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The Use of Technology-Enabled Human Capital Management Tools in the Practices Of

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The Use of Technology-Enabled Human Capital Management Tools in the Practices Of 1 The Use of Technology-Enabled Human Capital Management Tools in the Practices of Hiring, Developing, Managing, and Retaining Talent: Experiences of Top Management of Large Multinational Corporations in Hong Kong A thesis presented by Yat Ngok Rocky Tung to The School of Education In partial fulfilment of the requirements for the degree of Doctor of Education in the field of Organizational Leadership College of Professional Studies Northeastern University Boston, Massachusetts April 2020 2 Abstract Effective and efficient human capital management has been a key attribute contributing to the success of companies. Given the significant technological improvements, company executives have been presented with more, and arguably better, options for enhancing their human capital management efficiency. For employers in Hong Kong, lingering tight labor market conditions as well as rising Chinese demand for Hong Kong’s talent have led to fiercer competition for employees. The primary purpose of this study was to explore the adoption experience of human resources (HR) technology in multibillion-dollar multinational companies (MNCs) with significant operations in Hong Kong. Using the diffusion of innovations theory, this case study answered the following central research question: How do top managers of large multinational corporations in Hong Kong use emerging human resource technologies to hire, manage, develop, and retain employees? This study found that constant and effective communications with both internal and external stakeholders, the presence of a technology-welcoming environment, and the ability to consolidate data inputs from different sources and systems are key elements of the successful incorporation of technologies in companies. Implications for practice and areas for future research are discussed. Keywords: Hong Kong, human capital management, generation, advanced technology, multinational companies 3 Acknowledgments The decision to begin doctoral study at Northeastern University was probably the best decision I have made as an adult, considering the strong sense of fulfillment I have gained from all challenges overcome. I owe this gift – the sense of fulfillment – to many individuals in my life who have demonstrated support, encouragement, and kindness along the way. Foremost, my heartfelt gratitude to my advisor, Dr. Kelly Conn, for her continuous guidance, encouragement, and support of my study. I cannot ever give her enough credit for her patience and motivation along the process. I must also thank other members of my dissertation committee, Dr. Corliss Thompson and Dr. Ringo Chan, for their constructive suggestions. I am indebted to the three inspirational executives featured in my study. This thesis was only possible with their candid feedback and sharing of histories and perspectives. I must not omit my sister and treasured friends – Flossie, Jeffrey, Stanley, Adam, Thomas, Cedric, Keith, and Derrick – for keeping me company when I was down and when I needed a hand. Without you, I could not have maintained a positive attitude. You are the best. As my biggest source of strength, my family is of extreme importance in the pursuit of my study. I must thank my gorgeous wife, Shelley, and my wonderful children, Audric and Haley, who have given me much motivation to complete this thesis as soon as practicable. Haley and Audric: Now that I am finally putting this project to bed, I look forward to spending more quality time with you before seeing you off as college students in just a few years’ time. Most importantly, I thank my parents, my ultimate role models, for instilling an unflinching appreciation for education in me. Baba & Mama: Thank you for giving me unconditional love and guidance since Day 1. Notwithstanding all the time taken away from family commitments in the last few years, I hope I have made you proud. 4 Table of Contents Abstract 2 Acknowledgements 3 Chapter 1: Introduction 7 Statement of the Problem 7 The Topic 7 Research Problem. 7 Justification for the Research Problem. 