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Open Access
Article
Publication date: 27 March 2023

Musa Nyathi and Ray Kekwaletswe

The purpose of this paper is to examine whether employee outcomes of employee performance and job satisfaction mediate and enhance the effect of e-HRM usage on organizational…

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Abstract

Purpose

The purpose of this paper is to examine whether employee outcomes of employee performance and job satisfaction mediate and enhance the effect of e-HRM usage on organizational performance.

Design/methodology/approach

Data were collected through a survey involving 35 organizations using e-HRM systems. A partially mixed sequential dominant status explanatory design was used for the study. A stratified convenience sampling technique was used for the quantitative phase of the study. A purposive sampling technique was employed for the qualitative phase. A structural equation modelling technique with the use of the process macro approach was used to analyse collected data.

Findings

There is a positive relationship between e-HRM usage and employee outcomes. Employee performance and job satisfaction mediate the effect of e-HRM usage on organizational performance. Employee performance and job satisfaction are contextual variables that characterize effective e-HRM configurations.

Practical implications

Organizations should invest in employee outcomes in order to maximize the potential of e-HRM. The e-HRM configurations characterized by a multiplicity of dimensions are more likely to add to organizational value creation. The deployment of e-HRM systems should be preceded by high levels of employee performance and job satisfaction, for organizational success.

Originality/value

The study contributes to a growing body of knowledge on dimensions, which characterize effective e-HRM configurations, yielding organizational success. Employee performance and job satisfaction should be added to the characteristics of effective e-HRM configurations.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 11 no. 1
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 17 November 2022

Musa Nyathi and Ray Kekwaletswe

The purpose of this paper is to examine the mediating effect of employee job satisfaction on the relationship between electronic human resource management (e-HRM) use and e-HRM…

Abstract

Purpose

The purpose of this paper is to examine the mediating effect of employee job satisfaction on the relationship between electronic human resource management (e-HRM) use and e-HRM macro-level consequences.

Design/methodology/approach

Data were collected through a survey involving 32 organizations, using e-HRM applications. A purposive sampling technique was employed. A structural equation modeling technique with the use of the process macro approach was used to analyze collected data.

Findings

E-HRM use has a positive and significant effect on e-HRM macro-level consequences and constituent elements of e-HRM operational, relational and transactional consequences. Employee job satisfaction partially mediates the relationship between e-HRM use and e-HRM macro-level consequences.

Practical implications

The use of e-HRM, complemented by human resource best practices, enhances employee job satisfaction. At an indirect level, job satisfaction partially mediates the effect of e-HRM use on e-HRM macro-level consequences. Organizations should invest in job satisfaction-enhancing practices to ensure attainment of intended organization-wide consequences on a more consistent basis.

Originality/value

The study broadens the scope through which the association between e-HRM use, e-HRM macro-level consequences and employee job satisfaction are viewed. The study illustrates the limitations of the deterministic view of e-HRM use, while supporting the assumptions of the moderate determinism approach, which pin the success of e-HRM systems on the performance and satisfaction of e-HRM actors. The level of employee job satisfaction mediates the relationship between e-HRM use and e-HRM macro-level consequences. The study, to the authors' knowledge, is the first in establishing such an effect.

Details

African Journal of Economic and Management Studies, vol. 14 no. 4
Type: Research Article
ISSN: 2040-0705

Keywords

Open Access
Article
Publication date: 20 October 2022

Musa Nyathi

The purpose of this paper is to investigate the mediating role of perceived organizational politics on the relationship between electronic human resource management (e-HRM) use…

1857

Abstract

Purpose

The purpose of this paper is to investigate the mediating role of perceived organizational politics on the relationship between electronic human resource management (e-HRM) use and e-HRM macro-level consequences.

Design/methodology/approach

The paper uses a cross-sectional survey of HR professionals, line managers and information technology specialists. A purposive stratified sampling technique is employed. The analyses of data make use of regression and process macro in SPSS analysis.

Findings

The effect of e-HRM use on e-HRM macro-level consequences is partially mediated by perceived organizational politics.

Practical implications

Organizations can invest in e-HRM use alongside other HR practices such as, emotional intelligence training, to reduce the negative effects of perceived organizational politics and in the process enhance employee attitudes and performance.

Originality/value

The study enriches the scope through which the interaction between e-HRM use and perceived organizational politics is viewed. The study was conducted in Zimbabwe, demonstrating that the indirect effect of e-HRM use on e-HRM macro-level consequences is not limited to developed economies.

