Chapter 1 Theoretical Approaches to e-HRM Implementations

Abstract

There has been much research and many follow-up recommendations on how to introduce a new electronic human resource management (e-HRM) system to employees in order to avoid or minimize troubles during its implementation. However, implementation projects are known to be time consuming, indirect, and sometimes impulsive developments, leading to a mismatch between the initial ideas behind information technologies and the use in practice, the employees' perceptions and their experience. Paraphrasing Block, I put forward the following question: If I define successful e-HRM as one that is developed on-time and within budget, is reliable and easily maintained, and meets the specified requirements of HR professionals, line managers, and employees — how many organizations would acknowledge having successful e-HRM? (Block, R. (1983). The politics of project. New York: Yourdon Press). This chapter explores lessons from information technology (IT) studies that e-HRM researchers can learn and apply to better understand complex e-HRM implementation projects.

Citation

Bondarouk, T. (2011), "Chapter 1 Theoretical Approaches to e-HRM Implementations", Bondarouk, T., Ruël, H. and Kees Looise, J. (Ed.) Electronic HRM in Theory and Practice (Advanced Series in Management, Vol. 8), Emerald Group Publishing Limited, Leeds, pp. 1-20. https://doi.org/10.1108/S1877-6361(2011)0000008005