94 Bilevičienė T., Bilevičiūė, E., Paražinskaiė, G. (2015), Innovaive Trends in Human Resources Managemen, Economics and Sociology, Vol. 8, No 4, pp. 94-109. DOI: 10.14254/2071-789X.2015/8-4/7 Taana Bilevičienė, Deparmen of Business Economics, Faculy of Economics and Finance Managemen, Mykolas Romeris Universiy, Vilnius, Lihuania, E-mail: bilev@mruni.eu Eglė Bilevičiūė, Deparmen of Adminisraive Law and Procedure, Faculy of Law, Mykolas Romeris Universiy, Vilnius, Lihuania, E-mail: eglek@mruni.eu, Faculy of Social Technologies, Insiue of Digial Technologies, Mykolas Romeris Universiy, Vilnius, Lihuania, E-mail: giparaz@mruni.eu INNOVATIVE TRENDS IN HUMAN RESOURCES MANAGEMENT Applicaion of informaion echnologies represens a heavily debaed aspecs of human resources managemen. The aim of his paper is o analyze how innovaive human resource managemen could improve he qualiy and efficiency of human resources managemen. The aricle presens he resuls of exper evaluaions carried ou in he Personnel Adminisraion Divisions of he Minisries of he Republic of Lihuania. This paper presens only a par of survey resuls and analysis of heoreical maerial. Following an informaion echnology-based innovaion, environmenal analysis idenified he need o srenghen and supplemen he facors ha encourage innovaion, and reduce or eliminae facors ha were slowing innovaion. The resuls of our research show ha he purposeful cycle of developmen of informaion echnology as innovaion implemenaion can lead o he effecive applicaion of informaion echnology. Received: May, 2015 1s Revision: Ocober, 2015 Acceped: December, 2015 DOI: 10.14254/2071-789X.2015/8-4/7 JEL Classificaion: C02, O32, E2 Keywords: innovaion, informaion echnologies, personnel adminisraion, human resources managemen, effeciveness. Inroducion Managing human resources aciviy has become quie difficul as informaion infrasrucure mus be coninually updaed, applied o a complex of changing aciviies linked o he environmen according o indusry-specific characerisics, and collecively respond o he needs of each company. During he preparaion of his research, a comprehensive analysis of scienific lieraure was done, however for he sake of minimizing he lengh of his paper, only a par was presened. Exising e-governmen scienific achievemens as well as oher research approaches ha are under developmen are of grea imporance when examining he public secor (Davison, 2005; Dawes, Cook, 2007; Millard, 2013; and ohers).
95 Informaion echnology and is applicaion in public adminisraion processes can cause social innovaion, where innovaion occurs boh, as somehing enirely new or as a new combinaion of exising elemens. Researchers from US, European and oher universiies around he world (Schuler, Jackson, 2007; Srohmeier, 2007; Joseph, Ezzedeen, 2008; Thom, Riz, 2008; Walk e al., 2014) have developed research in informaion echnologies and heir implemenaion for human resources managemen. The organizaion mus learn raionally o direc informaion resources for heir developmen, o inegrae inernal and exernal informaion flows and o combine he unique feaures of a paricular company and is values wih informaion echnologies. Scieniss have poined ou ha (Griggs e al., 2015) human resources (HR) educaion is very imporan for successful implemenaion of innovaions. Differen opinions on research of informaion echnologies applicaion in human resources managemen are prevailing in he world of science (Analoui, 2007; Kavanagh, Thie, 2009; Bondarouk, Furmueller, 2012; Almann, Engberg, 2015; Kaou, 2015; and ohers). The purpose of his paper is o invesigae applicaion of informaion echnologies in he process of innovaive human resources managemen a he minisry level in he Republic of Lihuania. Our research obecives were o conduc an exper evaluaion (of saff from he personnel deparmens of he Minisries of he Republic of Lihuania) in order o deermine he inernal and exernal environmen and innovaion facors based on informaion echnology, o evaluae hese facors and how hey affec he iniiaion and applicaion of informaion echnologies for human resources managemen aciviies. Our research mehodology includes a combinaion of heoreical and empirical mehods. A case sudy helps owards achieving a comprehensive, exhausive and deailed social componen sudy. The exper evaluaions used in a case sudy on he implemenaion of informaion echnologies for human resources managemen a Minisries of he Republic of Lihuania. The collecion of empirical daa defines ha wih he help of expers, informaion echnologies (IT) used o perform differen funcions for professionals including heir aiudes or behavior owards i, he IT insallaion processes for human resources managemen (HRM) purposes, and he problemaic issues and echnology-relaed environmenal facors involved. An exper-specialiss