CALL AND GUIDELINES FOR ACADEMIC PAPERS:
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1 4th International e-hrm Conference: Innovation, Creativity and e-hrm March 2012 Academic Conference The International Centre for Talent Management and Leadership Development in the Nottingham Conference Centre at Nottingham Business School, Nottingham Trent University, UK CALL AND GUIDELINES FOR ACADEMIC PAPERS: The aims and objectives of this fourth conference are to bring together international scholars and practitioners to present findings from their research on how sophisticated electronic systems are being used to improve strategic and operational decision-making in managing people in organisations. The term used for such systems is electronic human resource management ( e-hrm ). This conference has high scholarly importance, not least because many organisational strategies often fail because they do not address salient peoplerelated issues (Cartwright and Cooper, 1996), so effective management of human resources via technology can make significant contributions to organisational performance. Evidence also shows that contemporary organisational developments, such as the growth of knowledge-based and networked organisations, mean that the strategic importance of human resource-related issues is likely to become more rather than less significant in the future (Lawler and Mohrman, 2003). This conference will show how the growing adoption and increasing sophistication of e-hrm, such as Virtual HRM, Human Resource Information Systems, Web-based HRM (Strohmeier, 2007; 2009) and self-service HRM, present organisations and HR professionals with both challenges and opportunities. Case studies will be presented to extend our knowledge of how organizations gather, store and analyse workforce data to increase the availability and flow of their information as well as automate and conduct devolution of many routine administrative and compliance functions traditionally performed by corporate HR departments (Bondarouk et al., 2009; Tansley et al., 2001). Automating and devolving many routine HR tasks to line management can provide HR professionals with the time needed to direct their attention towards HR projects that will affect profitability, and thus, are strategic level tasks (Lawler and Mohrman, 2003) such as staff development, talent management and targeted training programs. Also discussed will be how e-hrm systems can also provide an opportunity for HR to play a more strategic Page 1 of 5
2 role in the organization where they are used to generate real time reports and metrics on HR issues, including performance, workforce planning and skills profiles, which in turn can be used to support strategic decision making (Jamrog and Miles, 2004; Lawler et al., 2004). Despite the ability of the technology to support new capabilities, papers will show how relatively few organizations are moving beyond using e-hrm to automate existing practices (see Ngai and Wat, 2006), as the potential of e-hrm systems to assist organizations in meeting strategic objectives or to generate data crucial to making informed strategic decisions is rarely achieved. Therefore, for this fourth conference on e-hrm, we are calling for papers and posters from academics and organisational practitioners that demonstrate how organizations are effectively using and developing innovative and creative e-hrm (see for example, Bondarouk et al., 2009), as well as investigating how e-hrm can be used to promote innovation, change and creativity at work (Marler, 2009). In particular we encourage papers which explore one or more of the following: Integrative and interdisciplinary theoretical models of innovative e-hrm practices. The role of innovative e-hrm practices on individual and organizational performance. How e-hrm promotes organizational innovation, creativity, change and agility. Innovative and creative e-hrm practices in different sectors, including: public, private and not-for-profit as well as small and medium-sized enterprises. Comparisons of innovative e-hrm practices in different organizations and the organizational contexts that best support such practices. How e-hrm is utilised by other internal departments, groups, consulting firms or outsourcing businesses to change HR delivery modes, systems and outcomes. The conference organisers are interested in empirical contributions, theoretical papers and case studies of organisations with innovative e-hr practices. Our overall philosophy is that papers need to bridge the gap between scholarly endeavour and lessons for practitioners interested in promoting innovation and creativity in their e-hrm practices. We are also inviting posters providing information on research in the area of e-hrm. The timetable is as follows: Deadline for the submission of full academic papers 5 December 2011 Notification of outcome of paper review process by 22 December 2011 Deadline for submission of revised papers 14 January 2012 Deadline for submission of posters 14 January 2012 Notification of acceptance of academic papers and 25 January 2011 posters by Early bird conference registration deadline 30 January 2012 Deadline for Conference final registration 5 March 2012 Page 2 of 5
