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Open Access
Article
Publication date: 11 August 2022

K.G. Priyashantha, A. Chamaru De Alwis and Indumathi Welmilla

The disruptive human resource management (HRM) technologies are now considered a significant facilitator to change and benefit the entire HRM landscape. This view needs to…

Abstract

Purpose

The disruptive human resource management (HRM) technologies are now considered a significant facilitator to change and benefit the entire HRM landscape. This view needs to be further verified by reviewing the knowledge on the subject in the empirical research landscape. Thus, the study's objectives were to find (1) the current knowledge and (2) the areas where empirical research is lacking in disruptive HRM technologies.

Design/methodology/approach

The article is a literature review that was followed by the systematic literature review and the preferred reporting items for systematic reviews and meta-analyses (PRISMA). The review considered 45 articles published during the 2008–2021 period extracted from the Scopus database, and bibliometric analysis was performed to achieve the research objectives.

Findings

The results found that scholarly attention has been given to electronic HRM (E-HRM) rather than the disruptive HRM technologies. The areas investigated include the determinants of intention, adoptions and use of E-HRM and the outcomes of E-HRM adoptions and use. These outcomes can be further divided into general outcomes and HRM outcomes.

Research limitations/implications

The findings reveal gaps in E-HRM research and disruptive HRM technologies remain untapped in the empirical research landscape. Hence, the study findings provide some implications for future research and applications.

Originality/value

The study found empirically proven determinants of E-HRM intention, adoptions and use and E-HRM adoptions and use outcomes. These were found in the studies conducted during the 2008–2021 period.

研究目的

顛覆性人力資源管理技術被認為是一個可改變、並幫助整個人力資源管理格局的重要誘導者; 這個看法、需透過檢核在實證研究範疇裡就有關議題的資料、才能作進一步的核實。因此,本研究擬了解 (1): 我們目前對有關議題的認知,以及 (2): 就顛覆性人力資源管理所進行的實證研究有哪些不足之處。

研究設計/方法/理念

本文是一個文獻探討。研究人員採用系統文獻綜述研究法,以及系統綜述和 meta分析的首選報告項目。研究涵蓋45篇於2008年至2021年期間發表的學術文章; 這些文章均取自 Scopus資料庫。研究人員進行文獻計量分析,以達到研究的目標。

研究結果

研究結果顯示、被研究探索的是電子化人力資源管理 (E-HRM) ,而不是顛覆性人力資源管理技術。被研究的範疇包括使用電子化人力資源管理的決定因素,以及使用後的結果。使用後的結果再細分為一般性的結果、和與人力資源管理有關的結果。

研究的啟示

研究結果顯示、在實證研究的範疇裡,電子化人力資源管理和顛覆性人力資源管理技術的研究均存在未被探索的研究缺口。因此,研究結果為今後的研究和有關的應用提供了啟示。

研究的原創性和價值

本研究發現並確認經實證證明的使用電子化人力資源管理的決定因素,以及使用後的結果。研究結果乃基於檢核於2008年至2021年期間進行的學術研究而得來的。

關鍵詞

顛覆性人力資源管理技術、系統文獻綜述、系統綜述和meta分析的首選報告項目 (PRISMA)

Details

European Journal of Management and Business Economics, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2444-8451

Keywords

Open Access
Article
Publication date: 6 May 2022

Musa Nyathi and Ray Kekwaletswe

The purpose of this paper is to propose and test a model designed to realize employee and organizational performance gains in developing economies.

Abstract

Purpose

The purpose of this paper is to propose and test a model designed to realize employee and organizational performance gains in developing economies.

Design/methodology/approach

Data were collected through a survey involving 35 organizations using electronic human resource management (e-HRM) systems. A purposive sampling technique was employed. Regression analysis making use of Process macro in Statistical Package for the Social Sciences (SPSS) was used to analyze the data.

Findings

Despite its infancy in African countries, e-HRM use has a positive effect on employee and organizational performance. The organization-wide gains are enhanced through employee performance mediation.

Practical implications

Electronic-HRM use, complemented by human resource best practices that impact positively on individual performance, is likely to enhance organizational performance gains. Employee performance mediation effect is likely to further enhance the effect of e-HRM usage on organizational performance.

Originality/value

This study represents a first attempt to examine the role of employee performance as an intervening variable in the relationship between e-HRM use and organizational performance. The findings bring into attention the role of organizational members' performance in explaining organizational performance gains. The findings also result in a model that should lead to increased employee and organizational performance.