survey was conduced from July unil Sepember 2013. Then analysis of hose resuls carried ou wihin he conex of efficiency. This aricle has several pracical implicaions-conclusions and recommendaions were prepared only for he improvemen of informaion echnologies applicaion in personnel adminisraion offices in Minisries of he Republic of Lihuania. This paper presens only a par of he survey resuls. The firs par of he aricle presens an analysis of differen aspecs of IT applicaion in HRM. The second par of aricle presens an analysis of he efficiency of innovaive mehods of HRM. The hird par of aricle explains he research mehodology. The fourh par of aricle presens he research resuls. Finally, we presen he conclusions and furher developmen of opporuniies of research. 1. Informaion echnology in conex of human resources managemen s aciviies European Commission Sraegy Paper Europe 2020 A sraegy for smar, susainable and inclusive growh saes, ha: The arges are represenaive of he hree prioriies of smar, susainable and inclusive growh bu hey are no exhausive: a wide range of acions a naional, EU and inernaional levels will be necessary o underpin hem. The Commission is puing forward seven flagship iniiaives o caalyse progress under each prioriy heme (European Commission, 2010). There are wo key iniiaives Innovaion Union o improve framework condiions and access o finance for research and innovaion so as o
96 ensure ha innovaive ideas can be urned ino producs and services ha creae growh and obs and A digial agenda for Europe o speed up he roll-ou of high-speed inerne and reap he benefis of a digial single marke for households and firms (European Commission, 2010). Human Resources Managemen (HRM) is he organizaional funcion performed by he saff responsible for human resources (HR) managemen and covers a range of aciviies such as recruimen, raining, remuneraion and compensaion, and legal issues (Joseph, Ezzedeen, 2008; Walk e al., 2014). Globalizaion, echnology deploymen and operaion in he condiions of compeiion encourage coninuous review and seeking of he mos effecive courses of acion, o follow global rends and by i o adap or improve hem. Direcing human resource managemen requires a necessiy o use modern echniques and relying on he laes HR managemen researches resuls (Thom, Riz, 2008; Almann, Engberg, 2015; Kaou, 2015). Human Resources Managemen is a specific managemen area, which can be subec o differen informaion echnology. Scieniss (Joseph, Ezzedeen, 2008; Yamamoo, Ozbek, 2008) elecronic human resources managemen defines as human resources managemen process s implemenaion and simplificaion by he operaion on he Inerne nework based echnology. Srohmeier (2007) elecronic human resources managemen echnologies definiion exends by suggesing ha i could be any of he informaion echnology for he design, implemenaion, and communicaion of he human resources managemen funcions. According o Analoui (2007), e-hrm s benefis are a way of reducing he number of asks, solving a lo of rouine adminisraive work, and helping o organize more effecive and efficien work mehods for boh managers and employees aciviies. However, here is no answer o he quesion regarding he ype of HRM aciviies ha informaion echnology can be uilized for. For improving organizaional performance, managers and decision makers should make heir HRM sysems more visible, undersandable, legiimae and relevan (Kaou, 2015). HR professionals mus no only focus on he needs of exising employees, bu also prepare workers for he fuure, o ake care of adminisraive efficiency, and apply heir knowledge in improving he decision resuls, in order o srenghen more confidence in he leadership (Garcia-Carbonell, 2015). Scieniss (Ruël, Bondarouk, Looise, 2004; Kavanagh, Thie, 2009) couner by offering hree purposes of e-hrm: (1) improving he sraegic orienaion of HRM, (2) reducion of coss/ increase of effeciveness, (3) improvemen of services for cusomers/ release for managers and employers. In addiion o knowing wha should be he managemen of human resources and wha possibiliies are offered by new informaion echnologies, i is imporan o deermine how successful o implemen such innovaion. The inernal and exernal environmen s analysis and capaciy developmen for more successfully making innovaion are key crieria ha mus be aken ino accoun (Habibizad Navin e al., 2014). 2. Innovaive human resource managemen in he conex of efficiency The scienific lieraure assigns he crieria: effeciveness, efficiency and economy. Effeciveness is define as he level of purposes achievemen or planned and acual consequences of a paricular aciviy raio. Effeciveness is a op-level crierion because i includes summary of efficiency crieria, o esablish for each of he crierion he influence on resuls of performance, o evaluae he level of assess achievemen of he obecives (Puškorius, 2004). Effecively o manage people is imporan for seeking improvemen of he qualiy of he organizaion's aciviies. Today, public secor efficiency are ofen seen no only as an insiuional performance improvemen, bu how he sysem of elemens, including poliical
