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Information Communication Technology and HRM: A case study of Azgard-9

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DOI: 10.24312/ucpmr010105

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UCP Management Review: A Research Journal of Business and Management
ISSN 2518-8305 2017, Vol. 1, No. 1, pp.82-104
Copyright © 2017 UCP Business School
University of Central Punjab

INFORMATION COMMUNICATION TECHNOLOGY AND HRM: A CASE STUDY

OF AZGARD-9 PAKISTAN

ABIHA ZAHRA

Doctoral Student, Public Governance Institute, KU Leuven, Belgium

ABSTRACT
Information Communication Technology (ICT) has changed the business world work practices
inclusive of Human Resource (HR) practices and policies. The focus of this research paper is to
examine how the managers perceive the ICT impact on human resource practices. The study
conducted in-depth interviews and focus group discussions with the employees of Azgard-9, a
textile company of Pakistan. On the basis of thematic analysis of the data, a model was developed
that highlighted the impact of ICT on changing human resource practices and the change
management process in the organization. The research demonstrated that the human resource
department plays a major role in the functioning of organization by coordinating the work of other
departments. The changing human resource practices due to ICT are perceived as cost and time
beneficent by the managers of the organization. The changes in work practices and adjustment of
the workforce with these changes was successfully implemented and ensured by the management
through appropriate awareness and cooperation with the workforce. Managers believe that the
enhanced impact of ICT on human resource practices will further improve the functioning of the
organization.

Keywords: ICT, Human Resource Management, Change Process

INTRODUCTION
Information and communication technology (ICT) at the workplace combines
microelectronics, computer systems, and telecommunications; affecting not only the gathering and
transmission of information, but also its use in decision making (Scott & Davis, 2007). ICT aims

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to bring efficiency towards organization and improve managerial decision making. ICT supports
the more rapid and accurate identification of problems and opportunities, increases the availability
of relevant and timely information and, improves the speed and quality of decision making (Huber,
1990). Contemporary organizations in 21st century have databases instead of spreadsheets;
internet and intranet to connect and communicate in less time; advanced softwares like CAD,
CAM, or JIT to make the work of the whole organization simpler. Up to the 1950s ICT was only
associated with technical changes in the SOPs (standard operating procedures) of the business and
organizations. From the 1960s to 1970s, the effect of ICT was also evident on the managerial
control and the way managers perform their duties. Since the 1990s the impact of ICT has grown
rapidly and is influencing the business strategy and overall organizational portfolio. In fact the
functioning of whole organization has been changed with the change in technology. Future
prosperity is likely to hinge on the use of scientific and technical knowledge, the management of
information, and the provision of services.

While the effect of ICT is obvious on the overall organization, this research will focus on
ICT related changes, particularly associated with Human Resource Management (HRM). Human
resource department manages the most important resource of the organization i.e. the workforce.
The impact of technology has enhanced the competitiveness of the HR department in the current
times. HR professionals have less personal or one to one contact with organizational employees as
they once did in times of lesser or no technology. Personal contact was once the cornerstone of
customer service in HR; however, in current times it just exists for meet and greet relationships.
HR departments now follow the result oriented approach and ensure that access to the information
is continuous and not reserved to the limited time slots, and this has been made possible with the
help of technology (Doran, 2003).

The majority of companies around the world invested in computer applications to manage
employee records, payroll, compensation and benefits administration. A common payoff to such
investments turned out to be more efficient information management (Broderick & Boudreau,
1992). Traditionally it was thought that only few of HR’s processes were considered eligible for
automation, but it has been found that many workflows related to the management of HR were
ideally suitable for automation (Doran, 2003). Until the first decade of 21st century, most of the
HR practices are almost changed and positively affected by ICT including paperless office (Doran,

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2003; Wali, 2010), timely attendance, automated work practices (Wali, 2010), teleworking (Baloh
& Trkman, 2003; Wali, 2010), transaction processing, electronic reporting and tracking
applications (Broderick & Boudreau, 1991), e-recruiting, internet based staffing and employee
development (Baloh & Trkman, 2003).

The work practices of human resource departments are not just limited to their own
department; these practices ultimately affect the whole organization and its work force. Any
change in the HR practices, such as, ICT based HR practices ultimately affect the practices and
policies of the overall organization. ICT acts as a tool for HR Managers to implement and enforce
policies (Wali, 2010). When these ICT related changes in HRM practices are implemented in a
systematic and coordinated manner they are termed as Human Resource Information Systems
(HRIS).

