Abstract:
This paper examines the role of information technology (IT) directly on one central
aspect of work in the twenty-first century, its impact on HRM itself. We use the
long-established ‘Harvard’ model of HRM, offering a more contextualised view of
HRM, a more expansive view of stakeholders, and a wider and more long-term
approach to outcomes. Applying those principles to the literature on IT and HRM
helps us clarify both the advantages and disadvantages to different stakeholders of
the intersection between HRM and technology. We show that rapid technological
developments offer a new, smart, digital context for HRM practices with the better
quality HRM data and enabling a strong HRM ownership by all stakeholders. At
the same time, we see a tension in HRM responsibilities between HRM profession als and organizational members who are not directly assigned HRM tasks but are
the subject of them. On the basis of that analysis we offer suggestions for future
research