97 RECENT ISSUES INN ECONOMIC DEVELOPMENT influence level, poliical and managerial behavior changes, harmonizaion he of f ineres groups opions, ensuring of a consisen regulaory environmen and a sable legal framework, he developmen of implemenaion and evaluaion mehodologies and soo on (Perauskiene, Raipa, 2012). Therefore, he efficiencyy (and also he effeciveness) can be achieved by various mehods and echniques: changes in work processes, employee behavioral changes, and change in he managemen process (Almann, Engberg, 2015). In answering he quesion of evaluaion of effeciveness and efficiency off human resourcee managemen, we may differ he economic and social obecives. Their inerface i called economic and social efficiency and effeciveness (Schuler, Jackson, 2007). Oher auhors (Codagnone, Undheim, 2008; Lengnick-Hall e al., 2009) saredd he efficiency and effeciveness links wih he hree componens of public services value chain: inpu, oupu, oucomes and conexual variables. This approach can be complemen by he insighs of applicaion of IT in human resources managemen. The Sraegic Managemen Manual defines he innovaion as a neww or improved idea or model acquired economicc subsancee over a new produc, commercial ineracions of process or sysem. Hidalgo and Alborss (2008) poins wo main m purposes of innovaions managemen: (1) effecively o manage he innovaions, o creae variey of new suggesions and (2) effecively o manage human resources. Technology innovaionn can essenially be undersood as an ongoing process of inerpreaion and sense making m andd is hus a cogniive process (Almann, Engberg, 2015). Figure 1. IT applicaion effeciveness conex for he innovaive analysis of he human resourcee managemen Source: compiled by he auhors according o Ruel e al. (2004);( Codagnone, Undheim (2008); Reddingonn e al. (2011); Šalčius,, Šarkiūnaiė (2011); Perauskienė, Raipa (2012). Researcherss a McKinsey Global Insiue defines social echnologies as any producs or services allowing he social ineracion in he digial environmen (Chui e al., 2012).
98 Social echnology is he innovaion ha has changed he social processes and made hem more efficien (Almann, Engberg, 2015; Skaržauskienė e al., 2013; Solberg Soilen, Tonini, 2013). Growh and innovaion are possible only if social echnology provides creaion and furher developmen of new echnologies (Leibeseder, 2011; Kaou, 2015). Approach o informaion echnologies as he innovaion in he organizaion and idenificaion of place of echnology in innovaion sysems help deermine which of he heoreical backgrounds of innovaions science rules can be apply o public secor HR managemen office in research of echnology environmen. IT implemenaion is no a erminaive process; raher i is every new usage of conexual and non-permanen sysems. Each implemenaion can be a reaed as a new IT experience and heir complexiies could be rea as erminaive unil users feel more comforable using a paricular IT. The suppor for he user should be ensure (Ruël e al., 2004; Orlikowski, 2000). According o he innovaions diffusion heory, innovaions in essence are implemen a wo levels: he individual and organizaional (Almann, Engberg, 2015). According o Rogers (2003), mos ofen people will no accep unil he organizaion has implemened i. Ye, implemenaion of innovaion a he organizaional level is more complicaed han implemenaion of innovaion a individual level due o he number of individuals needed a he same ime. Each individual has his role during his process, ye a he no only everyone has changed, bu he organizaion as well. Summarizing he heoreical insighs, we can creae IT applicaion effeciveness conex for he innovaive analysis of he human resource managemen scheme (see Figure 1). Qualiy of human resource managemen deermined by he efficiency of he applicaion of informaion echnology. Improving is effeciveness is he background of he HR managemen improvemen. This sudy focused on he deermining facors of effeciveness: social obecives, he legal and poliical framework for inernal and exernal oupus, resuls and impac of such conexual facors as infrasrucure, usage, capaciy value. These include he environmen (legal, poliical, socio-culural), he funcional and srucural evaluaion dimensions. No separae elemens affec he overall applicaion of efficiency, bu i is heir complexiies, herefore he posiives should be maximize and negaives reduced. Srucure of he facors lised in Table 1. Table 1. Environmenal facors influencing IT innovaion Facors ype Subspecies