Managing IT In Human Resources: A Literature Review

Management of the human resources of the organization needs to be done effectively for the attainment of the objectives of the business. There are different aspects related to managing the employees or human resources of IT companies. Selection and recruitment of the employees need to be done after considering different aspects. These aspects help in selection and recruitment of the suitable and talented human resources for developing an effective human resource base for the organization. Recruitment and selection is an important function of the HRM department of the organization. Recruitment and selection of the employees are dependent on the requirements and needs of the organization. Selection of the talented employees for filling the job position is a challenging task for the organization (Kamoche, et. al., 2012).

In the words of Hopp & Zenk (2012), the impact on the quality of the recruitment and selection process of the organization can be seen on the performance of the organization and profit margins of the organization. Adopting an effective recruitment and selection process helps in reducing the employee turnover of the organization as well as filling the jobs available in the organization with the talented candidate. An organization takes a decision regarding the recruitment and selection of the employees on the basis of different requirements.  Educational achievements and experience of the employees must be considered by the organization while recruiting an employee. Every department of the organization focuses on enhancing the performance of the employees for the attainment of the objectives of the organization. Different methods can be used by the organization for enhancing the performance of the employees (Hayami, et. al., 2012).

There are various aspects associated with the organization which determines the manner in which selection and recruitment of the employees.  These aspects include basis or method adopted or followed by the organization for the recruitment of the IT and non-IT employees, qualifications required for matching the job profile, profile of the employees, requirement of the employees., size of the organization, hierarchical level of the organization, planning program for IS employees and ways in management of the turnovers of the IT professionals in the organization is done.  These aspects can affect the performance and growth chances of the business at large. These aspects need to be considered by the organization while taking decisions for the management of the IT human resource of the organization (Perez Arrau, et. al., 2012).

Methods of recruitment of the employees differ from organization to organization as the requirement of the company affects the methods used for recruitment of the employees. Organizational performance is dependent on the recruitment and selection process adopted by the organization. Different organizations operating in the different industries and the operations of the business determines the methods business adopted for recruitment of the employees. Different organizations use different methods for the recruitment and selection of the IT and Non-IT employees. IT employees are recruited with the need of the IT projects of the organization. An IT organization engaged in IT business recruits the employees who are having knowledge of IT (Sanyal & Sett, 2011).  

In an IT consulting company ATOS, selection and recruitment are dependent on the needs of the IT project. Type of requirement helps in determining the basis on which selection and recruitment activity is carried out. An organization METRO is using internal as well as an external approach to the recruitment of the talented candidates for IS job. The internal approach can be used for filling the higher positions in METRO as the employees of the organization are aware of the manner in which operations of the organization are conducted. This approach can be an effective approach which ensures that the operations of the organization are not getting affected. The external approach can be used for filling the different positions of the METRO. Jobs can be posted for a specific duration and resumes are received for the specified duration. Selection is to be done after analyzing the resumes and conducting two rounds of interviews (Noblet, et. al., 2012).

Another important aspect is employee profile of the IS department of the company. Size of the organization helps the organization in identifying the need for the employees for the execution of operations of the business. Different organizations are operating at different levels and requirement of these organizations for the human resource differs. Different levels are set in a department and analysis is done of the description of the job for the selection of the suitable candidate. Different hierarchical levels are set by the organization for the purpose of ensuring that the operations of the organization are being performed with proper supervisor and monitoring. Managers of the department are responsible for the management of the performance of the different staff (Snell & Bohlander, 2013).

An IT consulting company ATOS operating in different countries may require 50 to 70 employees for conducting the operations of the company. IT consulting company ATOS offer 3 to 4 job descriptions to the employees and 2 to 3 hierarchical levels are there in the organization. In the IT consulting company ATOS, the ratio of IS manager and the staff is 1:10, where 1 manager is responsible for 10 employees. In the IT department of the METRO 100 employees are required for conducting the operations of the organization. Unique jobs are being offered in the IT department of the company as 100 job positions are offered. 4 hierarchical levels have been set in the organization which includes Employees-Manager-Director-CIO. The ratio of the manager to staff is dependent on the particular area. Normally 1 manager in METRO is managing 3 employees and this number of employees can go up to 10 (Horwitz, 2012).

Selection of the candidates is based on the qualification of the employees. Qualification of every job differs from each as it depends upon the tasks or roles assigned to the individual performing the specific job. Organizations need to analyze the qualifications for every job title on the basis of the roles assigned to the job title for meeting the objectives of the organization. In the IT consulting company ATOS, the minimum qualification for the IS employees is BS or MBA. In the IS department of the METRO, an IS employee need to be a graduate. The candidate must possess qualifications for performing the jobs of business experience and systems knowledge (Bruhn, et. al., 2010).