Details

African Journal of Economic and Management Studies, vol. 15 no. 1
Type: Research Article
ISSN: 2040-0705

Keywords

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 be…

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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. 33 no. 1
Type: Research Article
ISSN: 2444-8451

Keywords

Open Access
Article
Publication date: 16 January 2023

Adel Ismail Al-Alawi, Mourad Messaadia, Arpita Mehrotra, Sohayla Khidir Sanosi, Hala Elias and Aysha Hisham Althawadi

The purpose of this study is to discover the factors related to human resource (HR) digital transformation (DT) in Bahrain during coronavirus disease 2019 (COVID-19) and to…

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Abstract

Purpose

The purpose of this study is to discover the factors related to human resource (HR) digital transformation (DT) in Bahrain during coronavirus disease 2019 (COVID-19) and to analyze the impact of e-human resource management (e-HRM) on organizational performance. These factors are funding, information technology (IT) infrastructure, technical support, digital skills or talents, organizational culture, employee resistance and top management support. These factors were tested to determine whether they affected HR DT in Bahrain during COVID-19. There are no findings in the researched literature regarding the proposed factors that affect HR DT in Bahrain during COVID-19 in this study.

Design/methodology/approach

For data collection, a quantitative method was applied by conducting an online survey and distributing it to HR executives and employees from multiple organizations in Bahrain, both in the private and public sectors.

Findings

This study proposes a DT adoption model based on seven factors extracted from the literature review. A questionnaire was deployed, and accurate data were collected, processed and then analyzed. The logit model shows determinants factor to the DT adoption where all variables have a positive effect.

Originality/value

Using technology in an organization’s HR practices, known as e-HRM or HR DT, is becoming more crucial since the COVID-19 pandemic. Unlike European countries, the HR sector in Bahrain is not prepared to adopt the e-HRM process. This paper proposes a model that enables the HR sector to adopt digital technologies. This model is based on the key factors that enable an effective transition to the sector’s digitalization (e-HRM). Future research is sought to provide additional insights into the same factors and measure their effect on HR DT during COVID-19 in other countries.

Details

Arab Gulf Journal of Scientific Research, vol. 41 no. 4
Type: Research Article
ISSN: 1985-9899

Keywords

Book part
Publication date: 12 February 2024

Lerato Aghimien, Clinton Ohis Aigbavboa and Douglas Aghimien

The current era of the fourth industrial revolution has attracted significant research on the use of digital technologies in improving construction project delivery. However, less…

Abstract

The current era of the fourth industrial revolution has attracted significant research on the use of digital technologies in improving construction project delivery. However, less emphasis has been placed on how these digital tools will influence the management of the construction workforce. To this end, using a review of existing works, this chapter explores the fourth industrial revolution and its associated technologies that can positively impact the management of the construction workforce when implemented. Also, the possible challenges that might truncate the successful deployment of digital technologies for effective workforce management were explored. The chapter submitted that implementing workforce management-specific digital platforms and other digital technologies designed for project delivery can aid effective workforce management within construction organisations. Technologies such as cloud computing, the Internet of Things, big data analytics, robotics and automation, and artificial intelligence, among others, offer significant benefits to the effective workforce management of construction organisations. However, several challenges, such as resistance to change due to fear of job loss, cost of investment in digital tools, organisational structure and culture, must be carefully considered as they might affect the successful use of digital tools and by extension, impact the success of workforce management in the organisations.

Details

Construction Workforce Management in the Fourth Industrial Revolution Era
Type: Book
ISBN: 978-1-83797-019-3

Keywords

Article
Publication date: 27 November 2023

Gopal Krushna Gouda and Binita Tiwari

Smart HR 4.0 is a new concept characterized by adopting innovative technologies of Industry 4.0 (I4.0) in the HR domain. This study attempts to identify the key factors of Smart…

Abstract

Purpose

Smart HR 4.0 is a new concept characterized by adopting innovative technologies of Industry 4.0 (I4.0) in the HR domain. This study attempts to identify the key factors of Smart HR 4.0 to foster organizational innovation ambidexterity.

Design/methodology/approach

Based on review of literature and survey from expert opinions by using the Delphi method, 12 factors were found most suitable for this study. Further, the fuzzy-TISM technique was used to establish contextual relationships and develop a hierarchical model on the identified factors. Subsequently, the MICMAC analysis was applied to classify these factors according to their driving and dependence power.