No Saemen in he research ool 1 2 3 4 S1 Direc superior s approach o informaion echnology S2 Employee aiude o informaion echnology Individual S5 The employee's abiliy o use informaion echnologies characerisics S6 Informaion Technology operaing risk (eg. fear of making a misake, fear of he consequences of errors, ec.). S11 Organizaion s decenralizaion S14 Organizaions formalizaion Organizaions S15 The personnel deparmen size properies S16 Personnel Adminisraion Division serviced saff S12 Organizaion s climae S13 Personnel Adminisraion Division organizaional climae S7 Informaion Technology Securiy S8 Informaion echnology benefis for aciviies Technological S9 Direc conac suppor learning o use informaion echnology environmen Guaraneed echnical suppor (abiliy o consul) afer he S10 inroducion of innovaions Inernal facors
99 1 2 3 4 S17 Exernal bodies (eg. Minisry, Governmen) accepance, suppor and financial condiions Publiciy of performance of he organizaion (publiciy measures, S19 Socio-poliical he degree of publiciy) environmen Poliical direcion s change (sraegic prioriies and poliical S20 confidence in he saff changes because of he ruling power change) S18 The availabiliy of new sources of work (where are looking for and wha comes o work) Human S3 HR Educaion resource characerisics S4 The demographic siuaion Exernal facors Source: own work. Through heoreical analysis, we idenified he key in e-governmen heory menioned groups of facors (exernal and inernal condiions) which complemened by deerminans of innovaion diffusion heory and deerminans of echnological facors making consumer s behavior heory. Also included were facors specifically relaed o IT adopion/reecion, described in oher sudies (by direc conac wih a suppor echnician insalling i, he opporuniy o consul afer insallaion and so on). Analyzing he legal and poliical environmen, he basics of IT innovaion were deermined. From a policy perspecive, use and developmen of innovaion is encouraged, especially when i focused on he creaiviy of human resources, because i seeks o develop creaive and an innovaive sociey as well as broad-based innovaions (including echnology, public, iner-insiuional cooperaion). The sudy sough o answer he quesion Wha is he curren use of IT-based human resources managemen in he personnel adminisraion offices of he Minisries of he Republic of Lihuania innovaive and wha changes are needed o make i more innovaive. An unambiguous answer o he quesion is no possible, he chaper aims o raise debae and discuss differen aspecs relaed o innovaiveness, which were disclose by an empirical invesigaion. 3. Empirical research mehodology For implemenaion of he assessmen made by expers from Lihuania Republic minisries, he exper assessmen mehod seleced. The quesionnaire given o he highes level of operaional unis of Personnel Adminisraion Saff of Sae Minisries o HR managemen professionals (hereinafer called he expers professionals). The occupaional saus, academic degree, a cerain scienific and pracical work experience were he indicaors of exper compeence. For his level of invesigaion, i was decide o examine he expers ha were direcly involved wih he use of IT and HR managemen aciviies, and hrough which hese services are provide. I was decide o implemen research wihou ouside expers, since hey did no undersand he specifics of working in his field. An exper-survey was conduc in July Sepember 2013. Analysis of he resuls carried ou hrough he conex of effeciveness. Exper opinions compaibiliy was esed for responses o each quesion, calculaing he Kendall s concordance coefficien W. I is believed ha he appropriae exper compaibiliy is where W 0.5. This paper presens only a par of survey resuls. Quesions based on heoreical analysis. Based on he heoreical analysis here were disinguished he groups of facors influencing developmen of informaion echnologies
100 (inernal and exernal), here were disinguished he subspecies of facors and o each subspecies specific facors were assigned (see Table 1). Expers asked by wo quesions wih purpose o find ou he influence of inernal and exernal facors on innovaion. Quesion 1: Please evaluae he below lised reasons influence on he success insallaion of he informaion echnology proec. The expers had o evaluae he facors on he en-poin sysem from 1 o 10 poins, where 1 means ha he relevan facor does no affec he informaion echnology proec deploymen sages, 10 where is he bigges influence of facor. Quesion 2: Please specify are he following problems encouraging or inhibiing he deploymen of informaion echnology proec. In his case, here was seeking o deermine he same imporance of he facors of adusmen affec s srengh, depending on he naure of he influence (facor impends 1; neiher hinders nor promoes 2, can sop and promoe 3; encourages 4) on