Chapter 01: Introduction
1.1 Background of the study:
Information and Communication Technology (ICT) is the processing and sharing of information using all kinds of electronics device. It is the umbrella that includes all technologies for the manipulation and communication of information. Modern day businesses are conducted and facilitated through the use of telephones, fax machines and computer communication networks through the internet. It has proved to be a catalyst to fundamental changes in the world’s economies and societies by creates more avenues to earn income, allows access to useful information, enhances the world of work and makes the world a global village. In modern time, Information and Communication Technology (ICT) has been adopted in most sectors of the Bangladeshi economy with the aim of achieving the vision 2021 and the Millennium Development Goals (MDGs). Today Human Resource Management has come up more as technology oriented profession. Organizations are successfully implementing and accepting the HR technology tools in order to go beyond the other organizations, in terms of their efficiency, brand name and reputations which are not using these ICT enabled recent techniques. This leads to not only the transformation of the HR Practices but also increase the speed, efficiency and accuracy of the functions across the organizations. This transformation of HR service delivery can be named as “e-HR”. Human Resource processes in the organizations are currently focusing on technology –oriented processes, reason being, it will help to streamline the processes and henceforth reduce the paperwork. Other reasons include the reduction of the Compliance and Administrative costs and therefore increase the accessibility of data to the employees and managers. Thus the technological orientation helps HR to create more impact by playing a crucial role in the business.
1.2 Research Title:
Impact of Information & Communication Technology on Human resource management of private organizations within Khulna.
1.3 Research Problem:
Invariably, human resource management (HRM) issues have been major concern for managers at all levels, because they all meet their goals through the efforts of others, which require the effective and efficient management of people (Dessler et al., 1999).
The spacious array of HRM activities for example planning, recruiting, selection, and training just to mention but few place enormous responsibilities on supervisors and managers alike. These embrace analyzing jobs, planning labor needs, selecting employees, orienting and training employees, managing compensation, communicating (Which includes counseling & disciplining) and maintaining employee commitment.
In addition to the already mentioned activities ensuring fair treatment, appraising performance, ensuring employee health & safety, maintaining & building good employee/labor relations; handling complains and grievances, and ensuring compliance with human rights, occupational health and safety, labor relations, and other legislation affecting the workplace. Regardless of field of expertise, from accounting to production control, learning about employee rights, employer responsibilities, and effective HRM practices may provide all managers with knowledge that enables them to perform more effectively (Ibid).
Lately, the increasing pressure to support strategic objectives and the greater focus on shareholder value have led to changes in both job content and expectations of HR professionals (Storey et al 2000; Ball 2000).Similarly, Schuler et al (2001) and Mayfield et al (2003) noted that one such major changes included contemporary use of Information & Communication Technology (ICT) in support of the HRM process. More so, a careful analysis indicated that increased Information & Communication Technology (ICT) in human resources management usage enabled improved professional performance and thus facilitated involvement in internal consultancy activities (PMP (UK) Ltd 1997). In addition, according to Ulrich (1997) using Information & Communication Technology (ICT) provides value to the organization and improves HR professionals’ own standing in the organization. In another development, Brockbank (1999) suggested the need for HR to become a strategic partner.
As business organizations from different industries inside Khulna is upgrading themselves in terms of the usage of technology in all functions especially in Human Resources Management (HRM) to cope up with the rest of the world, The impact of its usage on Human Resources Management (HRM) is to be identified. So in this research paper the Impact of Information & Communication Technology (ICT) on Human resource management functions (i.e. recruitment & selection, training & development, motivation, performance appraisal, compensation management, termination management etc.) in Khulna was analyzed.
Besides, this research paper covered the probable opportunities & challenges to be encountered due to the use of information & communication technology on Human resources management (HRM).
1.4 Importance of the Study:
Prior to this no research has been conducted on the impact of Information & Communication Technology (ICT) on Human resource management in Khulna so there was a huge scope to gather new ideas on this topic. I visited Khulna University library & central library of Khulna division but found no previous research has been conducted in this topic. I also goggled this topic but I did not see the presence of any research conducted on this topic there. This clearly indicates that this area of investigation was still in its infancy. Besides, the result of this study would serve as reference and source of information for the organizations those want to improve their performance in Human resources management (HRM) through the use of information & communication technology (ICT).As the research has informed about apparent opportunities & challenges to be encountered due to the use of information & communication technology by Human resources management (HRM) that will make organizations prepared for such situations. Furthermore, this research could also a useful reference for further researchers in future.
1.5 Objectives of the Study:
The research aims to achieve the following objectives:
a. ### To explore the impacts put by information & communication technology (ICT) on various Human resources management functions of private organizations from diverse industries in Khulna.
b. ### To look into the evident opportunities to be met due to the use of information & communication technology by private organizations from diverse industries in Khulna while performing their respective human resources management (HRM) functions.
c. ### To investigate the apparent challenges to be encountered due to the use of information & communication technology by private organizations from diverse industries in Khulna while performing their respective human resources management (HRM) functions.
1.6 Research Question:
a. ### How human resources management (HRM) functions like human Resources planning, recruitment & selection, training & development, performance appraisal , compensation management , Employee motivation , compliance and termination is influenced by information & communication technology (ICT) in terms of time spent, financial cost incurred, data & information quality, physical & mental energy spent, employee satisfaction ,transparency & consistency ,work flexibility and ease in making decisions ?
b. ### Whether or not opportunities like better tracking & controlling, rising man hour, reduction in paper work, reduction in error, program standardization and access to better human resource can be met by using information & communication technology (ICT) in human resources management (HRM) ?
c. ### Whether or not challenges training the users, changing traditional way practice, information security & confidentiality, lack of commitment from all levels, financial cost of installation and employees adaptability are going to be faced for using information & communication technology (ICT) in human resources management (HRM) ?
1.7 Research Limitations:
Some problems occurred while conducting the report paper. These are given below:
a. ### Data was collected from private organizations of healthcare, banking, tele communication, financing & cement industry only. Due to shortage of time & inaccessibility it was not possible to incorporate samples from other industries.
b. ### Nonprobability convenient sampling was used as population size was unknown.
