Supporting Work-Family Amalgamation through E-HRM

Supporting Work-Family Amalgamation through E-HRM

ISBN13: 9781599048833|ISBN10: 1599048833|EISBN13: 9781599048840
DOI: 10.4018/978-1-59904-883-3.ch120
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MLA

Lekoko, Rebecca Nthogo. "Supporting Work-Family Amalgamation through E-HRM." Encyclopedia of Human Resources Information Systems: Challenges in e-HRM, edited by Teresa Torres-Coronas and Mario Arias-Oliva, IGI Global, 2009, pp. 817-822. https://doi.org/10.4018/978-1-59904-883-3.ch120

APA

Lekoko, R. N. (2009). Supporting Work-Family Amalgamation through E-HRM. In T. Torres-Coronas & M. Arias-Oliva (Eds.), Encyclopedia of Human Resources Information Systems: Challenges in e-HRM (pp. 817-822). IGI Global. https://doi.org/10.4018/978-1-59904-883-3.ch120

Chicago

Lekoko, Rebecca Nthogo. "Supporting Work-Family Amalgamation through E-HRM." In Encyclopedia of Human Resources Information Systems: Challenges in e-HRM, edited by Teresa Torres-Coronas and Mario Arias-Oliva, 817-822. Hershey, PA: IGI Global, 2009. https://doi.org/10.4018/978-1-59904-883-3.ch120

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Abstract

Managerial practices and changes can be understood and appreciated when placed in a historical context. Kramar (2006) suggests that the starting point should be in the1980’s where issues relating to human resources in organizations were steered by managers themselves, with little or no involvement of the humans being managed. This was an instrumental management view because employees were regarded as instruments to be used to produce and deliver services for the benefit of the organization. Managers’ control of workers in ensuring high productivity was highly esteemed. Overemphasizing the role of managers meant downplaying the interests of workers being managed and holding in the highest regard job tasks and how such tasks were performed. It was a management approach that emphasized organizational needs at the expense of individual well-being. This approach attracted some criticisms.

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