informaion echnology proec implemenaion. Expers evaluaion required o achieve compaibiliy of expers. Expers compaibiliy is assessed by he of Kendall concordance coefficien W. In his case, here is only a minimal overall expers opinions compaibiliy W = 0,5002, p-level = 0,003. The concordance rae is significanly differen from zero. 4. Analysis of he research s resuls On he firs sage of resuls processing were calculaed averages for each facor esimaes (see Table 2). Table 2. Expers evaluaion averages. Influence of facors on he success insallaion of he informaion echnology proec Facors Average 9,2 8,3 6,8 6,0 7,8 6,4 7,8 8,7 7,3 8,7 6,6 7,0 7,3 6,6 5,9 6,7 7,2 6,5 5,8 5,8 S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15 S16 S17 S18 S19 S20 Source: own work. Summarizing he averages of values calculaion resuls we could sugges ha alhough individual expers some of he facors assessed as having he greaes impac (10 poins raing), bu in he overall conex (based on he oal average of experise and individual expers group evaluaions average) no one facor is considered as he mos imporan, causing he greaes impac. The expers by 8-9 scoring evaluaed he significance of he following facors: Direc superior s approach o informaion echnology and Employee aiude o informaion echnology hese facors belonging o he group of Individual properies. From he echnological environmen, wo facors are also evaluaed as he mos conribuing o he success of IT innovaion implemenaion i is Informaion Technology benefis for aciviies and Guaraneed echnical suppor (abiliy o consul) afer he inroducion of innovaions. These facors are menioned boh as in open-ended quesions as well as hose graned by grea imporance in he innovaion process. The obvious is he group of facors which by expers are no relevan o he innovaion process. This, in paricular, exernal facors and socio-poliical environmen facors: Publiciy
101 of he performance aciviy of he organizaion (publiciy measures, he degree of publiciy), Change of poliical direcion (changes of sraegic prioriies and poliical confidence saff caused by he ruling power change) and The availabiliy of new work sources (where is looking for and who comes o work) and exernal facors of group Human resource characerisics, i.e., describing he labour complexiy of he facors: educaion and he demographic siuaion. Analogous views are respeced and in he scienific lieraure. Therefore, he coninuaion of such sudies should ake ino accoun he facors held as poenially affecing (for example, o assess by he range of 10-7, he general consensus or expers evaluaion alhough is lower in separae groups, bu is saying ouside his range), ha are quesionable and should be included in consideraion of he paricular siuaion (he overall average is 6-7, some expers groups have lower raings), and which in general should be dismissed (unanimously lower han 6 evaluaions). Based on hese expers survey, he marix of facors summarizing he suiabiliy for furher research shows ha no one facor by expers consensus was no reeced as ineffecive (see Table 3). Table 3. Expers evaluaion scoreboard. Influence of facors on he success insallaion of he informaion echnology proec Facors The expers S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15 S16 S17 S18 S19 S20 1 9 8 5 4 8 7 8 8 6 9 7 6 6 6 4 4 5 5 3 3 2 9 9 5 6 8 7 6 8 7 9 8 8 7 6 5 8 8 7 6 5 3 10 10 8 5 10 5 10 10 8 8 5 5 5 5 5 10 5 5 5 5 4 8 8 5 5 5 5 5 10 10 10 5 7 5 5 5 5 5 5 5 7 5 10 10 7 7 7 7 10 8 8 10 8 6 6 6 6 6 6 8 8 5 6 9 6 7 4 6 6 7 8 7 8 2 6 9 7 8 7 9 5 6 8 7 10 10 10 10 8 8 10 10 10 10 7 8 9 8 10 10 10 8 8 8 8 7 7 8 8 8 5 5 8 8 8 7 6 7 7 4 4 7 8 6 6 9 10 8 8 8 9 5 10 10 5 10 10 10 10 10 10 10 10 9 10 10 10 9 9 8 7 9 8 8 8 8 5 6 7 8 7 6 7 7 7 5 5 11 9 8 6 5 7 7 7 8 5 9 7 8 8 7 6 7 9 6 6 5 12 10 7 5 3 8 7 7 8 5 8 7 7 7 5 2 2 5 5 2 3 Source: own work. The second sage of sudy resuls processing was o summarize esimaes colleced during he expers evaluaion (replies of Quesion 1 and Quesion 2) and he Muliple-crieria Decision Analysis (MCDA) used. Any srucured mehod for a se of possible alernaives championship could be assign o he muliple mehods analysis group. Muliple crieria analysis mehod faciliaes decision-making, when facors canno be assess in quaniaive erms. For alernaives, here is assign a correlaion for ha crieria. The crieria may be quaniaive and qualiaive, or obecive and subecive. Compound (consruced) crieria are no of common inerpreaion, bu we could design is measuremen scale, for example, from 1 o 10 and in his way we can measure is size. Such a measure is subecive. In MCDA process, various mehods are implemen helping o calculae poins, o rank and weigh he crieria (eg. as in his case expers evaluaion). Resuls of expers evaluaion presened in he form of a marix (see Table 3 and Table 4).
