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The HRM field is entering smart businesses where the human,digital and high-tech dimensions seem to increasingly converge, and HRM needsto anticipate its own "smart" future. Technological developments andinterconnectedness with and through the Internet (often called the "Internet of Things") set new challenges for the HRM function. Smartness enacted by HRMprofessionals - notions of "smart industries", "smart things" and "smartservices" all put new pressures on strategic HRM. Since the 1990s,organisations have increasingly been introducing electronic Human ResourceManagement (e-HRM), with the expectation of improving the quality of HRM andincreasing its contribution to firm performance. These beliefs originate fromideas about the endless possibilities of information technologies (IT) infacilitating HR practices, and about the infinite capacity of HRM to adopt IT.This book focuses on the progression from e-HRM to digital HRM towards smart HRM. It also raises several important questions that businessesand scholars are confronted with: What kind of smart solution can and will HRM offer to meet the expectations of thelatest business developments? Can HRM become "smart" and combinedigitisation, automation and a network approach? How do businesses futureprooftheir HRM in the smart era? What competences do employees need to ensurebusinesses flourish in smart industries? With rapid technological developments and ever-greater automation andinformation available, the HRM function needs to focus on non-routine andcomplex, evidence-based and science-inspired, and creative and value-addedprofessionally demanding tasks.

e-HRM --- Business policy --- Personnel management --- Organization theory --- Personnel management. --- Technological innovations. --- E-books --- Breakthroughs, Technological --- Innovations, Industrial --- Innovations, Technological --- Technical innovations --- Technological breakthroughs --- Technological change --- Creative ability in technology --- Inventions --- Domestication of technology --- Innovation relay centers --- Research, Industrial --- Technology transfer --- Corporations --- Employment management --- Human resource management --- Human resources management --- Manpower utilization --- Personnel administration --- Management --- Public administration --- Employees --- Employment practices liability insurance --- Supervision of employees --- Technological innovations --- Business & Economics --- Organizational theory & behaviour. --- Organizational Behavior.

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This volume places social innovation between human resource management (HRM) and technology. There is a growing acceptance of the theory that HRM is strategically important for social innovation within organizations. To meet the requirements of globalization, diversity, "war for talent", and fast technological developments, HRM should allow a greater amount of flexibility and innovation in their policies and practices. In order for this to happen, however, HRM needs to be modernised by replacing inefficient and unsustainable HR practices and forms with flexible, sound, and pioneering ones, crossing inter- and intra-organizational boundaries. Built within the Social Innovation research tradition, this volume views innovation of HRM from two ends of one continuum: At one end, HR practices and policies should be designed to support innovative organizational members, the creation of new ideas, an innovative organizational climate, and enlargement of the innovation capacity of organizations. At the other end, the HRM function evolves through applying new structures and new channels for delivery of the HR practices, and through involving new agents in the management of Human Resources.

Management information systems. --- Personnel management -- Data processing. --- Personnel management -- Technological innovations. --- Commerce --- Business & Economics --- Marketing & Sales --- Personnel management --- Technological innovations. --- Management information system. --- Corporations --- Employment management --- Human resource management --- Human resources management --- Manpower utilization --- Personnel administration --- Management --- Public administration --- Employees --- Employment practices liability insurance --- Supervision of employees --- Management information systems --- Technological innovations --- E-books --- Computer-based information systems --- EIS (Information systems) --- Executive information systems --- MIS (Information systems) --- Sociotechnical systems --- Information resources management --- Communication systems --- Business & management. --- Personnel & human resources management. --- Organizational theory & behaviour. --- General. --- Human Resources & Personnel Management. --- Entrepreneurship. --- Social aspects.

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The ebook edition of this title is Open Access and freely available to read online. Smart industry requires better management. As industrial and production systems are future-proofed, becoming smart and interconnected through use of new manufacturing and product technologies, work is advancing on improving product needs, volume, timing, resource efficiency, and cost, optimally using supply chains. Presenting innovative, evidence-based, and cutting-edge case studies, with new conceptualizations and viewpoints on management, Smart Industry, Better Management explores concepts in product systems, use of cyber physical systems, digitization, interconnectivity, and new manufacturing and product technologies. Contributions to this volume highlight the high degree of flexibility in people management, production, including product needs, volume, timing, resource efficiency and cost in being able to finely adjust to customer needs and make full use of supply chains for value creation. Smart Industry, Better Management illustrates how industry can enabled by a more network-centric approach, making use of the value of information and the latest available proven manufacturing techniques.

Production & quality control management --- Management decision making --- Sustainability --- Industry 4.0;Digitalization;Connectivity;Flexibility;Robotization;Smart Work;Future Proof;Flexible work;Machine Learning --- Industrial management --- Business & Economics --- Management: leadership & motivation. --- Technological innovations. --- Management.

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Organizations have increasingly been introducing web-based applications for HRM purposes, and these are frequently labeled as electronic Human Resource Management (e-HRM). Much is expected of e-HRM in terms of improving the quality of HRM and increasing its contribution to company performance. Major investments are involved and are justified given the expectations that e-HRM will improve HRM quality in organizations by freeing staff from administrative loads. These beliefs originate from ideas about the endless possibilities of information technologies (IT) in facilitating HR practices, and about the infinite capacity of HRM to adopt IT. At the same time, it is not clear where e-HRM research should be positioned. Is it a new and substantial research area, or at the crossroads of other academic domains, such as Innovation Management, IT implementation, and/or HRM? Theoretical complexity has practical consequences for e-HRM projects and their management. The one-sided scholarly e-HRM works available fail to fully address this lack of clarity and, if anything, deepen the divisions between the various academic domains. To this end, we have been involved in a series of research projects, academic workshops, and conferences exploring the application of information technologies to various HR practices. Along with the Special Issues of the International Journal of HRM, International Journal of Technology and Human Interactions, and International Journal of Training and Development, this volume is a tangible outcome of three European e-HRM Academic Workshops (2006, 2008, 2010), and two International Workshops on Human Resource Management (2007 and 2008). Further, we gratefully acknowledge Graeme Martin, Martin Reddington, and Heather Alexander for their 2008 book on technology and transforming HR. By focusing on the theories and practices of technology in HRM in a range of international settings, it provided a foundation for our project and this volume and has, hopefully, allowed us to bring a greater focus to the theoretical developments within the field of e-HRM research. We hope that this book clarifies the need to crystallize a theoretical framework for e-HRM research, raises further questions, and supports discussions.

Personnel management.

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This volume explores and presents challenges that "traditional" organisations experience once they take off towards self-managing organisations (or Teal Organisations). The concept of Teal Organisations is not surprising nowadays, but strangely enough it remains a dream concept: the majority of modern organisations represent hierarchical managerial constructions, with little to no evidence of self-management.The main characteristics of self-management are well-known: whole tasks; organisational actors equipped with a certain skill portfolio that is required to accomplish these tasks; work organised in teams that have autonomy for decision-making and performance management. Self-management is often accompanied by greater flexibility, better use of employees' creative capacities, increased quality of work life, and decreased employee absenteeism and turnover, eventually resulting in increased job satisfaction and organizational commitment.In this volume, we suggest that self-managing teams require a new way forward in modern organisations. Particularly, we offer a new roadmap for leaders who are responsible for the implementation of self-managing teams.

Self-directed work teams. --- Management --- Personnel management. --- Employee participation.