E-Human Resource Management 27. This book is presented in four sections — the first intended to be more general in nature, the following three devoted to specific aspects of the HRM field in the new information era. Section I, The Cutting-Edge in HRM, presents an overview of how ITCs are modifying general HRM processes and functions. This is the aim of the first three contributions. | 220 Watson Schwarz Jones interesting to note that one group of allied health workers who worked permanently in one unit rather than moving throughout the hospital as do physiotherapists dieticians and speech therapists was more affected by ICT changes and was not positive about the outcomes. With respect to RQ2 communication effectiveness health professionals noted that maintaining their perceived levels of communication effectiveness prior to the change was problematic. Their concern stemmed from the fear that because of some ICT innovations . PACS there was a reduction in face-to-face communication with other health professionals a key aspect of communication for health careers. Thus in this organization maintaining effective communication did not align well with aspects ofthe proposed ICT change. Clearly employees who control aspects oftheir work and working conditions are going to be happier than employees who do not. With relation to our findings hospital executives who possessed the macro picture ofthe change and monitored the changes were more positive than those staff members who were confronted with change implementation and new ICTs. Just as clearly however despite the potential of an organizational community through ICTs participatory management and empowerment is not an inevitable component of technology change. Results relating to RQ1 and RQ2 suggested that despite goals of enhanced performance there was no redistribution of authority. Thus while the hospital executive perceived that there would be staff empowerment through better ICT systems this expectation was not realized. Specific Findings Workgroup Identity Social identity theory posits that when change occurs some employees will react with perceptions ofthreat to their in-groups. As a consequence they will act to protect their social group status. Thus in-group bias may increase but the group may also seek to create a new group identity. If the group does strive to create a new group identity