102 Table 4. Expers evaluaion scoreboard. Relevance of indicaors Facors The expers S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15 S16 S17 S18 S19 S20 1 2 2 2 2 1 1 4 3 3 3 2 2 2 2 4 4 4 2 3 2 2 3 4 4 2 2 1 2 3 4 3 4 2 4 4 4 4 2 4 4 3 3 3 3 4 4 4 3 3 3 3 3 4 4 4 4 4 3 3 4 4 3 4 3 2 2 2 2 1 4 3 3 3 1 2 4 4 4 4 4 4 4 3 5 2 2 4 2 3 2 1 3 3 2 3 3 3 4 4 3 4 3 3 2 6 3 3 3 2 3 2 2 3 3 3 2 3 3 2 2 2 3 3 2 3 7 2 1 2 2 3 2 2 3 3 3 2 2 2 2 2 2 2 3 3 2 8 4 3 3 4 2 4 2 2 3 3 3 4 4 4 4 4 4 3 4 4 9 2 2 2 2 2 1 2 3 3 3 1 1 1 4 2 2 2 2 2 2 10 3 3 3 4 3 1 4 3 3 3 4 3 3 4 4 4 4 4 3 3 11 3 3 4 4 3 1 2 3 3 3 4 2 2 4 4 4 3 4 4 3 12 2 2 4 3 1 1 4 2 3 3 4 2 4 2 4 4 2 2 3 2 Source: own work. Each facor s relaive esimae may be calculaed in wo ways: eiher by he assessmen of each of hese facors affec on he esimaes (answers o Quesion 1), or by a complex assessmen of and an impac facor (answers o Quesion 1), and esimaes of imporance of facor (answers o Quesion 2). In his case, he srengh of influence adused, depending on he naure of he impac (inhibis; promoes; does no affec, and is braking and promoe). Marix of esimaes of facors influence (Quesion 1) is presened in Table 5. Facors imporance s esimaes marix (Quesion 2) is presened in Table 6. Table 5. Expers evaluaion scoreboard. Esimaes of facors influence Facors Exper 1 2 3 4... m-1 m 1 x 11 x 12 x 13 x 14... x 1(m-1) x 1m 2 x 21 x 22 x 23 x 24... x 2(m-1) x 2m 3 x 31 x 32 x 33 x 34... x 3(m-1) x 3m 4 x 41 x 42 x 43 x 44... x 4(m-1) x 4m........................ n-1 x (n-1)1 x (n-1)2 x (n-1)3 x (n-1)4 x (n-1)1(m-1) x (n-1)m n x n1 x n2 x n3 x n4 x n(m-1) x nm Source: own work. Here x i facor significance esimaes, where i = 1,,n, = 1,,m. In his case n = 12, o m = 20. The normalized esimaor: x x x i ivin i = ; xi max xi min x x i ivin i =, here i = 1,,n, = 1,,m (1) xi max xi min s
103 Table 6. Expers evaluaion scoreboard. Esimaes of facors imporance Facors Exper 1 2 3 4... m-1 m 1 s 11 s 12 s 13 s 14... s 1(m-1) s 1m 2 s 21 s 22 s 23 s 24... s 2(m-1) s 2m 3 s 31 s 32 s 33 s 34... s 3(m-1) s 3m 4 s 41 s 42 s 43 s 44... s 4(m-1) s 4m........................ n-1 s (n-1)1 s (n-1)2 s (n-1)3 s (n-1)4 s (n-1)1(m-1) s (n-1)m n s n1 s n2 s n3 s n4 s n(m-1) s nm Source: own work. Here s i facor significance esimaes, where i = 1,,n, = 1,,m. In his case n = 12, o m = 20. Mehod 1. There were analysing only facors evaluaions, as he resuls from he answers o quesion 1. In his case, n expers evaluaed m alernaives by using he same scale. Their assessmen resul marix x i, i=1,,n; =1,,m, where x i marix of all facors evaluaion by all expers; x i i- h exper - h facor esimae; i = 1,,n, = 1,,m; in his case n = 12, o m = 20. The facor s relaive imporance coefficien I was evaluaed as a firs sep in an ieraive manner o = 0 giving for coefficiens he equal weighing values: I 0 = 1 m, =1,,m. A furher sep = 1,2,... imporan coefficiens were adused by formulas (Dzemyda e al., 2007): x i = m = 1 I 1 x i, =1,,m (2) S = n m i= 1 = 1 x i x i (3) I = 1 S n m xi xi, i= 1 = 1 I = 1, (4) here: x i i- h exper - h facor esimae; x ieraion of i- h exper esimae; i i = 1,,n, = 1,,m; in his case n = 12, o m = 20; S ieraion of sum of all facors; I ieraion of facor s relaive imporance coefficien, calculaions are repeaing ill he such condiion: 1 I I < ε = 0,05 would be reached;
104 ε chosen precision of calculaion. Calculaion resuls are presened in Table 7. Mehod 2. Combining expers assessmens of quesions 1 and 2, a synheic indicaor is calculaed. In his case, he crieria values are aggregaed o give he oal value on he basis of i he facors were assessed. The oal value for he facor a is calculaed as: Q ( a ) = n i= 1 q i, (5) here Q (a ) he oal value for he facor a, q i = x i s i insananeous value of crierion, x i esimae of he significance of facors, s i esimaes of imporance of facors, i = 1,,n, = 1,,m. Crierion (expers evaluaion) weigh can be calculaed as: W = m Q ( a ) = 1 Q ( a ), (6) Calculaion resuls are presened in Table 7. Table 7. Resuls of during empirical research used echnologizaion environmenal facors relaive valuaion by muliple crieria complex proporional evaluaion mehod No Facors 1 mehod 2 mehod Relaive value of facor 1 2 3 4 S1 Direc superior s approach o informaion echnology 0,06 0,08 S2 Employee aiude o informaion echnology 0,06 0,06 S3 HR Educaion 0,05 0,06 S4 The demographic siuaion 0,04 0,04 S5 The employee's abiliy o use informaion echnologies 0,05 0,05 S6 Informaion Technology operaing risk (eg. fear of making a misake, fear of he consequences of errors, ec.). 0,04 0,01 S7 Informaion Technology Securiy 0,05 0,05 S8 Informaion echnology benefis for aciviies 0,06 0,08 S9 Direc conac suppor learning o use informaion echnology 0,05 0,07 S10 Guaraneed echnical suppor (abiliy o consul) afer he inroducion of innovaions 0,06 0,09 S11 Organizaion s decenralizaion 0,05 0,04 S12 Organizaion s climae 0,05 0,04 S13 Personnel Adminisraion Division organizaional climae 0,05 0,06 S14 Organizaions formalizaion 0,05 0,05 S15 The personnel deparmen size 0,04 0,02 S16 Personnel Adminisraion Division serviced saff 0,05 0,04 S17 Exernal bodies (eg. Minisry, Governmen) accepance, suppor and financial condiions 0,05 0,07 S18 The availabiliy of new sources of work (where are looking for and wha comes o work) 0,05 0,05
