TECHNOLOGY AND MANAGEMENT OF HUMAN RESOURCES Soft Skills Approach
with < / p> Vikram Karve The main issues of technological developments, which bring people before profits. To the signs of change in the planning and implementation of new technologies and to anticipate the impact of new technologies in the field of human resources, managers must ask questions such as: Move it comes to individual and organizational values? As the working conditions will be different? How the changes affect the organization and / or individual responsibility? Who should be re-skilled?

seeking answers to these questions, it is managers to shift their focus from profit maximization to a concern of the integrated organization. Technology promotes individual values and organizational
Traditionally, people have chosen to use new technologies to dangerous < / strong>, difficult tasks or Sales [ 3D ] to satisfy a felt need to ; or due to a preference for a particular value . Today, technology helps value . An unintended result is that the technology is the main engine and the engine of growth of the organization and human resources plays a minor role. In a word: employees, the goals of technology . concentrate Sun manager for technology organizations should have three questions: How technological changes in working conditions? Agencies often use staff, focuses suffer many hours under the conditions of work on technology and unnecessary stress. Where profits are used to great technology managers to monitor and control the employer in order to maximize performance. employees tolerate manipulation of management, because they want the benefits and job security. with fear and uncertainty as factors that motivate employees to tolerate stress, invasion of privacy, and expanded job descriptions exchange for job security. Before the implementation of technological change, managers must find balance between control and dignity. Technology should be used so as not to interfere with employees and managers to improve, should try to prevent new technologies in order to demoralize the population. What ORGANIZATIONAL Technological change and impact on personal responsibility? technology brings with it the pain of addiction. When employees leave solely or largely on the technology in their duties, they may soon be felt unable to respond, without the technology. So if the technology can replace human beings can, the technology replaces the responsibility. In the technology-based organizations to lead the computer and employees operate machinery. Using the computer as the brain and machines as the backbone of the organization, employees no longer responsible for the production. Because the work is an extension of the self, employees who are not well informed about their work does not feel good about themselves. deal To work with their depression and frustration that people do not seek solutions avenues and sources. never find the answer and the limitation of disappointment, her return to work and to reinforce their feelings of worthlessness. help To the people who cast the vision of himself as inadequate and take responsibility, managers can identify with the workers and to adapt the objectives of the relevant standards for mutual benefit. Managers support and strengthen staff by sharing power and holding people for production and for their safety. In this way technology is the tool , and the organization is the environment in which employee satisfaction are looking for. According to the prosperity of the organization. TO BE RE-trades? When managers perceive the technology as well as strengthening the organization, determines the degree of change in the work, the extent of re – Skilling training. However, if the goal of the renewal of human resources includes, training focuses adjust the settings, relational and intra-organizational. A comprehensive approach to training for technological change requires that managers to change as a process to carry out inter-related factors, and not just training workers how to use new technologies without taking into account behavioral factors, social and contextual [soft skills]. In addition to improving the capabilities should allow managers to workers to express their feelings about their missions and their changing roles and relationships with other employees. where the managers learn to interact with employees in the technologically changed environment in order to create a synergy of experience, strength and knowledge. Some people know, however, Ho does prevent the organization of interaction and ultimately hamper growth. Manager to require the integrity of the company and its employees, must identify the employees use to confront and motivates them to change, and if necessary, remove the. Training in the technological change requires courage and recycling. Technological change requires people, not profits, so the key is to prepare for change, understanding how people react to technology. Managers need to ask how the values and responsibilities towers within their own organizations. You can not replicate the strategies of other companies or use the tactics of the consultant. Vikram Karve Copyright © Vikram Karve 2009 Vikram Karve has asserted his right under the Copyright , Designs and Patents Act 1988, are identified as the author of this book. onclick = “javascript: pageTracker. _trackPageview ( ‘/ outgoing / article_exit_link’)” href = “http://vikramkarve. Sulekha. com /”> ; http://karvediat. blogspot. com http://www. LinkedIn. com / en / Karve