Details

African Journal of Economic and Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2040-0705

Keywords

Book part
Publication date: 8 June 2011

Jukka-Pekka Heikkilä and Adam Smale

This chapter introduces the issue of language into the already complex nature of e-HRM system implementation in multinational corporations (MNCs). In the light of scant…

Abstract

This chapter introduces the issue of language into the already complex nature of e-HRM system implementation in multinational corporations (MNCs). In the light of scant empirical research on language in international business in general and e-HRM in particular, this chapter reviews the research on language issues in the MNC context. The chapter then illustrates the challenges presented by language by reporting findings from a qualitative study into the effects of language standardization on e-HRM system acceptance and use in the foreign subsidiaries of a Finnish MNC.

Details

Electronic HRM in Theory and Practice
Type: Book
ISBN: 978-0-85724-974-6

Book part
Publication date: 9 August 2017

Kathleen McDonald, Sandra Fisher and Catherine E. Connelly

As e-HRM systems move into the ‘smart’ technology realm, expectations and capabilities for both the automational and informational features of e-HRM systems are…

Abstract

Purpose

As e-HRM systems move into the ‘smart’ technology realm, expectations and capabilities for both the automational and informational features of e-HRM systems are increasing. This chapter uses the well-established DeLone and McLean (D&M) model from the information systems literature to analyze how a smart workforce management system can create value for an organization.

Methodology/approach

The chapter is based on an exploratory case study conducted with a North American industrial products firm. We review three systems-level predictors of success from the D&M model (system quality, information quality, and service quality) and evaluate the company’s systems on these attributes.

Findings

The company’s e-HRM systems fall short on the information quality dimension, which limits potential for overall system success related to smart workforce management.

Research limitations/implications

The e-HRM literature focuses on individual-level factors of system success, while the D&M model uses more macro factors. Blending these may help researchers and practitioners develop a more complete view of e-HRM systems. Conclusions from this chapter are limited due to the use of a single, exploratory case study.

Practical implications

Companies must pay attention to all three predictors of system quality when developing smart workforce management systems. In particular, implementation of a data governance program could help companies improve information quality of their systems.

Originality/value

This chapter adds to the literature on smart workforce management by using a model from the information systems literature and a practical example to explore how such a system could add value.

Details

Electronic HRM in the Smart Era
Type: Book
ISBN: 978-1-78714-315-9

Keywords

Book part
Publication date: 9 August 2017

François L’Écuyer and Louis Raymond

This study aims to explore the relationship between IT and HRM in the context of manufacturing SMEs, more specifically the relationship between strategic HRM and e-HRM as…

Abstract

Purpose

This study aims to explore the relationship between IT and HRM in the context of manufacturing SMEs, more specifically the relationship between strategic HRM and e-HRM as well as the performance effects of this relationship. The conceptual framework is founded upon the resource-based view (RBV), specifically upon the strategic HRM and e-HRM capabilities of SMEs and upon the strategic alignment of these capabilities in the form of capability configurations or “gestalts.”

Methodology/approach

To answer the research questions, a questionnaire was constructed and mailed to 1854 manufacturing SMEs in the province of Quebec, Canada, producing 216 valid responses that were used for statistical analysis purposes. Capability configurations were identified through a cluster analysis of the e-HRM and strategic HRM capabilities developed by these firms.

Findings

Using structural equation modeling to validate the research model, a causal analysis confirmed a positive influence of the sampled SMEs’ strategic orientation upon their development of strategic HRM capabilities. More importantly, a higher level of alignment between the SMEs’ strategic HRM and e-HRM capabilities was associated to a higher level of strategic HRM performance.

Originality/value

To our knowledge, ours is the first study to show interest in the effect of the strategic alignment of HRM and IT capabilities upon HRM performance, by adopting a configurational perspective and considering organizational IT from a functional point of view. Given the specific context of SMEs, the focus was on e-HRM capabilities related to the IT infrastructure of these organizations and the IT competencies of individuals related to HRM.

Details

Electronic HRM in the Smart Era
Type: Book
ISBN: 978-1-78714-315-9

Keywords

Book part
Publication date: 9 August 2017

Johan Gregeby and Mårten Hugosson

This chapter addresses a lack of theory building in electronic-HRM (e-HRM) research and attempts to contribute with a (re-)conceptualisation of e-HRM as a nexus of…

Abstract

Purpose

This chapter addresses a lack of theory building in electronic-HRM (e-HRM) research and attempts to contribute with a (re-)conceptualisation of e-HRM as a nexus of practices and their material arrangements.

Methodology/approach

The work draws on theories from information systems research, science and technology studies, and sociology and organisation studies.

Findings

The (re-)conceptualisation indicates that future research should make further enquiries into the role of human agency and political processes in e-HRM.

Practical implications

As a methodological pathway a combination of ethnography and philosophical hermeneutics is proposed, enabling the achievement of a required pertinent sensibility in the study of social practices and human intentionality. Action research is also considered to be relevant for an engaged e-HRM scholarship.

