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Examines information work changes in relation to investment in IT, from 1970‐1995. States IT’s tend to render routine information handling occupations redundant while simultaneously contributing to growth in non‐routine handling of information. Employs an appendix giving information occupations as types of information work, with 6 different categories. Argues wide‐scale investment in It’s contributes to slowing employment growth but this requires more monitoring.

The monograph analyses (a) the potential impact of information technology (IT) on organisational issues that directly concern the personnel function; (b) the nature of personnel’s involvement in the decision making and activities surrounding the choice and implementation of advanced technologies, and (c) their own use of IT in developing and carrying out their own range of specialist activities. The monograph attempts to explain why personnel’s involvement is often late, peripheral and reactive. Finally, an analysis is made of whether personnel specialists – or the Human Resource Management function more generally – will play a more proactive role in relation to such technologies in the future.

The year of information technology was characterised by a hive of activity in this field, much of which was sponsored and stimulated by the IT 82 campaign. The government clearly recognised the need for British industry and commerce to capitalise on the advantages offered by information technology, and this interest in the strategy is being pursued by the relatively recently created Ministry of Information Technology. The creation of IT centres at strategic points throughout Britain aimed at providing training facilities for the 16–19 age group is an example. The centres provide training in a variety of facets of IT, including programming and micro‐electronic technical skills. The campaign generally is designed to educate the British public as to the advantages of information technology; in pursuit of this, country‐wide regional centres have been set up, which provide advice and information to potential users or users of the micro‐technology. This has been supported by exhibitions and conferences held at regular intervals throughout the length and breadth of the country. The aim of this article is to try to identify the trends in the economy which will indicate the way in which IT is developing in terms of its macro‐ and micro‐economic contributions, and to identify the human and economic problems which an organisation may encounter when contemplating investment in IT.

The use of information technology in banks from the earliest use of mainframe computers to the latest developments is summarised. In an environment in which government has encouraged competition, technology enables newcomers in the financial sector to compete with the banks while the banks become more dependent on technology to remain competitive. The effects of technology and competition are inseparable. The effect on employment, organisation and managerial and professional positions is examined and the importance of learning from the experience of manufacturing industries of the interaction between people and machines in a “socio‐technical” system is emphasised.

The subject of part‐time work is one which has become increasingly important in industrialised economies where it accounts for a substantial and growing proportion of total employment. It is estimated that in 1970, average annual hours worked per employee amounted to only 60% of those for 1870. Two major factors are attributed to explaining the underlying trend towards a reduction in working time: (a) the increase in the number of voluntary part‐time employees and (b) the decrease in average annual number of days worked per employee (Kok and de Neubourg, 1986). The authors noted that the growth rate of part‐time employment in many countries was greater than the corresponding rate of growth in full‐time employment.

Young people entering their first year of university studies were asked to give their impressions of 12 high knowledge and information sector occupations. Their perceptions yield a complex set of expectations that are consistent, in large measure, with experts’ predictions of the information sector's occupational winners and losers. The majority of students aspire to be self‐employed or to work in the private, rather than the public sector. Of the occupations included in the study, the students perceived the occupation “librarian” most negatively in terms of skill, status, compensation and future opportunity, unlike, for example, the similar occupation, “Internet researcher”. The results are discussed in term of the complex interactions of gender, computing, and skill on the attractiveness of difference types of work.

Purpose – This paper uses the theory of interagency information sharing as a lens to determine the benefits, risks, and past experiences of those involved in information sharing.

Design/Methodology/Approach – The authors analyze the current existent literature related to sharing of information between health care employers. A theory that could be useful in the creation of a policy and management framework that would facilitate information sharing is also thoroughly explored. Commentary and analysis result in strategies for health care employers to utilize when facing the challenging issues involved with hiring employees.

Findings – The paper details how human resource professionals can utilize technology and existing theory to properly implement information sharing techniques into their organization.

Originality/Value – The information technology changes that are taking place within health care organizations and systems across the country create the opportunity for these organizations and systems to proactively implement strategies that will positively affect organizational performance. By investing in information sharing techniques while utilizing the theories outlined in this paper, organizations and systems may avoid many of the issues associated with hiring problem employees.

The IT sector lost both workers and output following the dot‐com crash of 2000. Despite this loss of employment and earnings, information technology has become a more ubiquitous part of commerce and daily activities. This division between observed use of IT and industry growth is due both to the changing nature of IT investment towards emerging media and the changes in the structure of occupational deployment within firms. This paper describes the type and growth of emerging media with particular emphasis on growth of interactivity applications. This is followed by a description of occupational and skill shifts within traditional firms and the IT sector. We conclude that growth in emerging media occupations and skills represent a significant change in the labor force composition of both IT and traditional firms. The IT sector may be stagnant, but workers who deploy and employ IT related (primarily emerging media) applications is rising. Finally, we trace the value chain of emerging media and outline how it may affect the geography of new firm development.

The purpose of this paper is to present an overview of trends of Indian information technology and business processing management (IT-BPM) sector and to analyse the determinants of IT-BPM sector during the period 1991-2014.

The study is based on annual data collected from National Association of Software and Service Companies and Department of Electronic and Information Technology for the period 1991 to 2014. The methodology adopted for studying the objectives are simple averages, percentages, ratios, growth rates, graphs prepared on the basis of data from the IT-BPM sector and regression analysis. Trends and patterns in key variables, such as total revenue, domestic revenue, export revenue, employment and exports of the IT-BPM sector have been examined. Factors influencing IT-BPM export growth have been analysed using ordinary least square multiple regression model, with growth rates of gross domestic product (GDP), labour productivity, exchange rate and previous year’s export, as the explanatory variables.

The export revenue from IT-BPM sector increased continuously over the years, at an average growth rate of 36.60 per cent during the period 1991 to 2014. Similarly, domestic revenue of IT-BPM sector also increased, but at a lower growth rate. This is because domestic market in India is captured by multinational giants against Indian firms, which do not possess full comparative advantage in the case of IT-BPM sector. Indian firms are producing low skill activities required for production, mainly concentrated only in the export sector. Direct employment, excluding hardware from IT-BPM sector, has grown at an average rate of 18.08 per cent over the study period. The determinants of IT-BPM exports indicated previous year’s export demand to be significantly contributing the highest to export growth rate. This was followed by GDP growth rate, implying that overall growth of the economy leads to significant increase in export growth. Increased labour productivity followed next in significantly encouraging export growth.

Generalization of the results may not be possible, as Indian conditions and policies vary.

The paper has implications for the expansion of domestic market, diversification of trade and products, innovations for increasing competitiveness and sustainability in the global market in the wake of stiff competitions from new competitors.

This paper focuses on originality in analysis of determinants of export growth.

The impetus for this paper was the recognition, based on recent surveys and our own experiences, that organizations face special challenges when designing and validating selection procedures for information technology (IT) workers. The history of the IT industry, the nature of IT work, and characteristics of IT workers converge to make the selection of IT workers uniquely challenging. In this paper, we identify these challenges and suggest means of addressing them. We show the advantages offered by the modern view of validation that endorses a wide spectrum of probative information relevant to establishing the job relatedness and business necessity of IT selection procedures. Finally, we identify the implications of these issues for industrial/organizational psychologists, human resource managers, and managers of IT workers.