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The purpose of this paper is to investigate types, contexts and consequences of electronic HRM (e-HRM) configurations to get a deeper understanding of the reasons, kinds and success of different e-HRM types.

The paper uses a cross-sectional survey of senior HR persons and analyses data with exploratory methods, i.e. cluster analysis, classification tree analysis and analysis of variance.

The results show that actually three configurations of e-HRM – “non users”, “operational users” and “power users” – exist. These can be explained by a sparse, yet meaningful set of contextual variables. All three configurations markedly contribute to organisational success, whereas the “power user”-configuration exceeds the other configurations.

The employed e-HRM typology shows a precursory status and the empirical study is exploratory in nature. Thus, searching for a clearer theoretical foundation, improving the hypothesising of variables and undertaking further empirical studies to replicate the findings are necessary future steps.

Not always a maximum of electronic support seems to be indicated. Depending on the respective organisational context, even no electronic support, or else, a merely operational electronic support appears to be admissible; while, however, in larger and strategic-oriented organisations full electronic support outperforms other configurations.

–The paper focuses on different e-HRM types and gives some first insights into reasons, kinds and success of different configurations. This should lead to a refined understanding of e-HRM and evoke further research on the subject.

Rapid technological changes have turned electronic-human resource management (e-HRM) into a significant academic and managerial agenda. The purpose of this paper is to examine the impact that different types of e-HRM goals have on distinct types of e-HRM outcomes and an explanatory mechanism, by incorporating HRM role as a mediator and IT users’ acceptance as a moderator.

HR managers of all organizations that adopt some form of e-HRM systems in Greece were asked to participate in the study. The responses of 80 out of 167 managers were analyzed through various methods, including exploratory factor analysis, cross-tabulations, and bootstrapping.

Evidently, regarding HRM roles and outcomes interaction, administrative experts tend to achieve primary outcomes whereas change strategists achieve transformational outcomes. Moreover, information technology (IT) users’ acceptance moderates the mediating effect of e-HRM goals on e-HRM outcomes.

The limited sample and the cross-sectional design of the study are its key limitations.

The findings can facilitate HR manager’s effort to make the most out of e-HRM systems introduced, by stressing the influence of HR role adopted and IT users’ acceptance. Prior to e-HRM adoption, HR role and workforce must be prepared to fit, respectively, e-HRM goals and the expected outcomes. Additionally, apparently the outcomes to be realized through the adoption of e-HRM system may significantly differ in type, based on the goals set.

Albeit expected e-HRM outcomes are multiple and crucial for organizations nowadays, extant evidence is scarce. The moderated mediation model indicates that e-HRM outcomes to be realized largely depend upon other HRM role and IT users’ acceptance, rather than e-HRM goals initially set.

This paper explores the use of social media (SM) in Human Resource Management (HRM). Building on the configurational approach, the study investigates the existence of different configurations of social e-HRM, their consequences for the organizations and their predictors.

This empirical study draws on a survey administered to HR directors of 176 companies operating in Italy. Two-step cluster analysis, test for variance and logistic regressions were employed for data analysis.

Three social e-HRM configurations emerged – non-use, relational use and extended relational use – which distinguish different goals for using SM in HRM. The three configurations lead to similar outcomes for organizations, even if SM users, in general, enjoy greater success than non-users. Certain structural, strategic and HRM factors are systematically and variously associated with each configuration.

The study is based on cross-sectional research, and thus it is difficult to identify causal links between the variables. The study also relies on data collected in a specific national context, which limits the generalizability of the results.

The study suggests that different and equally effective social e-HRM configurations exist and that their presence is predicted by specific structural, strategic and HRM factors.

The study contributes to an emerging and still scarce literature on types, drivers and outcomes of SM use in HRM.

Both for‐profit and not‐for‐profit organisations have been replacing face‐to‐face HRM activities with web‐based HRM tools, e‐HRM for short, for employees and managers since the 1990s. This paper aims to look at whether this is of benefit to an organisation.

The study was conducted in the Ministry of Internal Affairs in The Netherlands, where e‐HRM in the form of employee self‐service applications was introduced.

The study shows that individual assessment of e‐HRM applications influences HRM technical and strategic effectiveness. This is especially so in the perceived quality of the content and the structure of e‐HRM applications which have a significant and positive effect on technical and strategic HRM effectiveness.

It is difficult to form generalizations from the research into only one company.

The basic expectations are that using e‐HRM will decrease costs, will improve the HR service level and will give the HR department space to become a strategic partner. This study investigates whether this is the case.

The area on which this study concentrates has not had extensive academic research conducted into it.

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.

The purpose of this paper is to examine electronic-HRM (e-HRM) as a contingency factor moderating the relationship between high-performance work practices (HPWP) and organisational performance. It also explores the hypothesised relationship within the Middle Eastern context.