Career planning program is vital for the organization for enhancing the skills and knowledge of the employees. Training and development needs play a vital role in every organization as the performance of the employees is dependent on the skills and knowledge of the employees of the organization. For the enhancement of the skills and knowledge of the employees, an organization must analyze the training needs of the employees so as to make decisions regarding the initiation of the career planning programs (Snell & Bohlander, 2013).

These training programs or career planning programs focus on preparing the employees for future opportunities which enhance their satisfaction level as well as their performance. Performance of the employees needs to be reviewed or monitored on regular intervals for ensuring that the employees are performing the roles assigned to them effectively. This review or monitoring of the performance of the employees helps the organization in the identification of the training and development needs among the employees (Bloom & Reenen, 2010).

IT consulting company ATOS is initiating career planning programs for the IS employees for encouraging the employees for performing better. Career progression program for the IS employees develops the knowledge and skills of the employees performing the operations of the IT consulting company ATOS. Another organization METRO is conducting mid-year and annual year review of the performance of the employees of IS department. METRO focuses on preparing the employees by providing training to them for developing future needed skills. These skills developed by the career planning program of METRO will help the employees for grabbing the growth opportunities for better future roles and positions (Kamoche & Newenham-Kahindi, 2012).

It is vital to manage the turnover of the IT professionals of both the companies for enhancing the performance of the organization and attaining objectives. For the management of the turnovers of the employees or performance of the employees, there is a need to conduct training sessions. These training sessions should aim at enhancing the skills and knowledge of the employees. An organization can provide training to the employees for the purpose of coping with the changing aspects of the business environment. This approach will enhance the performance of the employees as well as of the organization. This approach will enhance the satisfaction level of the employees which will reduce the employee turnover rates and cost and time involved in the recruitment and selection of the employees (Sanyal & Sett, 2011).

ATOS and METRO both organizations are taking initiatives for the management of the turnovers of the IT professionals. ATOS is providing training to the employees for the new upcoming products and promoting the part-time education as an opportunity for them. Turnover of IT professionals METRO is not as high as it is near to zero. The reason behind this low turnover is a high level of job satisfaction and benefits including pension and 401K match (Horwitz, 2012).

Bloom, N. & Reenen, J. V., 2010, “Why do management practices differ across firms and countries”, LSE/Stanford mimeo forthcoming Journal of Economic Perspectives.

Bruhn, M., Karlan, D. & Schoar, A., 2010, “The Effect of Mentorship on SME Growth in Mexico”, University of Chicago, mimeo.

Hayami, H., Nakamura, M. & Nakamura, A., 2012, “Wages, overseas investment and ownership: implications for internal labor markets in Japan.(on managing human resources in Africa)(on managing human resources in Africa)”, International Journal of Human Resource Management, 23(14), pp.2959–2974.

Hopp, C. & Zenk, L., 2012, “Collaborative team networks and implications for strategic HRM”, The International Journal of Human Resource Management, 23(14), pp.2975–2994.

Horwitz, F.M., 2012, “Evolving human resource management in Southern African multinational firms: towards an Afro-Asian nexus”, The International Journal of Human Resource Management, 23(14), pp.2938–2958.

Kamoche, K. & Newenham-Kahindi, A., 2012, “Knowledge appropriation and HRM: the MNC experience in Tanzania”, The International Journal of Human Resource Management, 23(14), pp.2854–2873.

Kamoche, K., Chizema, A., Mellahi, K. & Kahindi, N. A., 2012, “New directions in the management of human resources in Africa”, The International Journal of Human Resource Management, 23(14), pp.2825–2834.

Li, J., Huang, J., Liu, Z., Zhu, H. & Cai, Z., 2012, “The effects of employee training on the relationship between environmental attitude and firms' performance in sustainable development.(on managing human resources in Africa)”, International Journal of Human Resource Management, 23(14), pp.2995–3008.

Noblet, A., Maharee, L. S. & Rodwell, J., 2012, “Using job strain and organizational justice models to predict multiple forms of employee performance behaviours among Australian policing personnel.(on managing human resources in Africa)(on managing human resources in Africa )”, International Journal of Human Resource Management, 23(14), pp.3009–3026.

Perez Arrau, G., Eades, E. & Wilson, J., 2012, “Managing human resources in the Latin American context: the case of Chile”, The International Journal of Human Resource Management, 23(15), pp.3133–3150.

Sanyal, S. & Sett, P.K., 2011, “Managing human resources in dynamic environments to create value: role of HR options”, The International Journal of Human Resource Management, 22(9), pp.1918–1941.

Snell, B. & Bohlander, G. W., 2013, “Managing human resources”, Mason, Ohio : Andover: South-Western ; Cengage Learning.