1.8 Research Timeline :( Duration 60 days)
TT Steps in research Thesis Writing Time
1 Research Proposal • Review literature
• Identify purpose & scope of research
• Determine research paradigm
• Finalize research proposal April 5,2017
to
May 5,2017
2 Data collection Mall survey from samples May 6,2017
To
May 15,2017
3
Data Analysis Calculate mean, standard deviation & conduct z test using SPSS version 10 May 16,2017
To
May 25,2017
4 Conclusion & Recommendation
• Write section conclusion & recommendation
• Submit the final draft to supervisor
• Review & Revise research paper following review from supervisor May 26,2017
To
May 31,2017
5 Finalization • Review and revise the final draft
• Finalize bibliography, glossary and appendices
• Submit the thesis
• Re edit if needed June 01,2017
To
July 9,2017
Chapter 02: Literature Review
2.1 Human Resource Management:
The workforce of an organization is said to be life wire of an organization. The management of human resources is crucial to the growth and survival of an organization particularly those of the 21st century who encounter on regular basis unhealthy rival in the global market. Managing people is the responsibility of human resources manager. Therefore, HRM is the formal system for the management of people within the organization (Bateman and Zeithaml, 1993). Similarly, Henemann (1980) consider HRM as a set of organization wide functions or activities that are designed to influence the effectiveness of employees in an organization. Inyang (2001) argued that HRM is an organization’s activities, which are directed at attracting, developing and maintaining an effective workforce. The many important activities involved in managing the human resources of an organization are training and development, staff motivation, enhanced employee commitment, compensation, employee maintenance, quality performance, etc (Inyang, 2008). These activities, if effectively carried out would influence the achievement of corporate objectives. The human resources is a significant resources and a source of distinctive competence in the organization, which must be planned for to enhance organizational survival and growth (Oribabor, 2000).There is a growing literature to support the argument that HRM can impact on organizational performance and lead to sustain competitive advantage (Pfeffer, 1998 and Boxall, 2003).
2.2 Information & communication technology (ICT):
ICT or information and communications technology (or technologies), is the infrastructure and components that enable modern computing.
Although there is no single, universal definition of ICT, the term is generally accepted to mean all devices, networking components, applications and systems that combined allow people and organizations (i.e., businesses, nonprofit agencies, governments and criminal enterprises) to interact in the digital world.
ICT encompasses both the internet-enabled sphere as well as the mobile one powered by wireless networks. It also includes antiquated technologies, such as landline telephones, radio and television broadcast -- all of which are still widely used today alongside cutting-edge ICT pieces such as artificial intelligence and robotics.
ICT is sometimes used synonymously with IT (for information technology); however, ICT is generally used to represent a broader, more comprehensive list of all components related to computer and digital technologies than IT.
The list of ICT components is exhaustive, and it continues to grow. Some components, such as computers and telephones, have existed for decades. Others, such as smart phones, digital TVs and robots, are more recent entries.
ICT commonly means more than its list of components, though. It also encompasses the application of all those various components. It's here that the real potential, power and danger of ICT can be found.
Fig 2.2: components of Information and Communications Technology (ICT)
Source: Aribisala (2006) Role of ICT in Globalization, Abuja Panof Press; Vol.2 No.5.
2.3 Information & communication technology (ICT) and Human Resource Management:
Technology today is one of the major determining factors for survival in all organizations. It is its lifeblood, but it could only occur through human intervention. Quinn (1969) argued that it is incumbent on any organization to monitor techno¬logical changes, train and motivate employees to innovate, because technology covers every aspect of all organizations. Kubbr (1977) observed that new technol¬ogy, whenever introduced in any organization, changes all aspects of its opera-tions.
Dauda (2010) noted that the major challenge facing most organizations in the global economy is how to manage rapid and radical technological change. Technological innovations to a large extent determine organizational competitiveness. The technology of a firm includes a body of knowledge, skills and procedures and physical manifestations such as tools and machines (Merrifield, 1983). The effect of the rapidly changing technology has necessitated the need for the employment of skilled and knowledge workers and to motivate them to be innovative to cope with change. The level of technological development of any nation or organization influences its ability to create wealth and profitability and improved the people's performance and well-being (Dauda, 2009). Changes in technology have really affected most industries worldwide. Globalization, which dominates the world today, was influenced mainly by com¬munication technology. Digital technology integrates the world and it "allows organizations to manage their channels of communication" (Negrophone, 2000).
There is tremendous increase in the number of internet users in recent time. This shows that internet has significant effect on how, why, where and when people work.
The ICT have the most prominent influence on more educated, skilled and ambitious people, especially those, that are regularly working with information and communication technology (ICT). Because they are the one that occupy important positions in organizations hierarchy and are therefore of great significance for the overall success of the company .Baloh and Trkman (2003) argued that ICT and internet offer support in recruiting process in an organization. For instance, it lower cost of recruiting, that is savings in invitations for application, postal – costs data-processing costs. It also includes quicker process of recruitment that is period from the point when the need for a new employee is sensed until the point when he starts doing his job. In addition, possibility to attract better and more candidates that is invitation for application published on a web-site can also be spotted by those who are currently not seeking new employment actively. Evidence from several countries suggests that the ICT revolution is skilled biased and increases demand for high skilled relative to low skilled workers. Jorgenson and Stiroh (2000) maintained that high skilled workers are likely complementary to ICT, while low skilled are substitutable. High skilled workers are more likely to be hired than low skilled workers (the World Bank, 2006).
Equally, it is being now realized that ICT skills are critical to navigate in the complexity of today’s world. It has also been observed that some of the production processes of goods and services, in societies with higher ICTs, are shifting from developed countries to developing countries. In line with the rapid development in ICTs the evidence of what is taking place in china, India, South Korea, and a few other non-western countries (Friedman, 2006).ICT and the internet have not affected only the IT professionals and those employees that use it for their work on a regular basis but also the environment of the organization, organization itself and the social universe (Drucker, 2001).
