Urban Planning and Society in the Indus Valley Civilization

Abstract

This study heavily relies on secondary data and employs a systems theory approach based on the Technology Acceptance Model (TAM), which might overlook the unique behavioural responses pertinent to various organisational contexts. Furthermore, the research fails to include empirical evidence or firsthand investigations like surveys or interviews, which constrains the broader relevance and real-world utility of the results. Moreover, the variables analysed in this article evaluate perceived usefulness, user-friendliness, mindset, job fulfilment, involvement, and intention to leave—these are intricate and shaped by a multitude of contextual elements including organisational culture, leadership approach, and external market dynamics, indicating that they fall outside the purview of this study. Ultimately, the lack of longitudinal data limits the capacity to track changes over time, complicating the evaluation of the enduring effects of HRMS implementation on employee behaviour. The identified constraints indicate potential avenues for forthcoming investigations, which encompass empirical verification, an expanded contextual examination, and a longitudinal methodology.