3 PowerPoint presentation of paper to be submitted 5 March 2012 for memory stick transfer Academic Conference March 2012 Please contact Professor Carole Tansley (carole.tansley@ntu.ac.uk) or Hazel Williams (hazel.williams@ntu.ac.uk) at Nottingham Business School for further information. Guidelines for Submissions Information on Making a full paper submission Full paper submissions must be made by to carole.tansley@ntu.ac.uk by 5 December When making a submission, please can you ensure that the guidelines below are adhered to, and that requested information is included in the order given. Format for Submissions Length of full paper submission: maximum 7000 words (excluding references). Submissions must be made in Microsoft Word only. Do NOT send as PDF Times New Roman 12pt Line-spacing 1.5 Use the 'Heading' functions in Microsoft word. Author names must not appear anywhere other than the first page No inclusion of any institutional graphics or logos References must be HARVARD style Documents must be tidy and not show any history of track changes Documents must NOT be sent in 'read only' format (as papers need to be anonymised for the review process) If your paper includes graphics, please ensure these are of high quality and please consider your final file size. On Page 1 Title (and sub-title) of paper no more than 30 words in total List of authors/contributors and affiliations Main contact name, address and Word count (excluding references). Keywords maximum of 6 Please ensure there is no author identification after page 1 this page will be removed prior to peer review On Page 2 Title (and sub-title) no more than 30 words in total Abstract maximum of 200 words Keywords maximum of 6 Word count (excluding references). From Page 3 Page headings to contain the title of the paper Body of paper Page 3 of 5
4 Decision Process All submissions will be refereed anonymously and decisions on acceptance will be communicated by the Conference Organisers. Referees will be asked to consider the quality of ideas, methodology, theoretical and/or empirical contribution, clarity of presentation, and potential interest to other participants. You will be advised of the outcome of the review process by 22 December, If accepted, this could be subject to minor corrections and you will have until 14 January 2012 to make these corrections and send the final version to Carole Tansley at or Hazel Williams, Conference Organiser at This is the final date by which you can submit the revised paper. Notification of acceptance will be sent to you by 25 January, Poster submission format These should cover: 1. Title of the research 2. Introduction 3. Methods 4. Results 5. Discussion 6. Conclusion 7. References Posters should be created in Microsoft Powerpoint and ed to either or by 14 January, Notification of acceptance will be by 25 January, Presenters can either bring their poster with them to the conference or the conference organisers can arrange for printing when a small charge will be made. Posters need to be size A1 for presentation board. Contact the organiser to discuss. Acceptance Conditions At LEAST ONE author from each submission must have registered to attend the conference by 5 March If this is not done, the submission will be marked as withdrawn and pulled from the programme. If your paper or poster is accepted for presentation and you later discover you cannot attend the event, please ensure you advise the Conference Organiser of the withdrawal officially via , at the first available opportunity. Conference Paper Presentations Presenters will have 30 minutes (20 minutes presentation and 10 minutes discussion). Full paper presentations will be made using a PC and data projector. Authors will be required to send their presentation to the Conference Organiser by 5 March It is also advisable to bring your presentation to the event on a memory stick or laptop for use on the day. Page 4 of 5
5 Conference Organiser Contact Details For any queries, please contact: Hazel Williams Organiser for the 4th International e-hrm Conference: Innovation, Creativity and e-hrm Senior Lecturer Division of Human Resource Management NOTTINGHAM BUSINESS SCHOOL The Nottingham Trent University Burton Street Nottingham NG1 4BU T: +44 (0) F: +44 (0) E: References Bondarouk, T., Looise, J.K., and Lempsink, B. (2009) Framing the implementation of HRM innovation: HR professionals vs line managers in a construction company. Personnel Review. 38(5): Cartwright, S. and Cooper, C.L. (1996). Managing Mergers, Acquisitions and Strategic Alliances: Integrating People and Cultures. Oxford, Butterworth- Heinemann. Jamrog J. and Miles, H. (2004). Building a Strategic HR function: Continuing the Evolution. Human Resource Planning. 27(1): Lawler, E.E., Levenson, A. and Boudreau, J. (2004). HR Metrics and Analytics: Use and Impact. Human Resource Planning. 27(4): Lawler, E.E. and Mohrman, S.A. (2003). HR as a Strategic Partner: What Does it Take to Make It Happen? Human Resource Planning, 26(3): Marler, J Making human resources strategic by going to the Net: reality or myth? International Journal of Human Resource Management. 20: Ngai E. and Wat, F. (2006). Human Resource Information Systems: A Review and Empirical Analysis. Personnel Review. 35(3): Strohmeier, S. (2007) Research in e-hrm: Review and Implications. Human Resource Management Review 17(1): Strohmeier, S. (2009) Concepts of e-hrm Consequences: A Categorisation, Review and Suggestion. The International Journal of Human Resource Management, 20(3): Tansley, C., Newell, S. and Williams, H. (2001). Effecting HRM-style Practices Through an Integrated Human Resource Information System: An e- greenfield site? Personnel Review. 30(3): Tyson, S (2007) Why HR will never be the same again Personnel Today Jan 9th: Page 5 of 5
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