Tele- working is the use of computers and telecommunications to change the accepted geography of work. It means that we are moving the work to workers instead of moving the workers to work, with help of information technologies (Nilles, 1998).The impact of ICTs on the overall growth of the economy can be observed by looking at the multifactor productivity factor (MPF) measurement. In Organization for Economic Cooperation and Development countries, MPF coefficients have been found higher in their economies and more specifically in sectors with higher investments in ICTs (Irene,Bertschek, Fryges, & Kaiser, 2004). The productivity growth by ICTs is usually through two main channels: First, greater investment in ICT, which boosts labor productivity growth by raising the stock of capital available to each worker (capital deepening); and secondly, rapid productivity growth is occurring in the production of ICT goods (e.g. computers, mobile phones). This is because the spread of computing power has reduced radically the costs for companies of collecting, analyzing, retrieving and re-using information. For example, the growth of voice and data communications means companies are increasingly able to share and spread strategic information at great speed, over long distances but at a fraction of cost. So as computers continue to becoming cheaper and more powerful, the business value of computers is limited less by computational capability and more by the ability of managers to invent new processes, procedures and organizational structures that leverage this capability.
Aspects of HRM Potential use of ICT
People Development & Performance Management E-Learning
Online Appraisal System
Training Need Analysis
Career Management
Resourcing Online Recruitment & Selection
Induction Packages
HR Planning & Forecasting
Employee relations & Communications Intranet
Staff Survey
Shared Services Centers
OD Approaches
Team Development
HR Information & Accounting Intranet
Employee & Management Self Services
Metrics & Human Capital Management
Retention & Reward Payroll
Total Rewards Statement
Employee Self Services In Creation Of Flexible Rewards Packages
Reward Modeling / Pay Reviews
Pensions & Benefit Administration
Table 2.3: Areas in HRM of Potential Use of ICT
Source: CIPD People Management and Technology Survey, 2005
2.4 Human Resource’s Performance and Information & communication technology (ICT):
Human Resources and Information & communication technology (ICT) are put in place to create value, there are strong arguments that through collaboration between these two extremely critical components of a business, both ICT’s and HR’s output can be enhanced resulting in higher levels of performance at the individual, department, and organization levels. In a model proposed by Ulrich (2000), HR provides ICT with HR practices to ensure that ICT has the talent, discipline, and accountability to design and use technology to provide decision based data. In addition, ICT provides HR with technological infrastructure to more efficiency and effectively delivers HR.
Fig 2.4 Systems model approach showing the relationship between HR & ICT
Source: Ramlall, S.J (2000) Enhancing the effectiveness of HR through the integration of ICT, Journal of Business and Economic Research; Vol.1 No.10.
To fully understand the value of ICT in HR, the major clusters of HR are defined with the intended outputs each clusters, and ICT potential role in realizing the intended outputs of the respective HR clusters. Given the increasing use of technology in the workplace, Ulrich (2000) noted that HR departments must adapt web-based systems in two major areas. Firstly, transaction activities in HR shifted in the 1990’s from business units to service centers .This is where HR departments created 1-800 numbers for employers to seek answers to their questions and make basic request. The next step according to Ulrich (2000) is to put the service centers online and build employees self-service or self-reliance. The potential benefits include the traditional HR administrative task such as payroll benefits administration, stock plan management, and other administrative tasks being done online at the employee’s convenience, reduced labor costs, and generally a more efficient process and less expenses. Secondly, Ulrich (2000) maintained that it is the shift of transformational work of HR to the web. The need to transform traditional methods of conducting strategic planning, training and development, employee selection, knowledge management, organization communication, and other facets of HR activities to a web-based system is crucial to the growth, effectiveness and even the survival of the HR function.
2.5 Information & communication Technology (ICT) and Organizational Productivity:
Drucker (2001a) argues that ICTs have the potential to be to the information revolution what the railroad was to the Industrial Revolution - a totally new, totally unprecedented, totally unexpected development that transformed both the mental and economic geography of companies and communities. Continuing with the same line of argument, Drucker (2001) proffered that workers that would be the engine of economic growth will be those who can be categorized as "knowledge technologists", for example computer technicians and software designers. He asserted that these workers are as much manual workers as they are knowledge workers; in fact, they usually spend far more time working with their hands than with their brains. But their manual work is based on a substantial amount of theoretical knowledge which can be acquired only through formal education, not through an apprenticeship. He predicted that just as unskilled manual workers in manufacturing were the dominant social and political force in the 20th century; "knowledge technologists" are likely to become the dominant social-and perhaps also political-force over the next decades.
Furthermore, in terms of increasing effective management, just as electricity enabled development of the continuous production line processes, the decentralized availability of information through ICTs allows the reduction of hierarchical structures within firms and greater empowerment and capabilities for work teams and individual workers. ICTs can also transform a firm's relations with its customers, providing increased scope to tailor products to individual requirements. ICTs also allow more lean and timely inventory management. In other words, investment appears to have a greater beneficial impact if complemented by organizational changes, greater use of delegated decision-making and improvements in related workforce skills. Therefore, these benefits from ICTs to productivity can be categorized as tangible and intangible (Sheng, Nah, &Siau, 2005). The tangible benefits include the following: Reduced cost, Improved productivity (i.e.; amount of output produced per unit of input), Increased market share, Savings in labor, Increased consumer surplus (i.e.; the accumulated difference between consumer demand and market price), Improved customer service quality, Improved organizational efficiency, Quicker response to customers, Deeper knowledge and understanding of customers; On the other hands, the intangible benefits include: Improved decision-making ability, Superior product quality, Knowledge/information management and sharing, Improved coordination/relationships with partners and Other forms of competitive advantages. As described earlier, for most developed countries there was a definite link between productivity growth and ICTs. But impact of ICTs on growth was non-existent and even negative in some developing countries. This is true because technology does drive growth - but only after a minimum threshold is reached. ICTs penetration and usage needs to attain critical mass before it will have a positive impact on country's economy (in order to attain optimum network effect alluded to earlier). Similarly, there is a considerable time lag before ICT benefits growth and productivity. The lag represents the time it takes organizations to assimilate and adjust to new technology. Also, ICTs enablers are crucial for technology to work. For example, quality of country’s business environment, as well as its attention to specific ICT enablers significantly affects its ability to harness full benefit of technology. Specifically, the ICTs enablers include appropriate education, skills training, research and development (R&D), access to venture capital, affordability of Internet access, security of Internet infrastructure, government support for ICT development, and quality of ICT supporting services (Chandra, 2007). Another equally important enabler is the recruitment as well as promotion processes and recognition of professional skills attainment. Thus, for ICTs to effectively enhance labor productivity, nations ought to not only invest in ICT infrastructure but also in ICT enablers if benefits from ICT are to translate into higher human resource productivity on sustainable basis.
