HR Portal: A Tool for Contingent and Individualized HRM

HR Portal: A Tool for Contingent and Individualized HRM

Cataldo Dino Ruta (Bocconi University, Italy)
DOI: 10.4018/978-1-60566-304-3.ch002
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Intellectual capital is today considered a key issue in analyzing the critical determinants of company performance. Companies design more and more human resource (HR) strategies when creating and developing intellectual capital. HR portals are applications that enable single personalized access points designed for specific user profiles and organizational positions. Our clarifications and recommendations highlight that HR portal implementation and use can be contingent if the HR function offers a specific set of HR applications to single employees based on differentiation strategies. HR portal implementation and use can also be individualized if the HR function offers a set of alternatives where the single employee can choose a personal HR configuration that is still aligned with the strategy and based on the differentiation of the workforce. Our contribution intends to underline the role of HR portals as a tool for the pursuit of a mature differentiation strategy of the workforce, where the technologies can increase the opportunities for negotiating and exchanging preferences and expectations between employees and the HR function.
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Recent studies have ascertained the positive relationship between HR strategy and organizational performances, such as individual performance and turnover (Arthur, 1994), market-based performance (Huselid, 1995), return on investment (ROI) (Delery & Doty, 1996), employee retention and firm productivity (Guthrie, 2001). Other authors have discussed how intellectual capital, which has been described as the sum of all knowledge firms utilize (Nahapiet & Goshal, 1998; Subramanian & Youndt, 2005) can be explained in terms of organizational performance, and more generally, competitive advantage. Furthermore, Youndt, Subramanian and Snell (2004) found that organizational performance can be enhanced by HR configurations, facilitating the development of intellectual capital. Despite the numerous studies on the theme, it is still not clear how the variables of HR configurations and intellectual capital interact. There is a gap in literature with regards to the current debate focusing on the development of some Information Technology (IT) tools that are intensely changing the HR function role (Lepak & Snell, 1998) and the contemporary organizations’ way of doing business. Investigations and arguments are however intensifying, as the implementation of HR portals, state of the art IT applications which support HR practices, provide many relevant benefits to the creation and development of intellectual capital.

Objective of this study, aside from filling in some of those intermediate gaps, is to integrate HR strategy theories and configurations, intellectual capital, and information systems and explore the concept of HR portal alignment and personalized HR configuration as key variables for future HR strategies.

Proposition 1: the HR portal configuration, if aligned with the HR strategy, will increase employee contributions to intellectual capital creation and development.

Proposition 2: the HR portal configuration, if offering a range of alternatives through which employees create a personalized HR configurations, will increase employees contribution to intellectual capital creation and development.

The first section of this article discusses the theoretical background of the manuscript, linking strategic human resource management and information system theories. Thereafter, the interpretation of the contingent and personalized HRM strategies through the design of HR portals is presented. Implications for theory and practice are discussed in the final section.

Key Terms in this Chapter

Intellectual Capital: The sum of the knowledge an organization is able to leverage in the process of conducting business to gain competitive advantage.

Human Capital: There are four individual factors which, when combined, define human capital: the genetic inheritance, education, experience, and attitudes about life and business.

Organizational Capital: All the knowledge within the company that has been institutionalized or codified through several instruments, such as databases, routines, manuals, patents, etc.

Personalized HR: The possibility that employees can create a personalized HR configuration, based on a range of alternatives that the HR function offer to employees.

HR Portal: An application that enables companies to unlock internally and externally stored information, and provides users with a single gateway to personalized information needed to make informed business decisions.

HR Portal Alignment: The degree to which the HR portal is designed based on the business mission, objectives, and plans. When alignment exists, the HR portal delivers systems and services that are crucial to the company’s strategy, operations or user needs.

Social Capital: The connections at organizational level, within different individuals and parts of the organization, and at inter- organizational level and their ability to create and share knowledge.