An empirical study was conducted on Jordanian firms operating in both financial and manufacturing sectors. The final research sample consisted of 118 questionnaires. The data were analysed using partial least squares through Smart PLS.

The findings show support for the hypothesised relationship. In particular, this study shows that both HPWP and e-HRM have a significant positive influence on organisational performance. The results also revealed that e-HRM moderates the HPWP-performance link.

Overall, these findings support previous claims that the adoption of HPWP contributes to organisational success. In particular, firms operating in the Middle Eastern region could improve their performance by implementing HPWP. It also confirms the vital role of e-HRM on improving the positive influence of HPWP on organisational performance. Thus, managers may consider investing in e-HRM system in order to enforce the contribution of HPWP to the effectiveness of their firms.

This study represents a first attempt to measure e-HRM as a possible moderating variable in the HPWP and organisational performance link. Such moderation would be a contribution to the strategic HRM field as very recent research calls for studies that examine new intermediary variables in an attempt to unlock the “black box” in the HPWP and performance link.

The purpose of this paper is to present results from an empirical study at the a Telecommunication company in Jordan on the impact of electronic-human resource management (e-HRM) use on human resource management (HRM) effectiveness. Moreover, by applying the unified theory of acceptance and use of technology, the study seeks to examine the mediating effect of the intention to use e-HRM on the relationship between e-HRM determinants (i.e. performance expectancy, effort expectancy, and social influence) and e-HRM use. This study adds a major contribution to the e-HRM literature by empirically examining the effect of e-HRM use on HRM effectiveness at both the policy and practice levels.

Data were collected from employees working in Telecommunication company in Jordan about their perception towards the use of the e-HRM system and HRM effectiveness of policies and practices.

The findings provide support for the positive contribution of the use of e-HRM on HRM effectiveness at both the policy and practice levels. It also confirms mediating effects of user intention on the link between e-HRM determinants (both performance expectancy and social influence) and e-HRM use.

This study emphasises the relevance of e-HRM in increasing HRM effectiveness. limitations of the study include cross-sectional data and the difficulty to form generalisation from the research restricted to a single company.

This study represent a first attempt to examines the impact of e-HRM use on HRM effectiveness at both levels: policy and practice. It also reveals that relationship between e-HRM determinants and e-HRM use is mediated with e-HRM user intention.

The authors aim to investigate whether ability electronic human resource management (e-HRM) practices, opportunity enhancing e-HRM practices and motivation enhancing e-HRM can possibly lead to development of sustainable e-HRM systems. Finally, the authors also examined if sustainable e-HRM systems can enhance firm performance.

The model was developed using dynamic capability view perspective. The study tests theoretical model and presents findings by analysing data (partial least squares structural equation modelling method) gathered from 151 South African firms.

The findings indicate that ability enhancing e-HRM practices and motivation enhancing e-HRM practices can result in development of sustainable e-HRM systems, and findings also indicate that sustainable e-HRM systems can improve firm performance.

Emphasis is required on ability enhancing e-HRM practices and motivation enhancing e-HRM practices to develop sustainable e-HRM systems. Once workforce understand the complete benefits of e-HRM, they will start using this system on a regular basis for activities including goal setting, and performance measurement. The development of sustainable e-HRM systems will improve firm performance especially from cost control and customer satisfaction perspective.

This study advances the conceptual debate in the e-HRM domain through the development and testing of theoretical model.

The purpose of this study is to explore e-HRM in MNC setting from various stakeholder´s perspectives. The chapter aims to understand the motives behind the implementation of e-HRM in an MNC. Second, the chapter studies the impacts e-HRM has on various stakeholders and finally aims to deliver understanding of the concept of strategic e-HRM in an MNC.

The study follows a qualitative case study method and the interviewees represented three groups: top management, HR professionals, and line managers.

Main findings suggest that the implementation was motivated by issues related to standardization and overall introduction of a strategic way of working. As an impact of e-HRM implementation, the control of subsidiaries became easier; external and internal transparency and HR image improved; HR operations gained efficiency; and the possibility for “fact based decision making” enabled strategic e-HRM realization for some stakeholders, with the exception of line managers who were considerably more skeptical about issues related to strategic e-HRM.

The issues of change management and system training should be transparent. The strategic benefits could be realized for the line managers and operational HR by discussing how e-HRM impacts their work and roles and how they contribute to achieving the business targets.

The chapter highlights the need for communication in all levels of MNC, and the needs to update e-HRM regularly and taking equally into account various stakeholder’s perspectives.

We pioneer a multilevel perspective of e-HRM implementation and impact in an MNC setting and improve the understanding of taking account various stakeholder’s views when aiming for strategic e-HRM partnerships.