Chapter 03: Research Paradigm
3.1 Ontology:
The ontology of this research is objectivism because the purpose, level and effect of using information & communication technology in Human resources management are indifferent in every institution.
3.2 Epistemology:
The epistemology of this research is positivism as the reality is measureable.
3.3 Methodology:
The methodology of the research is quantitative and it is explanatory in nature.
3.4 Sampling technique:
In this research due to unknown population size non probabilistic convenient sampling technique was used to find out the impact of ICT on organizations from diverse industries. Data was collected from private organizations of healthcare, banking, financing, Tele Communication & Cement industry.
3.5 Sample Size:
Sampling size refers the number of elements to be included in the study (Malhorta, 1996). Total sample size of this research was 100.From the above mentioned industry types employees involved in HRM activities in their respective organizations either as staff manager or line manager were selected as sample.
3.6 Scaling Technique:
5 point likert scale was used where strongly disagree, disagree, neutral, agree & strongly Agree holds 1,2,3,4 & 5 point respectively.
3.7Questionnaire Format:
Closed ended multiple choice type questionnaire was used for this research where respondents were allowed to select only one of the response alternatives provided.
3.8 Data Collection Process:
Primary data was collected by personally administered questionnaire to the employees involved in HRM activities from private organizations of the previously mentioned industries. Employees participated in mall survey at their respective place of work.
3.9 Data Analysis & interpretation Method:
Analysis of the data collected through survey was done using descriptive statistics like mean, Standard deviation by Microsoft excel. Hypothesis of the study was been tested in right tail Z test at 5 % significance level. If the calculated Z value was greater than critical Z value 1.645 & calculated p value is less than value of α 0.05 then Null hypothesis was rejected.
3.10 Hypothesis of the Study:
Following hypothesis has been selected in the study:
H0a: Use of Information & Communication Technology has put no impact on Human Resource Management functions (i.e., H0a:µ≤3).
H1a: Use of Information & Communication Technology has put impact on at least one Human Resource Management functions in terms of any ways (i.e., H1a :µ> 3).
H0b: None of the opportunities can be achieved through the use of Information & communication technology in Human Resource Management (i.e., H0b:µ≤3).
H1b: At least one of the opportunities can be achieved through the use of Information & communication technology in Human Resource Management (i.e., H1b :µ> 3).
H0c: None of the challenges are likely to be faced due to the use of Information & communication technology in Human Resource Management (i.e., H0c:µ≤3).
H1c: At least one of the challenges are likely to be faced due to the use of Information & communication technology in Human Resource Management (i.e., H1c :µ> 3).
Chapter 04: Data Analysis & Interpretation
4.1.1 Statement: Due to the use of ICT Human Resources planning function has become less time consuming.
Right Tail Z Test: One sample for Mean
Mean 3.99
Variance 1.302929
Observations 100
Hypothesized Mean 3
Z 8.6697829
P(Z<=z) one-tail 0.0025
z Critical one-tail 1.644853627
4.1.2 Statement: Due to the use of ICT Human Resources planning function has become financially cheaper.
Right Tail Z Test: One sample for Mean
Mean 3.06
Variance 1.370101
Observations 100
Hypothesized Mean 3
Z 0.512408737
P(Z<=z) one-tail 0.304182489
z Critical one-tail 1.644853627
4.1.3 Statement: Due to the use of ICT Human Resources planning function has become equipped with better information.
Right Tail Z Test: One sample for Mean
Mean 3.39
Variance 2.462525
Observations 100
Hypothesized Mean 3
Z 2.484769572
P(Z<=z) one-tail 0.006481766
z Critical one-tail 1.644853627
4.1.4 Statement: Due to the use of ICT Human Resources planning function has become lesser physical & mental energy consuming.
Right Tail Z Test: One sample for Mean
Mean 3.56
Variance 2.28923
Observations 100
Hypothesized Mean 3
Z 3.700398339
P(Z<=z) one-tail 0.000107631
z Critical one-tail 1.644853627
4.1.5 Statement: Due to the use of ICT Human Resources planning function has become more contributing to employee satisfaction.
Right Tail Z Test: One sample for Mean
Mean 3.63
Variance 1.669798
Observations 100
Hypothesized Mean 3
Z 4.873922016
P(Z<=z) one-tail .000000547
z Critical one-tail 1.644853627
4.1.6 Statement: Due to the use of ICT Human Resources planning function has become more Transparent & Consistent.
Right Tail Z Test: One sample for Mean
Mean 3.62
Variance 1.631919
Observations 100
Hypothesized Mean 3
Z 4.851872373
P(Z<=z) one-tail .0000006115
z Critical one-tail 1.644853627
4.1.7 Statement: Due to the use of ICT Human Resources planning function has become more Flexible.
Right Tail Z Test: One sample for Mean
Mean 3.37
Variance 1.89202
Observations 100
Hypothesized Mean 3
Z 2.689206318
P(Z<=z) one-tail 0.003581107
z Critical one-tail 1.644853627
4.1.8 Statement: Due to the use of ICT Human Resources planning function has become easier in terms of making decisions.
Right Tail Z Test: One sample for Mean
Mean 3.67
Variance 1.940505
Observations 100
Hypothesized Mean 3
Z 4.808454889
P(Z<=z) one-tail .00000076051
z Critical one-tail 1.644853627
4.2.1 Statement: Due to the use of ICT Recruitment & Selection function has become less time consuming.
Right Tail Z Test: One sample for Mean
Mean 3.49
Variance 2.1
Observations 100
Hypothesized Mean 3
Z 3.4553340887
P(Z<=z) one-tail 0.0002748
z Critical one-tail 1.644853627
4.2.2 Statement: Due to the use of ICT Recruitment & Selection function has become financially cheaper.
Right Tail Z Test: One sample for Mean
Mean 3.77
Variance 1.815253
Observations 100
Hypothesized Mean 3
Z 5.7135
P(Z<=z) one-tail .0000000055
z Critical one-tail 1.644853627
4.2.3 Statement: Due to the use of ICT Recruitment & Selection function has become Equipped with better information.
Right Tail Z Test: One sample for Mean
Mean 3.43
Variance 2.005152
Observations 100
Hypothesized Mean 3
Z 3.035894
P(Z<=z) one-tail 0.001199
z Critical one-tail 1.644853627
4.2.4 Statement: Due to the use of ICT Recruitment & Selection function has become lesser physical & mental energy consuming.