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Editorial Advisory Board
Table of Contents
Tanya Bondarouk, Huub Ruel, Karine Guiderdoni-Jourdain, Ewan Oiry
Tanya Bondarouk, Huub Ruel, Karine Guiderdoni-Jourdain, Ewan Oiry
Chapter 1
Steve Foster
Several organisations have adopted e-HRM technology as a platform for achieving transformational change, improving HR operational processes... Sample PDF
Making Sense of e-HRM: Transformation, Technology and Power Relations
Chapter 2
Cataldo Dino Ruta
Intellectual capital is today considered a key issue in analyzing the critical determinants of company performance. Companies design more and more... Sample PDF
HR Portal: A Tool for Contingent and Individualized HRM
Chapter 3
Barbara Imperatori, Marco De Marco
The evolution of the managerial discourse is the result of fashion lifecycles that sometimes have no rational or technical foundations and find no... Sample PDF
E-Work and Labor Processes Transformation
Chapter 4
Gerwin Koopman, Ronald Batenburg
This chapter theoretically and empirically addresses the notion that user participation and involvement is one of the important factors for IS... Sample PDF
Early User Involvement and Participation in Employee Self-Service Application Deployment: Theory and Evidence from Four Dutch Governmental Cases
Chapter 5
Karine Guiderdoni-Jourdain, Ewan Oiry
In organizations, researchers as well as professionals have generally observed insufficient use of computer technologies when compared to their... Sample PDF
Does User Centered Design, Coherent with Global Corporate Strategy, Encourage Development of Human Resource Intranet Use?
Chapter 6
Nawaf Al-Ibraheem, Huub Ruël
Companies new to the e-HRM technologies are overwhelmed by the dilemma of choosing either the ready-made, off-the-shelf e-HRM systems, or develop... Sample PDF
In-House vs. Off-the-Shelf e-HRM Applications
Chapter 7
Pieternel Kuiper, Betsy van Dijk
Adaptation of electronic forms (e-forms) seems to be a step forward to reduce the burden for people who fill in forms. Municipalities more and more... Sample PDF
Adaptive Municipal Electronic Forms
Chapter 8
Hazel Williams, Carole Tansley, Carley Foster
Global, enterprise-wide, information systems (GEIS) projects are often delayed with budget over-runs often due to a lack of understanding of the key... Sample PDF
HRIS Project Teams Skills and Knowledge: A Human Capital Analysis
Chapter 9
Adam Smale, Jukka-Pekka Heikkilä
The design and implementation of a globally integrated e-HRM system within a multinational corporation (MNC) requires different parties to reach... Sample PDF
IT-Based Integration of HRM in a Foreign MNC Subsidiary: A Micro-Political Perspective
Chapter 10
Huub Ruël
Research on Human Resource Information Systems (HRIS) implementation lacks theoretical depth and richness. For that reason this paper applies a... Sample PDF
Studying Human Resource Information Systems Implementation using Adaptive Structuration Theory: The Case of an HRIS Implementation at Dow Chemical Company
Chapter 11
Jonas F. Puck, Dirk Holtbrügge, Alexander T. Mohr
This chapter empirically analyses the influence of the cultural context on the comprehensiveness to which companies in different countries make use... Sample PDF
Applicant Information and Selection Strategies in Corporate Web Site Recruiting: The Role of National Culture
Chapter 12
Emma Parry, Shaun Tyson
HR practitioners are often expected to be both efficient administrators of the employment relationship and to act as a strategic partner to the... Sample PDF
What is the Potential of E-Recruitment to Transform the Recruitment Process and the Role of the Resourcing Team?
Chapter 13
Pramilla Rao
This chapter will address the role of national culture on e-recruitment practices in India and Mexico. The GLOBE (Global Leadership and... Sample PDF
The Role of National Culture on E-Recruitment in India and Mexico
Chapter 14
Marielba Zacarias, Rodrigo Magalhães, José Tribolet
This chapter will address the role of national culture on e-recruitment practices in India and Mexico. The GLOBE (Global Leadership and... Sample PDF
Modeling Human Resources in the Emergent Organization
Chapter 15
Elfi Furtmueller, Celeste Wilderom, Rolf van Dick
In order to maintain their customer base, many e-recruiting firms are in need of developing innovations. The Lead User (LU) Method has been heralded... Sample PDF
Utilizing the Lead User Method for Promoting Innovation in E-Recruiting
Chapter 16
Sven Laumer, Andreas Eckhardt
In 2007 Erickson and Gratton asked “What it means to work here” and discussed the need for a structured approach to establishing an employer image... Sample PDF
What Makes the Difference? Introducing an Integrated Information System Architecture for Employer Branding and Recruiting
Chapter 17
Karine Guiderdoni-Jourdain
The subject of our communication will be a better understanding of how the regulation between the on line HR designers and HR experts is built, and... Sample PDF
The Enrichment of the HR Intranet Linked to the Regulation's Process Between HR Actors
Chapter 18
Tanya Bondarouk, Vincent ter Horst, Sander Engbers
This research focuses on acceptance of Human Resource Information Systems (HRIS) in medium sized organizations. We look at general SME’s in The... Sample PDF
Exploring Perceptions about the Use of e-HRM Tools in Medium Sized Organizations
Chapter 19
Loubna Tahssain, Mouna Zgheib
The changing business environment and increasing technology is redefining the role of the human resources function. Nowadays, corporations have to... Sample PDF
Perceived Performance of the Human Resource Information Systems (HRIS) and Perceived Performance of the Management of Human Resources (HRM)
Chapter 20
Leon Welicki, Javier Piqueres Juan, Fernando Llorente Martin, Victor de Vega Hernandez
Employee life-cycle processes management (hiring new employees, changing their conditions, and dismissing them) is a critical task that has a big... Sample PDF
Employee Life-Cycle Process Management Improvement with Web-Enabled Workflow Systems
Chapter 21
Manel Guechtouli, Widad Guechtouli
Information Technologies (IT) seem to be affecting individuals and organizations’ communication and behaviors since many years now. This chapter is... Sample PDF
Information Technologies' Impact on Individual Learning Process: The Case of a Community of Practice
Chapter 22
Valéry Michaux
In a second step, this research shows that ICT poses threats but also offers opportunities for unions and trade unionism. The tensions between... Sample PDF
What are the Main Impacts of Internet and Information and Communication Technology on Unions and Trade Unionism? An Exploratory Research in Europe and North America
Chapter 23
Isabelle Parot
In this communication, the author attempts to answer the question of coordination in virtual teams (or remote teams). Virtual teams can result from... Sample PDF
Coordination of Virtual Teams: From Trust to Control
Chapter 24
Jeroen ter Heerdt, Tanya Bondarouk
In this chapter the authors present a revision of the information overload concept elaborated by Eppler and Mengis (2004). The main elements of our... Sample PDF
Information Overload in the New World of Work: Qualitative Study into the Reasons
Chapter 25
Mitchell van Balen, Tanya Bondarouk
In this chapter the authors consider articles in professional literature regarding Human Resource Centers, with the goal to explore issues raised by... Sample PDF
HR Shared Service Centers: From Brand Management Towards Success
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