Strategic HRM The integration of information technology into the HR development leads to newer capacities for an organization. This includes a definition of the information interface among staffs, an exchange of their contributions and their participation in virtual enterprises (Wang 2005). Rapid organizational restructuring needs are calling for new ways of HRM to stimulate administrative change. Technology enables HRM to focus more on value addition in its activities for full realization of the business’s strategy (Wang 2005). Gong and Chow (2010) show that for technology-intensive industries, knowledge and skills embodied in human capital directly raise productivity. Their research supports the need to integrate technological innovation and HRM to achieve directorial performance. Organizations existing in performance-oriented cultures prefer formal procedures within the HR department. These include standardized selection methods, systematic performance appraisals, official job evaluations and formal recruitment channels (Panayotopoulou, Galanaki & Papalexandris 2010). Companies in such a culture will readily adopt technology to enhance their HRM. Adoption of technology in HRM practices depends on the success of HRIS, HRM department sizes and the resources used to train employees to increase a firm’s performance (Panayotopoulou, Galanaki & Papalexandris 2010). Institutes operating in knowledge-intensive industries require technological innovation, which is critical for responding to constant changes in market conditions. They need to acquire new knowledge, and have to exploit all their resources and capabilities. The organization’s human-resource accumulates and embodies much of the knowledge required to remain competitive. For these firms, it is crucial to advance their HRM capability to improve their technological uniqueness (Gong & Chow 2010). Role of Technology in Serving HRM The role of HRM is to nature long-term social capital in the organization. Technology employed by the HRM should ensure that trust and sense of reciprocity exists to maintain networking for unrestricted capital progression. Technology could serve two purposes in HRM, and the conceivable outcomes depend on the overall aim of the business. First, it can make it possible to increase the work hours in a day. Second, it can transform traditional work environments and make them flexible, thus liberating employees (Porter & Kakabadse 2006). Technology allows HRM to enhance its personnel strategy. Here, HR practices facilitate employee high performance values, teamwork attitude and leadership skills. In addition, the HR department enhances cross-functional and cross-cultural competencies to bring a greater compatibility in the work teams within the organization. Technological processes assist HRM, in this case, by facilitating or availing the use of virtual team networks and an electronic human-resource distributive design (Wang 2005). The present information era produces a continuous urgency to generate and transport data in easier forms (Chandra 2009). This leads to an increase in the expectations for employees to use the data faster. Businesses having a short-term goal of increasing shareholder value focus on lean and mean