Right Tail Z Test: One sample for Mean
Mean 3.71
Variance 1.460505
Observations 100
Hypothesized Mean 3
Z 5.872975
P(Z<=z) one-tail .0000000021
z Critical one-tail 1.644853627
4.2.5 Statement: Due to the use of ICT Recruitment & Selection function has become more contributing to employee satisfaction.
Right Tail Z Test: One sample for Mean
Mean 2.81
Variance 1.6302
Observations 100
Hypothesized Mean 3
Z -1.4876
P(Z<=z) one-tail 0.06842
z Critical one-tail 1.644853627
4.2.6 Statement: Due to the use of ICT Recruitment & Selection function has become more Transparent & Consistent.
Right Tail Z Test: One sample for Mean
Mean 3.58
Variance 1.983434
Observations 100
Hypothesized Mean 3
Z 4.117273
P(Z<=z) one-tail .0000383
z Critical one-tail 1.644853627
4.2.7 Statement: Due to the use of ICT Recruitment & Selection function has become more flexible.
Right Tail Z Test: One sample for Mean
Mean 3.71
Variance 1.763535
Observations 100
Hypothesized Mean 3
Z 5.3449
P(Z<=z) one-tail .00000004522
z Critical one-tail 1.644853627
4.2.8 Statement: Due to the use of ICT Recruitment & Selection function has become easier in terms of making decisions.
Right Tail Z Test: One sample for Mean
Mean 3.34
Variance 2.2872
Observations 100
Hypothesized Mean 3
Z 2.2476
P(Z<=z) one-tail 0.0122
z Critical one-tail 1.644853627
4.3.1 Statement: Due to the use of ICT Training & Development function has become less time consuming.
Right Tail Z Test: One sample for Mean
Mean 3.75
Variance 1.886364
Observations 100
Hypothesized Mean 3
Z 5.459255621
P(Z<=z) one-tail .0000000239067
z Critical one-tail 1.644853627
4.3.2 Statement: Due to the use of ICT Training & Development function has become financially cheaper.
Right Tail Z Test: One sample for Mean
Mean 3.1
Variance 0.89899
Observations 100
Hypothesized Mean 3
Z 1.05409841
P(Z<=z) one-tail 0.145918932
z Critical one-tail 1.644853627
4.3.3 Statement: Due to the use of ICT Training & Development function has become Equipped with better information.
Right Tail Z Test: One sample for Mean
Mean 3.67
Variance 1.738485
Observations 100
Hypothesized Mean 3
Z 5.080008731
P(Z<=z) one-tail .000000188709
z Critical one-tail 1.644853627
4.3.4 Statement: Due to the use of ICT Training & Development function has become lesser physical & mental energy consuming.
Right Tail Z Test: One sample for Mean
Mean 3.46
Variance 1.988283
Observations 100
Hypothesized Mean 3
Z 3.261441147
P(Z<=z) one-tail 0.000554237
z Critical one-tail 1.644853627
4.3.5 Statement: Due to the use of ICT Training & Development function has become more contributing to employee satisfaction.
Right Tail Z Test: One sample for Mean
Mean 3.64
Variance 1.525657
Observations 100
Hypothesized Mean 3
Z 5.179755227
P(Z<=z) one-tail .000000111089
z Critical one-tail 1.644853627
4.3.6 Statement: Due to the use of ICT Training & Development function has become more Transparent & Consistent.
Right Tail Z Test: One sample for Mean
Mean 3.05
Variance 1.462121
Observations 100
Hypothesized Mean 3
Z 0.413361365
P(Z<=z) one-tail 0.339670938
z Critical one-tail 1.644853627
4.3.7 Statement: Due to the use of ICT Training & Development function has become more Flexible.
Right Tail Z Test: One sample for Mean
Mean 3.42
Variance 2.306667
Observations 100
Hypothesized Mean 3
Z 2.764793632
P(Z<=z) one-tail 0.002847941
z Critical one-tail 1.644853627
4.3.8 Statement: Due to the use of ICT Training & Development function has become easier in terms of making decisions.
Right Tail Z Test: One sample for Mean
Mean 3.42
Variance 2.145051
Observations 100
Hypothesized Mean 3
Z 2.867010418
P(Z<=z) one-tail 0.002071847
z Critical one-tail 1.644853627
4.4.1 Statement: Due to the use of ICT Performance Appraisal function has become less time consuming.
Right Tail Z Test: One sample for Mean
Mean 3.79
Variance 1.460505
Observations 100
Hypothesized Mean 3
Z 6.534719322
P(Z<=z) one-tail .0000000000318645
z Critical one-tail 1.644853627
4.4.2 Statement: Due to the use of ICT Performance Appraisal function has become financially cheaper.
Right Tail Z Test: One sample for Mean
Mean 3.54
Variance 2.493333
Observations 100
Hypothesized Mean 3
Z 3.419137322
P(Z<=z) one-tail 0.0003141
z Critical one-tail 1.644853627
4.4.3 Statement: Due to the use of ICT Performance Appraisal function has become Equipped with better information.
Right Tail Z Test: One sample for Mean
Mean 3.75
Variance 1.866162
Observations 100
Hypothesized Mean 3
Z 5.488709724
P(Z<=z) one-tail .000000020244
z Critical one-tail 1.644853627
4.4.4 Statement: Due to the use of ICT Performance Appraisal function has become lesser physical & mental energy consuming.