105 RECENT ISSUES INN ECONOMIC DEVELOPMENT 1 S19 S20 2 3 Publiciy of performancee of he organizaion (publiciy measures, 0,04 he degree of publiciy) Poliical direcion s change (sraegicc prioriies and poliical confidence in he saff changes because of he ruling power 0,04 change) ToalT 1,00 4 0,03 0,02 1,00 Source: own work. In assessing he imporance of hee facors according he calculaed relaive values, i is assumed ha he equivalen relaive imporance of he 20 facors would be 1/20 or W = 0.05. Afer calculaion by he firs mehod i was found ha 4 ou of he 20 facors have greaer han average value (Direc superior approach o informaion echnology, Employee aiude o informaion echnology, Informaion echnology benefis, b Guaraneed echnical suppor (abiliy o consul) afer he inroducion of innovaions) and anoher en facors proved ha W = 0.05, has an average value. When compared wih he ohers, Five of he 20 facor according o expers, have reduced imporance in he insallaion of informaion echnology-based innovaion his iss he demographic siuaion, s he risk off usage, deparmen size and socio-poliical elemens of he environmen such as he publiciy of he performance of organizaion aciviies and change in poliical direcion. d Figure 2. Relaivee value of environmen nal facors adminisraion services Source: own work. in he Lihuanian Minisries personnel
106 Afer calculaion by he second mehod, he disribuion is quie differen: here are more diverse and more accurae differeniaion. Consisen wih he above logic, he imporance of all facors ha value W 0,05, is wih a high influence posiive and srong, and i is he sronger, he higher he relaive esimae. All facors wih lower han W 0,05 value, have an average impac on he innovaion process, and facors reached W = 0.1 esimae he affec absoluely poorly he progress in he innovaion process (Figure 2). When designing he sudy here was a decision o rely on saemens of several heories abou he facors ha conribue o he innovaion process. I can unequivocally sae ha such a decision was usified. Alhough no all chosen facors evaluaed as having an impac, however, significanly exending he lis of facors we saw he groups ha should have been included. From he six, direcly wih IT relaed facors (he saff s abiliy o use informaion echnology, informaion echnology usage risks (eg. he fear of making a misake, fear of he consequences of errors, and so on), informaion echnology securiy, informaion echnology benefis for aciviies, direc conac suppor learning o use informaion echnology, guaraneed echnical suppor (abiliy o consul) afer he inroducion of innovaions) he five facors inclusion worked. Afer calculaion by mehod 2 combining expers esimaes of Quesion 1 and Quesion 2, a synheic index was calculaed, which helped o reveal more clearly he role of each facor in he general populaion. This basically enriched boh heory and model and is use helps o adap echnology innovaions research. Conclusion Human resources business processes auomaion and informaion managemen are becoming imporan organizaion efficiency facors. However, in realiy, operaing a a rapid pace on he environmen, processes and work conen change for ensuring he qualiy of he HR informaion, informaive and user search capabiliies due o waseful organizaion of informaion managemen is sill difficul. The empirical resuls show ha expers professionals as consumers are no compleely saisfied wih he iniiaion and implemenaion of innovaion processes. Comparison of curren and arge siuaions hrough a specific case sudy shows ha because none of he innovaions insallaion sages received equal evaluaions mean ha would correspond by imporance o he assessmens by expers provided o he sage in an ideal innovaion implemenaion process. The highes and mos consisen is innovaion presenaion and ensuring ha mainenance and adusmen of an innovaion will be perform. The bigges gap is beween he analysis of user needs, presenaion of demos and feedback on he