Impact of the use of HR internet applications on managers' satisfaction with the HR function

This thesis explores the impact of the use of Internet applications, provided by theHuman Resource (HR) ftinction as an internal supplier, on its internal customers'satisfaction at the managerial level with the HR function, using role theory to underpinthe research. From a review of the literature on role, and the relevant fields of HR,internal marketing, and information and communication technology (ICT), a conceptualframework was developed. The study set out to fill a gap in knowledge and addressesthe under-development in the HR field regarding HR's relationship with its customers,its use of technology to provide services, and the impact this has on customersatisfaction with the HR function. An exploratory theory building research methodologywas adopted.The study follows a realist approach to social enquiry. Seeking to explain internalcustomer satisfaction, it is necessary to understand perspectives and social relationshipsbetween the key actors involved as customers and suppliers of HR Internet services. Anexploratory case study was undertaken in a single organisation operating in thetelecommunications industry. Sixty interviews, evenly divided between HR customersand HR suppliers, were conducted with middle/senior level managers. During theanalysis phase the research sought out possible contrasts within the single case setting tohighlight theoretical constructs. In addition, quantitative content analysis of thequalitative data was carried out to identify trends in data and to provide a more roundedunderstanding of the phenomena under investigation.This research identifies three overarching factors from the data which appear to beimportant for improving the level of manager satisfaction with both the HR Internetapplication (HRIA) and the HR function. The first is the quality of HR leadership,followed by effective communication, and the management of expectations whichencompass the relationship management process between HR and its internal customers.In addition, two groups of factors were identified as being important to the nature ofparticipants' expectations and feelings of satisfaction. The first was found to influenceexpectations and included organisational context, current role, personal characteristicsand experience, while the second group of factors could also be used by the HRleadership both to align HR customer and supplier expectations and to make them morerealistic. A model illustrating the findings was developed, together with propositions fortesting the model in later research.