Social implications

The social implication of this research is the advancement of theories that emphasise the importance of human agency, morality and materiality in organisational processes.

Originality/value of the chapter

The conceptualisation may thus facilitate research that reveal insights about involvement, reciprocity and power in e-HRM projects – knowledge that can direct the development of e-HRM project teams and thus facilitate strategic HRM.

Book part
Publication date: 9 August 2017

Arnela Ceric

Little is known about actual organisational experiences and challenges with using e-HRM. The focus of this chapter is on the challenges that Australian HR professionals…

Abstract

Purpose

Little is known about actual organisational experiences and challenges with using e-HRM. The focus of this chapter is on the challenges that Australian HR professionals face in using e-HRM and achieving e-HRM outputs.

Methodology

Data were collected through semi-structured interviews with five HR professionals in different Australian organisations. Content analysis was applied to analyse the transcribed interviews.

Findings

Potential of e-HRM to bring efficiency, access to HR data, reporting, as well as contributions to the overall business strategy are thwarted by three groups of e-HRM challenges that HR professionals experience: e-HRM technical issues, HR issues, and e-HRM development issues.

Research limitations/implications

Findings are based on the five interviews with HR professionals in Australian organisations only. Line managers, employees, and managers from other business functions as well as small businesses have not been included in the research sample.

Practical implications

By addressing the e-HRM challenges, HR professionals can achieve e-HRM benefits and enhance their contribution to the overall business.

Originality/value

A major contribution is to show that the HRM literature barely considers the e-HRM challenges facing HR professionals. Another contribution is to provide an understanding of e-HRM challenges in the Australian context.

Book part
Publication date: 11 November 2019

Esther Njoku, Huub Ruël, Hefin Rowlands, Linda Evans and Michael Murdoch

There is currently a proliferation of digital analytics and machine/artificial intelligence productivity tools for creating and sustaining competitive advantage through…

Abstract

There is currently a proliferation of digital analytics and machine/artificial intelligence productivity tools for creating and sustaining competitive advantage through strategic flexibility. Transformational e-HRM enables organizations to achieve and sustain competitive advantage through exploitation of these new productivity tools and approaches. However, it has been observed that many organizations have not been able to realize this. Using findings from an empirical exploration of e-HRM’s contribution to sustaining business performance, derived through an interpretative phenomenological analysis of a single case study, we propose in this chapter that for organizations to leverage the productivity gains of implementing Transformational e-HRM, HR and frontline managers require access to readily available artificial intelligence productivity tools. For e-HRM to contribute to sustaining business performance, we add to strategic flexibility theory that this can be realized by using e-HRM to enable strategic flexibility and adaptive capability. As we propose that it will be about organizations using the strategic capability derived by using Transformational e-HRM to create flexible and adaptive organizations. Its implications for practice are stated.

Details

HRM 4.0 For Human-Centered Organizations
Type: Book
ISBN: 978-1-78973-535-2

Keywords

Book part
Publication date: 16 July 2018

Gary W. Florkowski

Three decades of academic and professional discourse on HR technologies (HRTs) have produced continued disagreement over construct definitions and research streams that…

Abstract

Three decades of academic and professional discourse on HR technologies (HRTs) have produced continued disagreement over construct definitions and research streams that are highly fragmented. These realities suggest that greater consistency in meanings is sorely needed if we are to integrate and upgrade knowledge in this area. This chapter draws on the findings of a systematic research review to properly define the content domains of human resource information systems (HRIS), virtual human resources (virtual HR), electronic human resource management (e-HRM), and business-to-employee (B2E) systems. An integrative synthesis was performed on 242 system-level writings that appeared in the literature from 1983 to 2017. The weight of the evidence strongly supports treating HRIS, virtual HR, e-HRM, and B2E systems as independent, complimentary constructs. While the first three comprise a firm’s HRT system, the fourth construct is more appropriately positioned in the business-collaborative system. The sample was further evaluated with an analytic framework to detect patterns of practice in research designs. This revealed that much more attention has been focused on system actions and outcomes than on attitudes and system characteristics. Different units of analysis were well represented aside from trans-organizational studies. Finally, a case is made for better contextualizing HRT research by recognizing differences in assimilation stage, functional penetration, and collective proficiency. These factors are rarely mentioned, let alone studied, raising additional concerns about measurement error. Detailed suggestions are offered on ways to incorporate them. Together, these materials should promote more sophisticated and generalizable assessments of technology, improving our ability to understand its impacts.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78756-322-3

Keywords

Book part
Publication date: 8 June 2011

Tanya Bondarouk

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…

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.

Details

Electronic HRM in Theory and Practice
Type: Book
ISBN: 978-0-85724-974-6

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