Planning for the information and communication technology related changes at the
workplace includes many important decisions, such as, taking the change initiative or transforming
the traditional methods of operations into technology based systems. Organizations facing
challenging business environments such as operating in dynamic markets need to be more
proactive in adopting newer technologies or sophisticated tool of administration (Teece, Pisano,
& Shuen, 1997). The use of ICT in business and HRM was initiated by the developed countries
and is being adopted throughout the world including the developing countries including India,
China and Pakistan. Pakistani companies and businesses are opting for ICT in the human resource
practices and in overall business process to improve work efficiency. However, the progress has
been very slow given that the status of Pakistan as developing country with weak technological
and IT related infrastructure. Moreover there is a problem of investment in technology due to low
budgets reserved for information technology. The biggest hindrance is the acceptability of change
among the people. People are used to the old systems and they do not accept innovations and
change unless they are forced to.
Textile is one of the important sectors in Pakistan and a significant number of the country’s
exports is based upon this sector. This study chooses textile organization due to its business with
international clients and global exposure. This research paper aims to have an overview of the
functioning of their HR departments, ICT related innovations in human resource practices and

84
their impact on the selected case organization. Based on this, the major objectives of this study are
to
 Explore major functions of human resource department in the selected organization.
 Explore the perceptions of management staff regarding the overall impact of changes
brought by ICT in the workplace.
 Develop an understanding of the change management and the adjustment process of
workforce with the ICT related changes in the HR practices and policies.
Case of Azgard- 9

The organization selected for this research is Azgard- 9, a textile company of Pakistan. The
company is working since 1994. Azgard-9 is a composite spinning, weaving, dyeing and stitching
unit engaged in the manufacturing of yarn, and denim products. Azgard-9 is a vertically specialized
textile company manufacturing virgin fibers to retail ready products, which are marketed through
their global sales and distribution set up. Azgard-9 maintains its position as the one of the largest
denim products company by sales, as well as one of the largest garments manufacturing business
in Pakistan. Their manufacturing unit and head office is located in Manga near Lahore. Most of
the staff working in the production and distribution section, which constitutes the major portion of
the workforce, is less educated and belong to the lower class in terms of income. The line and
managerial staff, on the other hand, consists of well-educated and professionally experienced
people.

The focus of the study will be more on the adjustment process of workforce with the ICT related
changes in the HR practices and how the adjustment process is managed by getting a close insight
of the views and perceptions of middle management or those directly supervising the labor force
of Azgard-9.
LITERATURE REVIEW

In 21st century, most of the business organizations are opting for ICT in their work practices.
A lot of research has been done to determine the impact of ICT for the manufacturing and service
organizations. Some of the studies are reviewed in this section.

The financial analysis of ICT industry was done by Mathur (2009), who attempted to quantify
the technical efficiency of the ICT in 52 countries in 2006–07 and in 45 countries in 2002–03. The

85
proportions of the productivity growth attributable to efficiency and technical change due to ICT
were also quantified. Most of the data was country level data and was collected using the World
Economic Forum Global Information Technology Report 2006–07 and the Global
Competitiveness Report 2007–08. Data Envelopment Analysis (DEA) and regression analysis
were used for determining the results. The study found that the productivity growth in the ICT
sector in developing or newly industrialized countries is slightly lower than the growth in
developed countries. Technological readiness was found to have a positive impact on the economy
of the country.

The impact of ICT investment on productivity for German organizations was studied by
Zwick (2003). The study included 14000 German organizations; comprising organizations with
ICT capital and without ICT capital. He analyzed the literature determining the impact of ICT on
production of firms. The survey covered data about ICT investments and innovations in German
establishments. The productivity effect of ICT investments were determined by estimating the
Cobb Douglas production function. Cobb Douglas is a production function widely used in
economics to represent the technological relationship between two or more inputs. Explanatory
variables were capital, ICT investment and number of employees in the establishments while the
dependent variable was economic value added by the investment. The cross sectional regression
analysis of the data indicated that ICT investment substantially increases the average productivity
of German establishments. It was also found that the productivity impact of the ICT investments
at least does not decrease during three to four years after the investment.

