologies. (Lawler? 1992) The rationale for this is that if implementation is necessarily accompanied by the need for organizational change? then effective implementation may also be accompanied by particular HRM practices. In order for this to be achieved the following research questions have been developed:

Can certain practices for the management of human resources be found to be common to organizations active in the use of B2B enabling technologies?

Are organizations reporting that use of B2B technologies have led to specific improvements in performance also more likely to be involved in particular human resource management practices?

To what degree can specific HRM practices explain variance in levels of performance attributable to the use of B2B technologies?

This paper begins with a review of the relevant literature. This starts by covering a number of commonly used B2B enabling technologies? is followed by issues specific to implementation? and finally covers the role and relevance of effective HRM practices. This is followed by articulation of the research hypotheses? a description of the research design and method? and presentation of the constructs used. Analysis of the data to test the hypotheses follows? and the paper concludes by discussing the meaning of the results? as well as implications for practice. (Lawler? 1992)

Business to business (B2B) e-commerce enabling technologies

As organizations have been faced with rapidly changing ...