8 Deficiencies in the Evidence 16 Relating the Discussion to Audiences 17 Significance of Research Problem 17 Research Questions 18 Positionality Statement 18 Theoretical Framework: Diffusion of Innovations Theory 23 Conclusion 27 Chapter 2: Literature Review 29 The War for Talent 29 Human Capital Management 31 Summary 39 The Effect of Technological Advances on Human Capital Analytics and Management 39 Channels of Technologies Influencing Human Capital Analytics 41 Progress of HR-related Technology Advancement and Adoption 42 Factors Driving Adoption of Human Capital Analytics and Management Technology 46 Factors Driving Future Technological Development 49 Summary 53 Cost of Employee Turnover and Measures to Prevent It 54 Costs of Employee Turnover 55 Parameters and Channels to Predict Employee Turnover 59 Work behavior of Generations Y and Z 62 Summary 65 Labor Market Dynamics in Hong Kong 66 Conclusion 68 Chapter 3: Research Design 70 Purpose Statement 70 Qualitative Research Approach 70 Research Tradition 73 Implementation of Case Study Approach: Data Collection and Analysis 75 Data Collection 76 Data Analysis 79 Participants 80 Sampling Procedures 81 Protection of Human Subjects 81 Ethical Considerations 82 5 Trustworthiness 83 Dependability 85 Limitations 85 Conclusion 86 Chapter 4: Findings and Analysis 88 Case 1: Executive A 91 Attitude toward Technology 92 Technology Adoption Procedures 93 Human Capital Management Practices 95 Adoption of HR Technologies: A Successful Case 98 Adoption of HR Technologies: A Less Successful Experience 99 Listening to Workers 100 Generation Y and Z Employees 101 Summary 103 Case 2: Executive X 103 Attitude toward Technology 104 Technology Adoption Procedures 107 Human Capital Management Practices 108 Adoption of HR Technologies: A Successful Case 111 Adoption of HR Technologies: A Less Successful Experience 113 Listening to Workers 114 Generation Y and Z Employees 115 Summary 117 Case 3: Executive Y 118 Attitude toward Technology 119 Technology Adoption Procedures 121 Human Capital Management Practices 122 Adoption of HR Technologies: A Successful Case 125 Adoption of HR Technologies: A Less Successful Experience 126 Listening to Workers 127 Generation Y and Z Employees 129 Summary 130 Conclusion 131 Chapter 5: Discussion of Research Findings 134 Discussion of Key Findings from the Interviews 134 Adoption of Technologies in Companies 135 Technology Adoption Procedures 136 Use of Technologies in Human Capital Management Practices 136 Perceptions of the New Generations of Workers 137 Discussion of Findings in Relation to the Theoretical Framework 138 The Attributes of Successful Innovation Adoption 138 Networks and Peer-to-peer Communications 139 Different Needs of Various User Segments 140 Discussion of Findings in Relation to the Literature Review 140 6 Importance of Talent 140 Technology Adoption in Large Corporations 141 Emphasis on Data Quality 142 Attitude Toward Employee Retention 142 Limitations and Recommendations for Further Study 143 Implications for Practice 144 Adoption of Technologies in Companies 144 Technology Adoption Procedures 145 Use of Technologies in Human Capital Management Practices 145 Perceptions of the New Generations of Workers 145 Reflection 146 Improvement of Time Management Skill 146 Improvement of Research Subject Framing 147 Concluding Statements 147 References 150 Appendix A: General Participant Recruitment Letter 169 Appendix B: Unsigned Informed Consent 171 Appendix C: Interview Questions 175 7 Chapter 1: Introduction Statement of the Problem The Topic The primary purpose of this study was to explore the experiences of top managers with the adoption of human resources (HR) technology, specifically the experiences of managers who work for multibillion-dollar multinational companies (MNCs) with significant operations in Hong Kong that hire, manage, develop, and retain employees. This was accomplished through a comprehensive review of peer-reviewed academic journals and trade journals and interviews with top business executives and directors of HR departments. The study emphasized exploring whether and how these companies use technologically advanced tools in their human capital management practices. Insights and recommendations derived from this study are of interest to other management practitioners responsible for company operations in Hong Kong and other locations, given Hong Kong’s standing as an international financial and commercial center. This study is also of high relevance to Hong Kong’s policymakers, because its labor market has remained tight and the business sector in Hong Kong has been experiencing a sustained level of voluntary employee turnover, leading to loss of operational efficiency and operating profits. Research Problem Technological advances, led by improved internet accessibility and more affordable transportation for travelers, goods, and services, has enhanced connectivity, brought the world closer, and transformed the global employment landscape. According to Leopold et al. (2018), authors of the World Economic Forum’s The Future of Jobs Report 2018, reassignment of work between humans and algorithms or machines has been underway. At the closed-door Manpower Conference organized by the Hong Kong General Chamber of Commerce (HKGCC) in October 8 2015, Ralph Haupter, in his capacity as chief executive officer (CEO) and chairman of Microsoft Greater China –he was later promoted to president of Microsoft Asia Pacific – suggested that
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