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Research Proposal
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Impacts of E-HRM Technologies on the Roles and Competencies of HRS Professions in the Banking Sector in UAE (Research Proposal Sample)


This assignment covers

  1. Critically evaluate contemporary research in a specialist area of business management.

  2. Design, plan and manage an in-depth research in the form of a dissertation


This assignment does not cover

  1. Collect, analyse, interpret and evaluate data generated by the research project.

  2. Communicate research findings in a written manuscript which meets academic standards at degree level and professional standards of presentation.



Impacts of E-HRM Technologies on the Roles and Competencies of HRS Professions in the Banking Sector in UAE
Objectives of the Study:
The study focuses on the outcomes of adopting e-HRM and is related to the HR functions and the potential goals will be addressed where there will be analysis of past literature in e-HRM and HR. The proposal investigates the impact of e-HRM technologies on the roles and competencies of HRS professionals in the banking sector in the UAE and the sub research objective are
To determine how the introduction of E-HRM system has affected the roles and competencies of the HR profession in the banking sector in UAE with the aid of case studies and interviews through a qualitative research methods.
To investigate the extent in which the introduction of E-HRM in UAE has changed the role of HR professionals.
To investigate the level competencies required for the HR professionals to operate an of E-HRM application in the organization.
Literature Review
This section reviews related literature on E-HRM and the roles and competencies of HRS professions. The literature distinguishes HRIS, which is mainly utilized by the HR department to facilitate and improve HR processes while E-HRM mainly represents online HRM systems that are used by the employees and managers. When implementing E-HRM then projects are most successful, when they are developed within budget and on-time where the system can be reliably maintained to meet the needs of employees, line managers and HR professions (Bondarouk, Ruël & Looise, 2011). When implementing e-HRM the challenge of acceptance is common since the process is under- theorized while impact on the HR function and management has not been deeply studied (Bondarouk, Ruël, & Looise, 2011).
There are reasonable amount of researches covered regarding to HRM and E-HRM, and these studies provides reliable literature to underpin the research topic. The study is important to understand the impact of the regular transformation of E-HRM. The evaluation of HRM to E-HRM has been observed from four perspectives, which are traditional function of HR practices. They include E-recruitment, E-training, E-Performance appraisal and E-compensation. Therefore, literature review discussion is aligned to respond to the research questions as it covers the potential of the H-HRM changing roles and improving HR competencies. Further, the literature highlights the impact of E-HRM on roles and competencies required in the HR profession. In addition, Line managers are considered as an important team need in the implementation of E-HRM because the transformation has introduced new roles that are beyond the scope of the HR professional duties and responsibilities. Therefore, to respond to the transformation, HR professionals should be equipped to master the new roles by acquiring requisite skills, knowledge and competencies that include technology expertise, personal credibility and change management and delivery of HR practices.
Organizations increasingly use some form of technology to manage people. E-HRM is defined as the process of planning, implementing and applying information systems to facilitate the performing of HR activities and implementing the HR policies and practices using web based technology (Parry, 2014). Authors have also distinguished e-HRM from HRIS where e-HRM is utilised by various stakeholders, and as the applications of technology grow it is possible for employees and line managers to conduct HR activities using the self-service technology (Parry, 2014, p. 590). While the adoption of e-HRM helps in saving money and improving the services associated with the HR function there is also strategic orientation of HRM and value creation (Corner and Ulrich, 2013). Similarly...

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