Right Tail Z Test: One sample for Mean
Mean 3.08
Variance 1.266263
Observations 100
Hypothesized Mean 3
Z 0.710651389
P(Z<=z) one-tail 0.238650145
z Critical one-tail 1.644853627
4.4.5 Statement: Due to the use of ICT Performance Appraisal has become more contributing to employee satisfaction.
Right Tail Z Test: One sample for Mean
Mean 3.53
Variance 1.68596
Observations 100
Hypothesized Mean 3
Z 4.08059485
P(Z<=z) one-tail .0000224603
z Critical one-tail 1.644853627
4.4.6 Statement: Due to the use of ICT Performance Appraisal function has become more Transparent & Consistent.
Right Tail Z Test: One sample for Mean
Mean 3.4
Variance 2.565657
Observations 100
Hypothesized Mean 3
Z 2.496755837
P(Z<=z) one-tail 0.006266761
z Critical one-tail 1.644853627
4.4.7 Statement: Due to the use of ICT Performance Appraisal function has become more Flexible.
Right Tail Z Test: One sample for Mean
Mean 3.58
Variance 1.579394
Observations 100
Hypothesized Mean 3
Z 4.613657037
P(Z<=z) one-tail .00000197823
z Critical one-tail 1.644853627
4.4.8 Statement: Due to the use of ICT Performance Appraisal function has become easier in terms of making decisions.
Right Tail Z Test: One sample for Mean
Mean 3.62
Variance 1.934949
Observations 100
Hypothesized Mean 3
Z 4.455995395
P(Z<=z) one-tail .00000417524
z Critical one-tail 1.644853627
4.5.1 Statement: Due to the use of ICT Compensation Management function has become less time consuming.
Right Tail Z Test: One sample for Mean
Mean 3.11
Variance 1.492828
Observations 100
Hypothesized Mean 3
Z 0.899999747
P(Z<=z) one-tail 0.184060193
z Critical one-tail 1.644853627
4.5.2 Statement: Due to the use of ICT Compensation Management function has become financially cheaper.
Right Tail Z Test: One sample for Mean
Mean 3.38
Variance 2.399596
Observations 100
Hypothesized Mean 3
Z 2.452584942
P(Z<=z) one-tail 0.007091694
z Critical one-tail 1.644853627
4.5.3 Statement: Due to the use of ICT Compensation Management function has become Equipped with better information.
Right Tail Z Test: One sample for Mean
Mean 3.48
Variance 1.908687
Observations 100
Hypothesized Mean 3
Z 3.473442721
P(Z<=z) one-tail 0.000256914
z Critical one-tail 1.644853627
4.5.4 Statement: Due to the use of ICT Compensation Management function has become lesser physical & mental energy consuming.
Right Tail Z Test: One sample for Mean
Mean 3.08
Variance 1.367273
Observations 100
Hypothesized Mean 3
Z 0.68391733
P(Z<=z) one-tail 0.247013685
z Critical one-tail 1.644853627
4.5.5 Statement: Due to the use of ICT Compensation Management has become more contributing to employee satisfaction.
Right Tail Z Test: One sample for Mean
Mean 3.28
Variance 2.14303
Observations 100
Hypothesized Mean 3
Z 1.912240898
P(Z<=z) one-tail 0.027922651
z Critical one-tail 1.644853627
4.5.6 Statement: Due to the use of ICT Compensation Management function has become more Transparent & Consistent.
Right Tail Z Test: One sample for Mean
Mean 3.51
Variance 2.21202
Observations 100
Hypothesized Mean 3
Z 3.428289643
P(Z<=z) one-tail 0.000303699
z Critical one-tail 1.644853627
4.5.7 Statement: Due to the use of ICT Compensation Management function has become more Flexible.
Right Tail Z Test: One sample for Mean
Mean 3.51
Variance 1.90899
Observations 100
Hypothesized Mean 3
Z 3.690240147
P(Z<=z) one-tail 0.000112021
z Critical one-tail 1.644853627
4.5.8 Statement: Due to the use of ICT Compensation Management function has become easier in terms of making decisions.
Right Tail Z Test: One sample for Mean
Mean 3.56
Variance 1.481212
Observations 100
Hypothesized Mean 3
Z 4.599735558
P(Z<=z) one-tail .0000211514
z Critical one-tail 1.644853627
4.6.1 Statement: Due to the use of ICT Employee Motivation function has become less time consuming.
Right Tail Z Test: One sample for Mean
Mean 3.53
Variance 1.766768
Observations 100
Hypothesized Mean 3
Z 3.986238098
P(Z<=z) one-tail .0000335646
z Critical one-tail 1.644853627
4.6.2 Statement: Due to the use of ICT Employee Motivation function has become financially cheaper.
Right Tail Z Test: One sample for Mean
Mean 3.41
Variance 1.739293
Observations 100
Hypothesized Mean 3
Z 3.107940315
P(Z<=z) one-tail 0.000941981
z Critical one-tail 1.644853627
4.6.3 Statement: Due to the use of ICT Employee Motivation function has become Equipped with better information.
Right Tail Z Test: One sample for Mean
Mean 3.34
Variance 2.024646
Observations 100
Hypothesized Mean 3
Z 2.388895441
P(Z<=z) one-tail 0.008449556
z Critical one-tail 1.644853627
4.6.4 Statement: Due to the use of ICT Employee Motivation function has become lesser physical & mental energy consuming.
Right Tail Z Test: One sample for Mean
Mean 3.39
Variance 2.644343
Observations 100
Hypothesized Mean 3
Z 2.397858831
P(Z<=z) one-tail 0.00824561
z Critical one-tail 1.644853627
4.6.5 Statement: Due to the use of ICT Employee Motivation function has become more contributing to employee satisfaction.
