Valuing People and Technology in the Workplace: A Competitive Advantage Framework

In her new, thought-provoking book, Dr. Hughes provides an intriguing paradigm shift from which to view the relationship between workers and technology. She makes a compelling argument that these two entities are not mutually exclusive from one another and that workers themselves should be valued as much as technology. Additionally, she provides a functional model which serves as a guide to how organizations can work to achieve amazing results while at the same time providing their workers with meaningful training, enhanced skills, and ultimately increased motivation. As a business owner with over 22 years of experience, I know firsthand the importance of being competitive and the ever present need for continuous technological enhancements to remain viable in the marketplace. This book challenges conventional wisdom and provides a roadmap which we all can follow to make our organizations stronger.

The book Valuing People and Technology in the Workplace: A Competitive Advantage Framework affords researchers and practitioners insight into a world that at this point in time is not fully understood by organizational leaders. In reality we must begin now to understand, design, and operate workplaces with the values of people and technology as described in this book. The workplace of the future requires a different approach to remain competitive. Futuristic corporate leaders and academic scholars, today, must be in a position to understand how to motivate people and value them within the organization when they are essentially not the central focus of the workplace that is envisioned over the next five decades.

Hughes (U. of Arkansas) defines five values of people and technology development within organizations and explores the similarities between technology development and human resource development. Separate chapters examine how businesses can enhance their competitive advantage by realizing the value of location, mindful resource usage, maintenance, modification, and time. Cognitive initiatives demonstrate the practical role teaching, learning, procedures, and motivation can play in the effective execution of organizational goals. Behavioral initiatives align employees with their technological goals while cultural initiatives address an organization's climate both internally and externally.