Home / Volume 4, Issue 4 / Digital Transformation Enhance Employee Performance Open access · CC BY-NC 4.0
Research Paper Volume 4 Issue 4 3791 - 3803 August 29, 2021

Digital Transformation Enhance Employee Performance

Lead author · Corresponding
Dr Sonika Sharma
Associate Professor at IILM University, India
View PDF Full text DOIhttps://doij.org/10.10000/IJLMH.111795
Abstract

In the contemporary scenario of modernization and globalization, organizations rely heavily upon technological advancement and innovation in the field of Information Technology. Human resource information system or human resource management system is basically an intersection of human resources and information technology through an HR software solution. Human resource information system is not a new concept, but it is maturing day by day with changing environment. Implementing an effective human resource information system can be a win-win situation for HR to stay ahead in its bid to deliver more effective and streamlined service. The common perception is that HR is more administrative and bureaucratic and less innovative in functioning. HR professionals are not aligned with the business strategy and lack analytical skills. Today HR organizations are moving away from a ‘service provider’ role to become valued talent, design thinking and employee experience consultants. Businesses have recognized that they need data to figure out what makes people join, perform well and stay with an organization; who will likely be successful; who will make the best leaders; and what is required to deliver the highest-quality customer service and innovation. HR is becoming an innovative consultant with a broader responsibility to design, simplify, and improve the employee and candidate experience. With the digital HR, organizations can enhance and transform the employee and build the talent leaders as per the organizational needs.

Type
Research Paper
Information
International Journal of Law Management and Humanities, Volume 4, Issue 4, Page 3791 - 3803
DOI: https://doij.org/10.10000/IJLMH.111795
Creative Commons
CC BY-NC 4.0 This is an Open Access article distributed under the terms of the Creative Commons Attribution–NonCommercial 4.0 International (CC BY-NC 4.0) (https://creativecommons.org/licenses/by-nc/4.0/), which permits remixing, adapting, and building upon the work for non-commercial use, provided the original work is properly cited.
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Copyright © IJLMH 2026
Disclaimer
The views and opinions expressed in this manuscript are those of the author(s) alone and do not reflect the views, policies, or position of the Journal.

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