Right Tail Z Test: One sample for Mean
Mean 3.33
Variance 1.475859
Observations 100
Hypothesized Mean 3
Z 2.715466334
P(Z<=z) one-tail 0.003309125
z Critical one-tail 1.644853627
4.6.6 Statement: Due to the use of ICT Employee Motivation function has become more Transparent & Consistent.
Right Tail Z Test: One sample for Mean
Mean 3.47
Variance 1.78697
Observations 100
Hypothesized Mean 3
Z 3.514938609
P(Z<=z) one-tail 0.000219928
z Critical one-tail 1.644853627
4.6.7 Statement: Due to the use of ICT Employee Motivation function has become more Flexible.
Right Tail Z Test: One sample for Mean
Mean 3.37
Variance 1.629394
Observations 100
Hypothesized Mean 3
Z 2.897713472
P(Z<=z) one-tail 0.001879469
z Critical one-tail 1.644853627
4.6.8 Statement: Due to the use of ICT Employee Motivation function has become easier in terms of making decisions.
Right Tail Z Test: One sample for Mean
Mean 2.98
Variance 1.433939
Observations 100
Hypothesized Mean 3
Z -0.166960323
P(Z<=z) one-tail 0.433700634
z Critical one-tail 1.644853627
4.7.1 Statement: Due to the use of ICT Compliance function has become less time consuming.
Right Tail Z Test: One sample for Mean
Mean 3.43
Variance 1.399091
Observations 100
Hypothesized Mean 3
Z 3.634045191
P(Z<=z) one-tail 0.000139506
z Critical one-tail 1.644853627
4.7.2 Statement: Due to the use of ICT Compliance function has become financially cheaper.
Right Tail Z Test: One sample for Mean
Mean 3.62
Variance 1.591515
Observations 100
Hypothesized Mean 3
Z 4.913035743
P(Z<=z) one-tail .000000448385
z Critical one-tail 1.644853627
4.7.3 Statement: Due to the use of ICT Compliance function has become Equipped with better information.
Right Tail Z Test: One sample for Mean
Mean 3.4
Variance 1.979798
Observations 100
Hypothesized Mean 3
Z 2.842103549
P(Z<=z) one-tail 0.002240847
z Critical one-tail 1.644853627
4.7.4 Statement: Due to the use of ICT Compliance function has become lesser physical & mental energy consuming.
Right Tail Z Test: One sample for Mean
Mean 3.37
Variance 1.871818
Observations 100
Hypothesized Mean 3
Z 2.703671585
P(Z<=z) one-tail 0.003428902
z Critical one-tail 1.644853627
4.7.5 Statement: Due to the use of ICT Compliance function has become more contributing to employee satisfaction.
Right Tail Z Test: One sample for Mean
Mean 4.03
Variance 1.645556
Observations 100
Hypothesized Mean 3
Z 8.026920687
P(Z<=z) one-tail .000000000000005
z Critical one-tail 1.644853627
4.7.6 Statement: Due to the use of ICT Compliance function has become more Transparent & Consistent.
Right Tail Z Test: One sample for Mean
Mean 3.6
Variance 0.989899
Observations 100
Hypothesized Mean 3
Z 6.027490788
P(Z<=z) one-tail .000000000832624
z Critical one-tail 1.644853627
4.7.7 Statement: Due to the use of ICT Compliance function has become more Flexible.
Right Tail Z Test: One sample for Mean
Mean 2.94
Variance 1.208485
Observations 100
Hypothesized Mean 3
Z -0.545570661
P(Z<=z) one-tail 0.292680548
z Critical one-tail 1.644853627
4.7.8 Statement: Due to the use of ICT Compliance function has become easier in terms of making decisions.
Right Tail Z Test: One sample for Mean
Mean 3.59
Variance 2.446364
Observations 100
Hypothesized Mean 3
Z 3.771401139
P(Z<=z) one-tail .0000811667
z Critical one-tail 1.644853627
4.8.1 Statement: Due to the use of ICT Termination function has become less time consuming.
Right Tail Z Test: One sample for Mean
Mean 3.74
Variance 1.972121
Observations 100
Hypothesized Mean 3
Z 5.268110312
P(Z<=z) one-tail .0000000689176
z Critical one-tail 1.644853627
4.8.2 Statement: Due to the use of ICT Termination function has become financially cheaper.
Right Tail Z Test: One sample for Mean
Mean 2.88
Variance 0.753131
Observations 100
Hypothesized Mean 3
Z -1.381840284
P(Z<=z) one-tail 0.083510373
z Critical one-tail 1.644853627
4.8.3 Statement: Due to the use of ICT Termination function has become Equipped with better information.
Right Tail Z Test: One sample for Mean
Mean 3.55
Variance 1.866162
Observations 100
Hypothesized Mean 3
Z 4.025053798
P(Z<=z) one-tail .0000284811
z Critical one-tail 1.644853627
4.8.4 Statement: Due to the use of ICT Termination has become lesser physical & mental energy consuming.
Right Tail Z Test: One sample for Mean
Mean 3.29
Variance 1.541313
Observations 100
Hypothesized Mean 3
Z 2.335133629
P(Z<=z) one-tail 0.009768221
z Critical one-tail 1.644853627
4.8.5 Statement: Due to the use of ICT Termination function has become more contributing to employee satisfaction.
Right Tail Z Test: One sample for Mean
Mean 3.49
Variance 1.787778
Observations 100
Hypothesized Mean 3
Z 3.663682732
P(Z<=z) one-tail 0.000124307
z Critical one-tail 1.644853627
4.8.6 Statement: Due to the use of ICT Termination function has become more Transparent & Consistent.
Right Tail Z Test: One sample for Mean
Mean 3.49
Variance 1.787778
Observations 100
Hypothesized Mean 3
Z 3.663682732
P(Z<=z) one-tail 0.000124307
z Critical one-tail 1.644853627
4.8.7 Statement: Due to the use of ICT Termination function has become more Flexible.
Right Tail Z Test: One sample for Mean
Mean 3.62
Variance 1.672323
Observations 100
Hypothesized Mean 3
Z 4.792937869
P(Z<=z) one-tail .0000008217
z Critical one-tail 1.644853627
4.8.8 Statement: Due to the use of ICT Termination function has become easier in terms of making decisions.
Right Tail Z Test: One sample for Mean
Mean 3.33
Variance 1.859697
Observations 100
Hypothesized Mean 3
Z 2.419224161
P(Z<=z) one-tail 0.007776826
z Critical one-tail 1.644853627
4.9.1 Statement: Due to the use of ICT in HRM access to better human resource is possible.
Right Tail Z Test: One sample for Mean
Mean 3.46
Variance 2.028687
Observations 100
Hypothesized Mean 3
Z 3.228816
P(Z<=z) one-tail 0.000621519
z Critical one-tail 1.644853627
4.9.2 Statement: Due to the use of ICT in HRM man hour is possible to rise.
Right Tail Z Test: One sample for Mean
Mean 3.52
Variance 1.646061
Observations 100
Hypothesized Mean 3
Z 4.05180468
P(Z<=z) one-tail .000025412
z Critical one-tail 1.644853627
4.9.3 Statement: Due to the use of ICT in HRM paper work is likely to be reduced.
Right Tail Z Test: One sample for Mean
Mean 3.68
Variance 2.179394
Observations 100
Hypothesized Mean 3
Z 4.605125006
P(Z<=z) one-tail .00000206
z Critical one-tail 1.644853627
4.9.4 Statement: Due to the use of ICT in HRM errors are likely to be fewer.
Right Tail Z Test: One sample for Mean
Mean 3.55
Variance 1.84596
Observations 100
Hypothesized Mean 3
Z 4.047006897
P(Z<=z) one-tail .00002593
z Critical one-tail 1.644853627
4.9.5 Statement: Due to the use of ICT in HRM programs are likely to be standardized.
Right Tail Z Test: One sample for Mean
Mean 3.64
