Automating employee self-service through intranets

1996 ◽  
Vol 23 (3) ◽  
pp. 7-19
Author(s):  
Michael George
Keyword(s):  
Self Service ◽  
Employee Self Service

scholarly journals E- HRM Practices in the IT Industry with Special Reference to the State of Karnataka

2019 ◽  
Vol 8 (3S3) ◽  
pp. 249-253
Keyword(s):  
Performance Management ◽  
Human Resource ◽  
Training And Development ◽  
It Industry ◽  
Performance Management Systems ◽  
The Face ◽  
Self Service ◽  
Employee Self Service ◽  
Different Levels

Human resource management is constantly evolving into a technology-based service provider to their employees. In today’s organizations, employees see the face of HR as an Intranet portal rather than a human on the other side. This transformation of Human Resource services through technology is now being coined as E-HRM or electronic human resource. The Use of E-HRM in today’s Organizations, are in many function areas such as training and development, performance management systems, hiring and employee self-service. Organisations who adopt HR technology tools outperform those that do not. Interestingly early on the HR department was the last recipient of IT benefits in any organization, it started from keeping the database of the employees. In the present scenario employees are considered as the strategic partners of the organization and the use of high-end software have changed the face of HR departments and a new term has been coined as E-HRM. This present paper tries to evaluate the role of E-HRM in IT companies and also to measure the acceptance and effectiveness of the same at the different levels of management.

Early User Involvement and Participation in Employee Self-Service Application Deployment

2009 ◽  
pp. 56-77 ◽  
Author(s):  
Gerwin Koopman ◽  
Ronald Batenburg
Keyword(s):  
User Involvement ◽  
User Participation ◽  
Project Managers ◽  
Is Success ◽  
Governmental Organizations ◽  
Application Deployment ◽  
Self Service ◽  
Service Application ◽  
End User Involvement ◽  
Employee Self Service

This chapter theoretically and empirically addresses the notion that user participation and involvement is one of the important factors for IS success. Different models and studies are reviewed to define and classify types of early end-user involvement and participation. Next, five case studies are presented of Dutch governmental organizations (Ministries) that have recently deployed an employee self-service application. Based on interviews with developers, project managers and users it can be showed that the deployment success of such systems is positively related to the extent of early user involvement and participation. In addition, it was found that expectancy management is important to keep users informed about certain deployment decisions. In this way, employees can truly use the self-service applications without much support from the HR-departments.

scholarly journals ANALISA KUALITAS WEB EMPLOYEE SELF SERVICE (ESS) PADA PT. PLN UIPJBB MENGGUNAKAN METODE WEBQUAL 4.0 DAN IPA

2020 ◽  
Vol 3 (2) ◽  
pp. 230-244
Author(s):  
Heru Susanto ◽  
Suparni Suparni ◽  
Lilyani Asri Utami
Keyword(s):  
Information Quality ◽  
Gap Analysis ◽  
Three Dimensions ◽  
User Perceptions ◽  
Related Information ◽  
Access Information ◽  
Self Service ◽  
And Performance ◽  
Employee Self Service

PT PLN (Persero) West Java Development Main Unit (UIPJBB) has used an information system to make it easier for employees to access information and personnel activities such as attendance, leave, CV, information on the stages of requesting an Official Travel Letter (SPPD), and other related information. with staffing by using a web called Employee Self Service (ESS). The quality of ESS web services has never been measured based on user perceptions and levels of importance or expectations. This study intends to analyze the quality of the ESS web using WebQual 4.0 as a questionnaire consisting of three dimensions in the form of Usability, Information Quality, and Service Interaction dimensions, as well as using the IPA method to analyze the level of conformity, compliance (GAP), and quadrants. The results of the level of conformity obtained from 22 statements were still below 100%. The test result statistic shows Asymp.Sig. (2-tailed) worth 0,000 means that there is a gap between Importance and Performance on the ESS website of PT PLN (Persero) UIPJBB. The average of the overall level of conformity is obtained 93.53%, which means that the performance on the web ESS is still below Importance and users are still not satisfied. While the results of GAP analysis are -0.262 <0, then the quality of performance is still lacking and cannot meet the interests of users.