process. Provision of he Law of he Republic of Lihuania on Informaion Resources Managemen o upgrade he implemened innovaions according o he users repors no brough ino life. These sages are characerisic no of he IT lifecycle, bu of he IT-based innovaion lifecycle. In oher words, his is he weakes link in he IT implemenaion process, which subec o aenion and improvemen by he provisions of innovaion and changes as well as proec managemen would faciliae he adopion of he a.m. ools in an organizaion. Though being formalize no seen as a posiive or negaive facor, cerain changes in he legal and organizaional environmen should be pursue. Lasly, he role of iniiaor and innovaor, aribued by exemplary personnel adminisraion regulaions in Minisries of he Republic of Lihuania, o he deparmen manager is no realize in full o overcome exising legal obsacles and formalizaion. This has been evidenced in all Minisries excep for he Minisry of Environmen, Minisry of Finance, Minisry of Inerior and Minisry of Agriculure where a possibiliy o iniiae innovaions is provided subec o he managemen agreemen. These provided opporuniies o influence decisions and change in he field of echnologizaion heir operaional funcions. The supplied replies sugges ha possibiliies of self-dependen
107 deermining are he leas. This is no surprising especially in view of he public secor naure, informaion securiy sandards, ineroperabiliy requiremens, ec. However, consrain characerisic of he public secor in his sphere is winesses by he belief ha all he implemenaions are done a he miniserial or sae level a he minimal choosing abiliy for employee eams. This could possibly hinder he innovaion dispersion and enrenchmen and should be subec o change. Applicaion of he innovaion managemen and change conrol principles o he sysem life-cycle and promoion of end-user involvemen in he iniiaion, developmen and implemenaion processes would srenghen he oucome (availabiliy, implemenaion) chains in he sysem of improving effeciveness. The enhanced inference process in he sphere of efficacy would faciliae he achievemen of beer resuls: provide greaer benefis, reduce barriers, and increase employee saisfacion. By srenghening he role of managers o increase heir effeciveness, would conribue o beer undersanding of economic and social obecives for boh workers and employers. This would as well srenghen he posiive impac on he organizaion. Informaion echnology-based innovaion environmenal analysis indicaes he need o focus on he reinforcemen and replenishmen of facors ha encourage innovaion, and he facors ha weaken innovaion and remove he facors ha impede innovaion. There are wo groups of inernal facors affecing IT-based innovaion applicaion. Firs, he facors relaed o he specifics of IT-based innovaions, increase and promoion of is use hrough approach formaion, i.e. posiive employee aiudes would be promoe by he posiive aiude of he manager owards IT and by proper presenaion of innovaion benefis o aciviies. Ohers ha are relaed o is use and srenghening he usage skills hese are he benefis of echnologies ha were presened prior he sar of insallaion, possibiliy o consul he echnology operaion learning process and ensure assisance using informaion echnologies afer insallaion. Thus, in order o achieve he effecive applicaion of IT in HR managemen of an organizaion, i is imporan o ake ino accoun he echnological naure of innovaion and eliminae he barriers ha oppose i. During research, only personnel saff (expers) of Minisries of Republic of Lihuania quesioned. Furher research could be perform as follows: Exernal expers could be involved in order o evaluae he success of he framework applicaion. Their insighs could help o avoid subeciviy. Criical observaions would conribue o he process and sysem effeciveness. Valuable informaion could be obain analyzing he foreign bes pracices and applying assessmens of he Governmen o Employee framework applicaions provided by foreign expers. I is likely ha an invesigaion done a anoher insiuion or even in anoher counry; oher innovaion applicaion process and environmenal aspecs would be revealed. References Almann, P., Engberg, R. (2015), Managing Human Resources and Technology Innovaion: The Impac of Process and Oucome Uncerainies, Inernaional Journal of Innovaion Science, 7(2), pp. 91-106. Analoui, F. (2007), Sraegic Human Resource Managemen, Thomson. Bondarouk, T. V., Furmueller, E. (2012), Elecronic Human Resource Managemen: Four Decades of Empirical Evidence. In he Bes Paper Proceedings of he Academy of Managemen Meeing 2012, ACM.
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