Findings

This study framed a conceptual hierarchical model of Smart HR 4.0 and established contextual relationships among identified factors. Result shows that smart organic structure, industry–institute interface, IT-enabled system and ambidextrous leadership are important factors as they have the highest driving power. Further, knowledge management, learning culture and psychological empowerment are the linkage factors having both driving as well as dependency power in the whole system.

Practical implications

This study can guide the managers in smoothly implementing these practices to manage their human capital amidst digital disruption, ensuring innovation competitiveness of the firm. The structural hierarchical framework of Smart HR 4.0 may serve as a blueprint for HR professionals and business leaders to attain organizational innovation ambidexterity in the current wave of digital disruptions (Industry 4.0).

Originality/value

This study provides a holistic model of smart HR 4.0 integrating innovation ambidexterity in I4.0.

Details

Journal of Organizational Effectiveness: People and Performance, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2051-6614

Keywords

Book part
Publication date: 28 September 2023

Harreet Kaur, Deepali Sodhi, Rashmi Aggarwal and Uma Shankar Yadav

This study aims to discover and carefully review the academic works pertinent to the concepts and elements of how human resources (HRs) can be managed through digital marketing…

Abstract

This study aims to discover and carefully review the academic works pertinent to the concepts and elements of how human resources (HRs) can be managed through digital marketing and its benefits and model of implementation.

The HR industry has seen digital transition businesses align their HR practices with cutting-edge technologies. Despite this, there are still numerous areas where conventional HR assessments must be improved. Therefore, it is important to discover why digital marketing is necessary for conducting HR practices.

The literature search found numerous published papers demonstrating the applicability of managing HRs through digital marketing. The review provided a comprehensive yet condensed overview of the philosophy behind adopting online platforms for HRs operations. The terms ‘Human Resources in Digital Marketing’ and ‘Recruiting using Digital Marketing’ were used to locate many original, peer-reviewed papers. The evidence suggests that the research was sufficiently reliable and valid.

It is recommended to use digital marketing tools and techniques to facilitate the hiring process and improve the management of HR professionals.

Details

Digital Transformation, Strategic Resilience, Cyber Security and Risk Management
Type: Book
ISBN: 978-1-83797-009-4

Keywords

Book part
Publication date: 12 February 2024

Lerato Aghimien, Clinton Ohis Aigbavboa and Douglas Aghimien

This book aimed to conceptualise a construction workforce management model suitable for effectively managing workers in construction organisations. To this end, this chapter…

Abstract

This book aimed to conceptualise a construction workforce management model suitable for effectively managing workers in construction organisations. To this end, this chapter presents the conceptualised model, which consists of seven workforce management practices with their respective measurement variables. Drawing from existing theories, models, and practices, the chapter concludes that a construction organisation that will attain its strategic objectives in the current fourth industrial revolution era must be willing to promote effective recruitment and selection, compensation and benefits, performance management and appraisal, employee involvement and empowerment, training and development, as well as improving workers emotional intelligence and handling external environment pressure. These practices can promote proactiveness, participation, and improved skills and can lead to effective commitment, better quality, and flexibility within the organisation.

Details

Construction Workforce Management in the Fourth Industrial Revolution Era
Type: Book
ISBN: 978-1-83797-019-3

Keywords

Article
Publication date: 3 June 2022

Aviv Kidron

This study extends the understanding of the context of IHRM headquarters as one of the top management groups (TMGs) through the application of both upper echelons theory and…

Abstract

Purpose

This study extends the understanding of the context of IHRM headquarters as one of the top management groups (TMGs) through the application of both upper echelons theory and contextual theory.

Design/methodology/approach

Semi-structured interviews were conducted with senior Israeli HR managers from international advanced-technology companies.

Findings

This study expands on theory by explaining how contexts act as constraints or opportunities for IHRM headquarter professionals as TMGs. The organizational context in which the IHRM headquarters take part is based on two themes: organizational structure and shared values. This is followed by the context of IHRM headquarters that includes two foundations for integration: strategic IHRM and trust. Finally, integration is derived from two themes: collaborative behaviors and electronic HRM.

Originality/value

This research has yielded a theoretical framework, which makes progress toward developing an integrative paradigm between IHRM headquarters' behavioral integration and organizational features. The paper presents a valuable “toolkit” for facilitating internal integration in IHRM headquarters.

Details

EuroMed Journal of Business, vol. 18 no. 4
Type: Research Article
ISSN: 1450-2194

Keywords

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