B2E SAP Portals

2005 ◽  
pp. 90-109
Author(s):  
Andrew Stein ◽  
Paul Hawking ◽  
David C. Wyld
Keyword(s):  
Human Resources ◽  
Business Models ◽  
Resource Information ◽  
The World ◽  
Internet Business ◽  
Self Service ◽  
Medium Enterprises ◽  
Back Office ◽  
Second Wave ◽  
Employee Self Service

The global ERP industry that blossomed in the 1990’s automating back office operations has made moves to introduce a “second wave” of functionality in ERP systems. In 2002/3 there was an expanded focus on mysap.com, small to medium enterprises and the expansion into “second wave” products. Companies around the world are exploring various Internet business models to evaluate their business potential and risk implications and a number of companies have realized the relatively quick gains with low associated risks that can be achieved through the business-to-employee (B2E) model. Employee Self Service (ESS) is a solution based on this model that enables employee’s access to the corporate human resource information system, and Australian companies are increasingly implementing this solution. This chapter presents the findings of a research project that looks at the changing nature of Human Resources (HR) in modern organisations and the development of an HR ESS portal in a major Australian organisation.

Early User Involvement and Participation in Employee Self-Service Application Deployment

2011 ◽  
pp. 1349-1369
Author(s):  
Gerwin Koopman ◽  
Ronald Batenburg
Keyword(s):  
User Involvement ◽  
User Participation ◽  
Project Managers ◽  
Is Success ◽  
Governmental Organizations ◽  
Application Deployment ◽  
Self Service ◽  
Service Application ◽  
End User Involvement ◽  
Employee Self Service

This chapter theoretically and empirically addresses the notion that user participation and involvement is one of the important factors for IS success. Different models and studies are reviewed to define and classify types of early end-user involvement and participation. Next, five case studies are presented of Dutch governmental organizations (Ministries) that have recently deployed an employee self-service application. Based on interviews with developers, project managers and users it can be showed that the deployment success of such systems is positively related to the extent of early user involvement and participation. In addition, it was found that expectancy management is important to keep users informed about certain deployment decisions. In this way, employees can truly use the self-service applications without much support from the HR-departments.

Early User Involvement and Participation in Employee Self-Service Application Deployment

2010 ◽  
pp. 1347-1367
Author(s):  
Gerwin Koopman ◽  
Ronald Batenburg
Keyword(s):  
User Involvement ◽  
User Participation ◽  
Project Managers ◽  
Is Success ◽  
Governmental Organizations ◽  
Application Deployment ◽  
Self Service ◽  
Service Application ◽  
End User Involvement ◽  
Employee Self Service

This chapter theoretically and empirically addresses the notion that user participation and involvement is one of the important factors for IS success. Different models and studies are reviewed to define and classify types of early end-user involvement and participation. Next, five case studies are presented of Dutch governmental organizations (Ministries) that have recently deployed an employee self-service application. Based on interviews with developers, project managers and users it can be showed that the deployment success of such systems is positively related to the extent of early user involvement and participation. In addition, it was found that expectancy management is important to keep users informed about certain deployment decisions. In this way, employees can truly use the self-service applications without much support from the HR-departments.

Social Capital and the Practice Lens Approach

2009 ◽  
pp. 797-802 ◽  
Author(s):  
Ray Gibney ◽  
Thomas J. Zagenczyk ◽  
Marick F. Masters
Keyword(s):  
Social Capital ◽  
Information System ◽  
Human Resource ◽  
Internet Technology ◽  
Resource Information ◽  
Self Service ◽  
Self Service Technology ◽  
Hr Function ◽  
Administrative Tasks ◽  
Employee Self Service

Internet technology has enhanced the efficiency of the human resource (HR) function in organizations by making the use of self-service technology (SST) functionality commonplace. SST allows employees to enter information directly into a human resource information system (HRIS). It has reduced the time spent on administrative tasks by HR personnel by enabling employees to directly change information (e.g., address changes, benefit plan enrollments, etc.) through employee self-service (ESS) modules. Manager selfservice (MSS) allows managers to perform performance evaluations, transfer and termination paperwork, and pay-rate changes online.

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