Variance 1.869091
Observations 100
Hypothesized Mean 3
Z 4.680029643
P(Z<=z) one-tail .000001434
z Critical one-tail 1.644853627
4.9.6 Statement: Due to the use of ICT in HRM better tracking & controlling is possible.
Right Tail Z Test: One sample for Mean
Mean 3.4
Variance 1.878788
Observations 100
Hypothesized Mean 3
Z 2.91746433
P(Z<=z) one-tail 0.00176445
z Critical one-tail 1.644853627
4.10.1 Statement: Training the users is likely to be a challenge if ICT in HRM.
Right Tail Z Test: One sample for Mean
Mean 3.05
Variance 1.239899
Observations 100
Hypothesized Mean 3
Z 0.448850576
P(Z<=z) one-tail 0.326769726
z Critical one-tail 1.644853627
4.10.2 Statement: Changing traditional way of practice is likely to be a challenge if ICT in HRM.
Right Tail Z Test: One sample for Mean
Mean 3.15
Variance 1.563131
Observations 100
Hypothesized Mean 3
Z 1.199374186
P(Z<=z) one-tail 0.11519124
z Critical one-tail 1.644853627
4.10.3 Statement: Information security & confidentiality is likely to be a challenge due to the use of ICT in HRM
Right Tail Z Test: One sample for Mean
Mean 3.61
Variance 2.179697
Observations 100
Hypothesized Mean 3
Z 4.130781011
P(Z<=z) one-tail .0000180766
z Critical one-tail 1.644853627
4.10.4 Statement: Lack of commitment from all levels is likely to be a challenge due to the use of ICT in HRM.
Right Tail Z Test: One sample for Mean
Mean 3.06
Variance 1.673131
Observations 100
Hypothesized Mean 3
Z 0.463720752
P(Z<=z) one-tail 0.321423914
z Critical one-tail 1.644853627
4.10.5 Statement: Financial cost of installation ICT to use in HRM is likely to be a challenge.
Right Tail Z Test: One sample for Mean
Mean 3.6
Variance 2.040404
Observations 100
Hypothesized Mean 3
Z 4.199395415
P(Z<=z) one-tail .00001338
z Critical one-tail 1.644853627
4.10.6 Statement: Adaptability of employees is likely to be a challenge if ICT in HRM.
Right Tail Z Test: One sample for Mean
Mean 2.89
Variance 1.51303
Observations 100
Hypothesized Mean 3
Z -0.893975146
P(Z<=z) one-tail 0.185667595
z Critical one-tail 1.644853627
5.0 Discussion of Results:
Chapter 05: Discussions & Conclusion
5.1 Discussion of results:
Result derived from the research clearly states that use of Information & Communication technology (ICT) in Human resource management (HRM) has not been able to generate positive outcome to its fullest. Though the impact of Information & Communication technology (ICT) on Human resource management (HRM) is impressive but improvements are needed to be made at areas where information & communication technology has failed to contribute at desired level. The findings of the research is given below:
• ### In Human Resource planning function use of Information & Communication technology has been proved to be less time consuming, providing data & information of better quality, less physical & mental energy consuming, better contributing to employee satisfaction, ensuring transparency & consistency, making works flexible & improving decision making. But, it has not been able to perform human resource planning function at a cheaper way.
• ### Use of Information & Communication technology in recruitment & selection function has been proved to be less time consuming, providing data & information of better quality, less physical & mental energy consuming, financially cheaper, ensuring transparency & consistency, making works flexible & improving decision making. But, it has not been able to contribute to employee satisfaction in a better way.
• ### As training & development function is conducted using Information & Communication technology it has been proved to be less time consuming, providing data & information of better quality, less physical & mental energy consuming, better contributing to employee satisfaction, making works flexible & improving decision making. But, it has not been able to perform training & development function at a cheaper way. Besides, it has failed to ensure transparency & consistency in training & development function.
• ### In Performance appraisal function use of Information & Communication technology has been proved to be less time consuming, financially cheaper, providing data & information of better quality, better contributing to employee satisfaction, ensuring transparency & consistency, making works flexible & improving decision making. But it has failed to ensure less physical & mental energy consumption to conduct Performance appraisal function.
• ### Use of Information & Communication technology in compensation management function has been proved to be providing data & information of better quality, financially cheaper, better contributing to employee satisfaction, ensuring transparency & consistency, making works flexible & improving decision making. But it has failed to ensure less physical & mental energy consumption to conduct compensation management function. Besides, it has failed to conduct compensation management function in a less time consuming manner.
• ### As employee motivation function is conducted using Information & Communication technology it has been proved to be less time consuming, financially cheaper, providing data & information of better quality, less physical & mental energy consuming, better contributing to employee satisfaction, ensuring transparency & consistency and making works flexible. But it has failed to ensure ease to make decisions in employee motivation function.
• ### Use of Information & Communication technology in compliance function has been proved to be less time consuming, financially cheaper, providing data & information of better quality, less physical & mental energy consuming, better contributing to employee satisfaction, ensuring transparency & consistency and ensure ease to make decisions. But it has failed to conduct compliance function at a more flexible way.
• ### In termination function use of Information & Communication technology has been proved to be less time consuming, providing data & information of better quality, less physical & mental energy consuming, better contributing to employee satisfaction, ensuring transparency & consistency, making works flexible & improving decision making. But, it has not been able to perform termination function at a cheaper way.
• ### By using ICT in HRM organization can achieve opportunities like better tracking & controlling, rising man hour, reduction in paper work, reduction in error, program standardization and access to better human resource.
• ### Financial cost of installation and information security & confidentiality is likely to be a challenge if Information & Communication technology (ICT) is used in Human Resource Management (HRM) of organizations.