Zafar (2009) examined the electronic HRM or EHRM practices in State Bank of Pakistan.
His studied focused on the changing world, workplace scenario and the importance of technology
for the HRM activities. The purpose of his study was to determine at which level IT related changes
are being adopted in the HR department and how they are contributing to the professional
competence of HR department in Pakistan with focus on State Bank of Pakistan. The study
identified that EHRM practices are not yet fully visible in Pakistan and need more time to get
established or improved.

Saleem, Qureshi, Mustafa, Anwer, and Hijazi (2011) attempted to measure impact of (ICT)
on organizational productivity (Efficiency and Effectiveness) that eventually leads to improved

86
organization performance. Barriers in ICT Adoption and impact of IT literate human capital on
organizational productivity were also explored. The target population included computer
professionals, administrative staff and faculty members of higher education institutes from various
geographic locations of Pakistan, including Islamabad, Lahore, Rawalpindi, Peshawar, and
Multan, DG Khan and Faisalabad and some other cities. The study found significant relation of
ICT adoption on the effectiveness of the organization.

METHODOLOGY
The study aimed to identify the management perceptions about the changing scenario brought
about by the influence of ICT on HR practices. Qualitative research method was chosen to gather
data from Azgard-9 employees. The population of the study included all the textile companies in
Pakistan. Purposive sampling, a type of non-probability sampling, was used for the research and
Azgard-9 was selected as the case for research. The managers who were working in Azgard-9
(textile mill of Pakistan) for more than 3 years and could provide the right view of the research
queries were selected. Two major data collection techniques were used for this research that
includes in-depth interviewing and focus group discussions. In-depth interviews of about one hour
duration were conducted from 5 managers. Interviews were recorded with the due permission of
the managers and were conducted in the light of an interview guide having open ended questions
which is provided in the Appendix I. Since the study is focusing on the changing HR practices, the
study selected 5 HR managers for in-depth interviews. The other two in-depth interviews were
conducted with the Factory Manager and Supply Chain Manager. These managers were selected
because they had remained in close interaction with the labor and staff who were actually affected
by the changes brought about in the system.

For the focus group discussion, line managers from production and supply chain process were
selected. Total of 6 managers were selected and invited for the discussion to understand how
changing human resource practices affected them and how they managed to implement the change.
It took almost one and half hour to complete the discussion. A discussion guide was previously
designed to cover all the major aspects during the discussion which is provided in the Appendix
II.

87
 DATA ANALYSIS
The data from the in-depth interviews and focus group discussion was transcribed making use
of the recordings and the field notes. Transcriptions were read several times by the researcher to
extract meaning out of them. Categories and themes were generated based on the evident patterns
in the data. Internally convergent categories and themes were identified. Themes were streamlined
with the objectives of the study. This was more like a stage of data reduction as totally divergent
views and irrelevant data was ignored.

Thematic analysis was performed. Major categories, identified under a theme, were given a
title (code) that gave the overview of the related data and helped in the interpretation stage. All the
data organized and reduced after coding was reviewed again and again to make sense out of it and
develop linkages.

Data was analyzed in the light of defined themes that were previously aligned with the
objectives of the study. The defined themes are discussed below.

Importance of HR Department for Organization

One of the objectives of study was to determine the importance of HR department for the
organization and important functions it plays for the organization. The analysis of the data implied
that HR staff plays the role of coordinating agents in the organization. They are the members of
organization who are in direct interaction with the employees and other department’s staff.
“HR department is not working solely in fact this is the department that remains in
interaction with the complete work force and all the departments more than any
other department”.

The views of manager’s from other departments supported this idea and role of HR staff
as coordinators.
“The basic role of HR department is to coordinate. We (HR staff) arrange meetings
of the heads of all department, help them in solving their issues regarding human
resource and train and teach them to effectively work for the goals and objectives of
the organization by deciding on the mutual strategies. As, if the departments will not
work in coordination it would not be possible to come up with an effective outcome
that is the final product of export quality”.

88
 The data analysis revealed that HR staff works more like employee counselors. They are
the ones who work for making employees perform well by solving their issues. HR staff considers
the individual worth of an employee and accepts the employee as a complete individual entering
the organization and becoming part of the work family not just 9 to 5 worker.
“HR personnel are more like psychologist for the workforce so they can positively
affect the performance of the employees which is very important. They try to solve
the psychological issues of the employees. If a certain person is having problems
with his/her job and his supervisor is not listening to it, he/she will go to HR staff to
have their problems and issues resolved or at least get a solution for that”.

