رهبری به اشتراک گذاشته شده در برنامه ریزی منابع سازمانی و پیاده سازی سیستم مدیریت منابع انسانی
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|1199||2013||12 صفحه PDF||سفارش دهید||8400 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Human Resource Management Review, Volume 23, Issue 1, March 2013, Pages 114–125
Human resource management systems (HRMS) integrate human resource processes and an organization's information systems. An HRMS frequently represents one of the modules of an enterprise resource planning system (ERP). ERPs are information systems that manage the business and consist of integrated software applications such customer relations and supply chain management, manufacturing, finance and human resources. ERP implementation projects frequently have high failure rates; although research has investigated a number of factors for success and failure rates, limited attention has been directed toward the implementation teams, and how to make these more effective. In this paper we argue that shared leadership represents an appropriate approach to improving the functioning of ERP implementation teams. Shared leadership represents a form of team leadership where the team members, rather than only a single team leader, engage in leadership behaviors. While shared leadership has received increased research attention during the past decade, it has not been applied to ERP implementation teams and therefore that is the purpose of this article. Toward this end, we describe issues related to ERP and HRMS implementation, teams, and the concept of shared leadership, review theoretical and empirical literature, present an integrative framework, and describe the application of shared leadership to ERP and HRMS implementation.
Organizations are increasingly relying on teams to complete work. A team is a group of individuals who work interdependently to solve problems, perform work or work toward goals (Hackman, 1987). An example is the use of teams in implementing an enterprise resource planning system (ERP), which represents an information systems (IS) project. As noted by Faraj and Sambamurthy (2006: 238), “Teams are the fundamental organizational unit through which IS projects are executed.” An ERP is a business management software consisting of a suite of integrated applications organizations use to manage their information and run their businesses.ERPs are scalable, multi-functional, and complex systems and include one or more modules. The purpose of an ERP is to integrate information across core functional areas in the organization (e.g., finance, human resources, manufacturing, customer relationship, supply chain management, etc.), to facilitate the management and flow of information between the functions as well as between the organization and stakeholders. ERPs are now considered the primary technology organizations employ to manage their information (Al-Mashari, 2003).
نتیجه گیری انگلیسی
Implementation team members represent the “worker-bees” and a critical success factor in ERP/HRMS implementation projects. These projects are very complex as well as often long in duration, spanning several years or more, and potentially involve geographical dispersion of team members. The teams play a critical role in determining whether the implementation will be a success or a failure. These teams are composed of highly skilled employees and knowledgeable workers who work on largely interdependent tasks that require cooperation, coordination, sharing of expertise, and decision-making. As such, shared leadership represents a high potential approach to enhance the effectiveness of these teams. The purpose of this paper has been to summarize the background and theory on shared leadership and describe its application to ERP/HRMS implementation teams. We encourage both the testing of the propositions presented, based on our ERP/HRMS implementation team shared leadership framework, as well as the application by organizations of shared leadership to their ERP/HRMS implementation teams.