The data from the interviews and focus group discussion showed that HR staff keeps
interaction with the employees and keeps an eye on their performance and behavior related issues
and help employees resolve those issues that are becoming hurdles in their efficient performance.
“HR department maintains the human side of the organization to help it work
effectively and efficiently”.

There was clear evidence that employee’s issues are resolved by HR staff and they are treated like
member of the family by the HR staff to make the journey of individual as well as organization
successful. As one of the employees told,
“HR staff works as counselors in the organization by keeping all the employees
on a track to achieve the organizational goals and not indulge in prioritizing their
personal goals over the organizational goals”.

The data gave the impression that HR department also works as a welfare department for
the workforce. HR staff keeps an eye on the internal issues related to employees and their rights.
HR staff makes sure that all the employees are enjoying the basic benefits they deserve according
to the requirements of country’s labor laws. HR is implemented to look into the benefits of the
labor doing work, their treatment at workplace being fair or not, their welfare issues and other
related issues. It appeared that any such change without the involvement of the HR department
would simply have been impossible.

HR staff ensured that every employee is getting transport, medical, marriage and residence
benefits depending on their job and its requirements. The data showed that Azgard-9’s HR

89
department proved to be very helpful for several of their professional or personal problems. One
of the employees expressed;
“Production department heads do not consider employees as human beings; they
just want the work to be done! For example if the work load is too high, they will
not bother about the people working, they are just interested in completing their
targets. If a woman gets ill and is unable to come for work and her problem is
genuine, then the HR department interferes and helps resolve the issue between
the employee and the supervisor”.
It was further added by another employee;
“For company where major production is exported and international buyers keep
an eye on the company’s practices and make sure that they are following basic
rules and regulation regarding the labor generally handled by HR department”.

The data provided sufficient evidence that providing employees with the necessary benefits
and putting effort to minimize the employee workplace stress e.g. excessive workload, health and
safety issues, or harassment increases their morale to work for organization. HR staff plays a role
in motivating employees as well as giving organization satisfied workforce who ultimately
contribute in overall well-being of the organization.

Perceived Impact of ICT Related Changes in the HR Data Management

The data collected elaborated how the HR practices and functions have been changed due
to the impact of information and communication technology (ICT) at workplace. The data implied
that management staff perceives the change in HR practices due to the impact of ICT as time
efficient. The key concern of the managerial staff is time management. Managers have to perform
a number of tasks in unlimited time. The respondent’s views suggested that HR staff has to manage
all the data related to employees and their entire service record, and that data is not only important
for the HR staff but also for the managerial staff of other departments in the organization. It
appeared that due to the information technology orientation at workplace, HR department, no
more, needs to maintain and update manual employee and their service records.
Information and communication technology has changed the way things were previously
done as now HR staff has automated employee data banks, automated attendance record,
performance record of employees. All the relevant workforce data has been available at immediate

90
access which has not only made the resource management easier but, at the same time, company’s
audit has become hassle free for the HR department.
As put together by one of the employees;
“Data automation department ensures quick access to entire employee records and
make the company’s audit less stressful. When the audit is done, we have to provide
auditors all the record of the employee data, their age, working hours, wages, skills
etc. and because of the effective use of technology at workplace providing all this
record has become easier for us in just few clicks”.
It was added;
“Now managing and accessing the data has become easier and we (HR staff) need
not to spend time on searching for and updating manual record of employees”.
The same employee added later,
“HR department has a complete record of the employee’s data due to the system
up gradation and they maintain and update the related information that includes
the attendance records as well as the production contribution made by each
employee. This data ultimately helps the direct supervisor of the employees to
effectively manage and satisfy the employees as well as avoid any bad intentions
and input from worker’s side without spending and wasting important time”.

ICT based HRM has enabled the HR staff to look forward to put in effort at a more optimal
level for the organization than just involving in manual record keeping activities.

In the light of the respondents views there is strong evidence that all the changes (due to
ICT) are not only time efficient but also cost efficient.
“All these changes (due to ICT) are not only time efficient but also cost efficient. It
is about one time investment and then proper use of it can bring profits and
proficient work practices. Investing in data automation and ERP at organizational
level helps in keeping and updating the record of all employees, production and
related activities. Now CEO and MD have access to all the data at any instant. The
work of all departments is coordinated and shared to put all the efforts in achieving
the goals of the overall organization and not the departments or individuals”.

91
 The changes in the HR practices brought about by the impact of ICT added to the
satisfaction and motivation of the workforce. Management’s views support this notion that due to
the immediate access to employee data, their performance evaluation and wage plan on the basis
of that data have affected the employee attitudes positively. Employees feel more satisfied and
motivated than they were before the impact of ICT which is beneficial for the organization as a
whole. One of the managers said;
“Employees are satisfied with this system as they get a record of how many hours
they work, how many times they have done over time and what is their production
contribution so that they will give their best to follow all the rules to get better
appreciation from their supervisor. Finally enjoying wages they have put effort
for.”
One of the endeavors in the implementation of ICT related changes was to keep a close
monitoring of the employee performance and at the same time maintain the fair work environment.
Most of the employees, especially the labor force, were previously suffered due to supervisors’
biased treatments at workplace. This used to happen due to the lack of up to date record of
employee data and no cross check on their performance by the HR department. Updated
information and communication systems made this possible for HR staff to keep check on
employee performance and cross check their performance evaluation by the immediate
supervisors. This has ultimately improved employee morale and their work place satisfaction and
it has become easier for the management to identify the dedicated workers and those who escape
from work. An employee added;
“Whenever there is a check or audit on the performance and work, a motivated
and fair performer is always happy with that. Whereas employees, who were
previously reluctant to perform their jobs fairly, face problems in the presence of
technical checks on them”.

Fair performance evaluation and equality in rules for entire workforce contributed to
satisfied workforce working efficiently. The interviews and focus groups data revealed that most
of the problems were faced by line managers and immediate supervisors who have to maintain a
check on over time schedules and decide on compensation packages accordingly. Due to the ICT,
a close monitoring of the check in and checkout of employees was made possible. One of the
respondents expressed this view as;
92
 "There is less chance of injustice and favoritism in the organization, now as
those who do work will be rewarded for that and those not doing their duty as it
should be will be punished accordingly.”

Effect seems evident on the employees’ improved morale and consequently the improved
performance.

Change Management and Adjustment Process of Workforce with the ICT Related Changes
in the HR Practices
The point of concern was to explore how the changes in work practices affected the
individual and group behavior and how employee reacted to these changes. Respondents' views
highlighted that external and internal factors influence on the overall change management and
adjustment to change processes.

It is quite obvious that whenever there is any decision about a change in work practices,
the implementation is not trouble-free. The data implied that middle and line management
normally feel as if the decisions for change are imposed on them. As one of the respondents
expressed;
“To be very honest, if you ask about upper management they really do not care
about whether those affected by the change are comfortable with or are aware of
its reasons and circumstances. They are those who just make the decision and
implement that, it is not their headache to deal with how that change is managed
at lower level.”

One interesting fact that appeared out of the data was that the type of change affects the
overall change management process. In words of a manager;
“If we talk about just ICT related changes in human resource practices so there is
just the involvement of technology in the previously done processes. There isn’t
anything like, some one’s rights are affected or their benefits are reduced. If only
the work processes are changed or improved through technology, employees do
not consider this a serious matter or threat and hence their resistance is reduced
to adopt those changes.”

93
 The changes in human resource practices due to the impact of information and
communication technology simplified the work and improved the check on performance of
employees and in this particular case was not that complicated. As expressed by the managers, the
employees who were working inefficiently previously showed the most resistance in accepting
new systems.
“Only those employees can expectedly resist to automated attendance system,
data banks, performance checks and connectivity that are reluctant to come in
time, perform their job inefficiently and are used to get undue favors from their
managers. Otherwise those working fairly and with dedication do not resist in such
cases.”
Employment status that include the position of the employee in the organization and the
time he/she has spent in the organization do influence the way change was managed and how
people reacted to that change.

The data from interviews imply that labor force does not resist much to changes in the work
practices and convincing them has been manageable. As most of the people have low or marginal
educational degrees, hence convincing them to newer methods through detailed trainings were not
proved very difficult to manage. Moreover, employees with short employment tenure showed
lesser resistance as compared to those working in the organization for years and hence showed
reluctance to follow the new rules and obligations.

External environmental conditions have a marked effect on the change management and
the adjustment to change process. Industry and labor market conditions significantly influence the
change processes at workplace. If the labor market is volatile and industry conditions are not good
then employees accept the change decisions easily as they know that there are very few
employment opportunities available outside. The textile industry conditions have remained quite
turbulent in the past few years, so it’s easy to pressurize employees to accept changes.

As expressed by one of the respondent;

"Economic conditions of Pakistan are becoming worse; due to power crisis in the
country most of the firms are shifting their businesses from Pakistan to other
countries. Labor market is so huge and unemployment is too high. In such

94
 conditions how can you expect the employees to react negatively and oppose the
changes in organization from the side of upper management? Obviously they do
not want to lose their jobs so they do accept even if something is imposed on them."

One manager from the middle management exclaimed;

“If employees will show attitude and will not cooperate, they will be kicked out
from the organization”.

Employee-Management cooperation makes the change management process an easy

endeavor. Employees normally resist to the changes at workplace due to the fear of unknown. By
making workforce comfortable with the changes and let them learn to use and adapt to the change
management can play a valuable role.

“If management uses ‘Danda’ (stick approach), the change might be

implemented but it will take more time and might prove less efficient as the lower
staff will feel like something enforced on them. Through mutual cooperation, on
the other hand, management can make their work easier and work environment
healthier. The immediate supervisor makes sure that the employees are aware
of the technology they need to work on. They provide the requisite trainings on
daily or weekly bases about the technology use."

The views of the respondents emphasized that the reasons and logic behind proposed
change should be clearly communicated among the employees. It is made sure that information
and communication technology related changes are not something totally opposite to the skills of
those who are going to be affected by it. User accommodation is ensured in Azgard-9 to make
employees accept the changes quickly. Another factor that made the change management process
unproblematic was that rules were made obligatory for every member of the organization in the
same manner. In case of ICT related changes in human resource practices the focus was on
increasing a check on employee performance to effectively increase their contribution for the
organization and it was ensured that the check was not just for lower staff or line management but
was equally imperative for the managerial staff. As an employee from the lower staff said,

95
 “Change implementation becomes much easier when those above you are also
following the same rules and regulations”.

The success of employees’ acceptability to change also depends upon how the management
communicates the purpose and rationale of the proposed change and how it can positively affect
the organization. It seemed apparent that the role played by management is very important in
achieving the cooperation from employee side. Depending on the overall change management
process it appeared that the managing change processes is not the do or die situation. One of the
managers added;
“The change processes can be implemented if at certain points employees are being
forced to accept changes and at certain points they should be given sufficient room
for cooperation”.

Some initiatives need to be enforced through gentle implementation techniques such as

listening to the employee problems, making them comfortable with the change and becoming the
part of change process. The study can be elaborated by the following model developed hereby

Era of information and

communication technology

Coordinating
Agents Perceived
outcomes of
change
Cost Efficiency
Changing Time Efficiency
Human Human Satisfied
Employee Resource Resource Workforce
Counselors Managers Practices due
to ICT

Welfare
Agents
Managing Change Process

FIGURE1
Model Managing change process

96
Managers perceive the ICT influencing HR practices and work place scenario as valuable and
perceive them to bring positive changes in future.

The model summarizes the thematic analysis. The analysis elaborated the role of HR
personnel as coordinating agents, employee counselors and welfare agents. It reveals that
organizations learn from the external environment and adapt according to the changing scenarios.
ICT based HR practices has been one of the major requirements in this era. With the increasing
impact of information and communication technology, HR practices are being influenced and these
changes are perceived as cost and time efficient as they improve the satisfaction of workforce. It
depends on management how they manage the change processes taking place in the work place
and successful implementation is owed to the effective role played by the management.
DISCUSSION
The study found that management perceived the impact of ICT on human resource
practices as positive. The findings of the study were found consistent with the previous studies. It
was unveiled that due to the impact of ICT the changes that were brought about in the human
resource practices were time and cost efficient changes (Saleem et al, 2011; Vohra, Shrivastava,
Premi, & David, 2015). Management believed that the impact of ICT has ensured the availability
of information accurate and timely that makes decision making quicker and efficient (Huber,
1990).
As indicated earlier, the developing countries like Pakistan are still far behind in the
adoption of ICT in the HRM practices and much needs to be changed as world has progressed a
way ahead (Zafar, 2009). Respondents threw light on the fact that as the world is progressing and
importance of IT and technological innovations is increasing for the business organizations, almost
all the organizations are opting for these kinds of changes in work practices. It was also highlighted
that textile industry of Pakistan is suffering due to the energy crisis in the country which is cited
as one of the main reasons for the lesser impact of ICT related changes in the work practices.

The study found that the scope of HR practices in Pakistan has changed given the influx
of ICT in this technological era. Consequently, the work of Human Resource managers has not
anymore be limited to operational activities and manual file keeping, but extended to rapid and
quick decisions related with workforce (Doran, 2003).

97
 While elaborating the process of changing Human Resource practices due to information
and communication technology, managers expressed that the need for change in work practices
has always remained a major concern of the organization and management. Organizations do learn
from the other successful organizations in the environment but final decision and implementation
is based upon the resources availability and employees’ willingness to accept changes (Teece,
Pisano, & Shuen, 1997). This study’s findings confirmed that the ICT related changes are time and
cost efficiency as asserted by similar study conducted in India (Vohra et al, 2015).

The study revealed that change management process pertaining to the case of ICT related
changes in the HR practices did not invite very high resistance from employees as might be
expected from them (Saleem et al., 2011). All it depended on how the change was managed by the
management and how they played their role in making workforce comfortable with the changes at
workplace. This aspect was also not highlighted by the previous studies.

LIMITATIONS OF THE STUDY

The study has its limitations since it is a case study so the findings cannot be generalized
to the whole population though it gives deep insights about the selected case. The second major
limitation is related to the size of sample and participants of the interview and focused group
discussion. Azgard-9 is a big company, but only 11 people gave their willingness to be the part of
interviews and discussions from the management. Interviewing more people from the organization
could give a better insight in to the impact of ICT on HRM processes.

CONCLUSION
The analysis of the data demonstrated that managers perceive the overall impact of ICT on
HR practices as positive and it is benefitting not only the functioning of HR department but of the
overall organization. The study explained the process and effect of change from a different
perspective and by doing so this study bridged the gap in the previous research. The way mangers
perceive and understand the change brought about by the impact of information and
communication technology is very important as ultimate success of an organization is not just
about financial values but also how quickly the organizations understand the need of change and
adapt to the changes.

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 The analysis done for this study demonstrated that with the changing trends of work and
increasing impact of information and communication technology it has become unavoidable for
the organizations to opt for ICT in their work practices. The study identified the Human Resource
practices that are changed due to the impact of ICT in Azgard-9. Previously HR staff was mostly
used in manual file keeping and data entry activities as it used to take a lot of time, however, things
are changed due to ICT based HR practices and these changes were found to be cost and time
efficient. Moreover, employees were found to be more satisfied due to these changes. Significance
of management’s cooperation and their role played in the change management process was
highlighted. The study found that role of HR department is significant in change process and
without their effective role line managers could never possibly implement things this effectively
as it is being done. It also depends on type of change and how that change is going to affect the
employees at workplace that decides the implementation process and its complexities. By
delineating the rationale of change and helping the workforce tackle with the change, can help
making the change management process a success.

REFERENCES
Baloh,P., & Trkman,P. (2003). Influence of internet and information technology on work and
Human Resource Managemnt. Informing Science, 498-505.

Broderick, R., & Boudreau, J. W. (1992). Human resource management, information technology,
and the competitive edge. The Executive, 6(2), 7-17.

Doran, A. (2003). The ties that bind HR & IS. HR professional.

Huber, G. P. (1990). A theory of the effects of advanced information technologies on

organizational design, intelligence, and decision making. Academy of Management
Review, 15(1), 47-71.

Laundon, L. &. (1999). Essentials of Management Information Systems. New Jersey: Prentice
Hall.

Mathur, S. K. (2009). Financial analysis of the ICT industry: A regulatory perspective. Journal
of Infrastructure Development, 1(1), 17-43.

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Saleem,I., Qureshi,M.Q., Mustafa,S. , Anwer,F., & Hijazi,T. (2011). Role of information and
communicational technologies in perceived organizational performance: An empirical
evidence from higher education sector of Pakistan. IBA Business Review , 81-95.

Scott & Davis. (2007). Organizations and organizing. New Jersey: Prentice Hall.

Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic
management. Strategic Management Journal, 509-533.

Vohra, A., Shrivastava,A., Premi, R., & David, S. (2015). Impact of information and
communication technology in HRM. International Journal of Computer Science and
Information Technology Research, 3(2), 511-516.

Wali, O. (2010). Promoting human resources in the public sector: Critical role of human capital
in the performance of public services in Africa. In Regional Workshop Organized by
CAFRAD.

Zafar, J. (2009). E-Human Resource Management: A case study of the State Bank in
Pakistan (Doctoral dissertation, University Utara Malaysia).

Zwick,T. (2003). The impact of ICT investment on estabishment productivity. National Institute
Economic Review, 184(1), 99-110.

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 APPENDIX I

Information and Communication Technology (ICT) and Human Resource Management

Interview Guide
I want to thank you for taking the time to meet with me today.
I would like to talk to you about the ICT and information systems. Information and
Communication Technology (ICT) include range of technologies for gathering, storing, retrieving,
processing, analyzing, and transmitting information. Under ICT comes all the activities involving
computer or computer related technology, internet and intranet.
The interview will take less than an hour. I will be taping the session because I don’t want to miss
any of your comments. Although I will be taking some notes during the session, I can’t possibly
write fast enough to get it all down. Because we’re on tape, please be sure to speak up so that we
don’t miss your comments. All responses will be kept confidential. This means that your interview
responses will only be used for research purpose and I ensure that any information we include in
our report does not identify you as the respondent.
If you are ok with all what I said, should we start with the formal interview?
Functions of HR and the role of ICT in HRM
 I would start by knowing your point of view that how strategically important you
consider HR department for your organization (probe: functions that Hr department is
performing and are central for the organization) (probe: how it facilitates the functions of
other departments)
 What comes to your mind with the term information and communication technology at
workplace (probe: awareness level of HRIS and MIS) Probe: what practices and
functions they consider come under ICT)
 How close you consider is the link between Human resource practices and information
systems in your organization?
Changes in HR functions due to ICT and improvement by its impact in workplace
 What major standard operating procedures (SOP’s) of HR department have been changed
due to impact of ICT? ( Probe: what new technologies have been introduced, new
practices started) (Probe: which functions and the way they are done is impacted by

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 ICT?) (probe: changes brought and impact of ICT are in scattered form or they are
introduced with proper planning and are well managed and coordinated)
 What is the impact of these changes brought about by ICT for HR department and
overall organization? (probe: are these changes time efficient) Probe: is cost efficiency
achieved?
 Are these impacts of ICT, a source of competitive advantage for your organization?
(Probe: is it just an idea that your organization copied because others are doing?) (Probe:
these changes are your industry or organizations specific?)
 What do you think are the major contributing forces in deciding and introducing these
changes and innovation at workplace? (Probe: Normative and coercive influence or just
mimetic influence?)
Adjustment process of workforce with the Changes brought about by ICT:
 What was toughest to handle related to human resources, after the information and
technological changes were brought in the organization?
 What steps were taken to manage and successfully implement change? (probe: was the
workforce reluctant to change, if yes then what steps were taken to make their adjustment
easier) Probe: change management process in the organization. how you overcame the
barriers to change.
 How long it took to make workforce finely-tune with the changes in the way of doing
work? (Probe: were they trained or psychological treated and handled to make them
comfortable with the changes)
Overall impact of ICT for HR department and evaluating the scenario in the developing
country like Pakistan
 What more about HR department you want and suggest, to be influenced by ICT? (Probe:
which functions and practices need a change in terms of technology?) (Probe: evaluation
of impact of ICT in the world and comparing it with the developing country like
Pakistan)
 How the recent changes in SOP’s of HR department due to the influence of ICT can be
made to bring more efficiency? (Probe: Identify the lacking in the system of Pakistan and
your particular industry) (Probe: in the current scenario how improvements can be

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brought by the impact of ICT) Probe: ICT can prove to be a solution of the currently
faced problems, if yes then what measure can be taken?

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 APPENDIX II

Information and Communication Technology (ICT) and Human Resource Management

Focus Group Discussion Guide

(A study of adjustment process of workforce with ICT oriented changes in HR practices and
processes)
Focus group discussion was held with the middle level employees, including those working below
management positions. Respondents were six and those whose work was directly or indirectly
affected by the impact of ICT on Human resource practices. The aim of the discussion was to
unveil how adjustment process took place among the employees whose work was affected in
Azgard-9 (A textile company). Respondents were explained about what ICT is and researcher was
supposed to dig out that when computer and IT related changes in Human resource practices were
brought, how they reacted to it and how they evaluate those changes.
 How important you consider Hr department for your organization?
 How you evaluate and see the impact of the changes in the HR departments’ functioning
due to ICTs? (How they are helping or have affected your departments’ functioning?
 How the change was managed?(resistance from your side or those working under you?)
 Any training programs for handling change?
 Why it was easy to manage or handle?
 What more about HR you want to be impacted by ICT to improve the overall functioning
of organization?
 Any suggestions

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