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The primary aim of this paper is to study a dark side of e-HRM concerning its parallel effect on human resource (HR) socialization and HR service delivery and the consequent impact of perceived HR effectiveness.

The current study started with an in-depth review of the extant literature in the field of e-HRM to derive a set of constructs. Based on the theoretical foundation of the identified constructs, the current study went on to derive a set of hypotheses, which was subsequently validated using the uses the quantitative technique of PLS-SEM. A primary survey, in the form of a structured questionnaire, was used as the source for data collection on a sample size of 276 from the Indian industrial domain. Careful attention was paid to eliminate the common method bias in the study.

The findings of this study show a simultaneous significant full mediation effect of both HR service delivery and HR socialization is the relationship between e-HRM and HR effectiveness. However, e-HRM has a strong and significant negative effect on HR socialization. Though HR socialization is positively related to HR effectiveness, the significantly reduced level of HR socialization as a consequence of adaption of e-HRM had negatively affected the perceived HR effectiveness.

Although the dark side of e-HRM has been recognized by academicians and practitioners alike, its implications have seldom been studied in the academic literature. The current study intends to shed some light on this important, but sparsely discussed topic. Further, this study makes significant and meaningful contributions in the literature of e-HRM by empirically studying together the positive and negative consequences of e-HRM and its effects on HR effectiveness. Several e-HRM scholars have discussed the implications of e-HRM adoption and highlighted the negative impacts of e-HRM, and traversing the same path, the current study advances the literature by empirically investigating the effect of e-HRM on the dehumanization of HR processes and practices.

The purpose of this paper is to examine the internal process by which high performance work systems (HPWSs) affect firm performance. It attempts to show the mediating effect of employee job satisfaction in the human resource (HR)‐performance link and also to show the moderating effect of employees' perception on the effectiveness of HPWSs.

Using a nationally representative data set from Korea (firm‐level samples: 245 firms, employee‐level samples: 6,709), this study analyses the mediating effect of job satisfaction in the relationship between HPWSs and firm performance with ordinary least squares (OLS) analysis and examines the moderating effect of employee perceptions with OLS and hierarchical linear modeling (HLM).

Results show that: there are positive associations between HPWSs and firm performance and between HPWSs and job satisfaction; job satisfaction has a mediating effect in the HR‐Performance link; and employees' perceptions of the effectiveness of HR practices moderate these relationships.

Limitations of the study are the measurement of HR practices, omitted variable problem, and generalizability of the results in this study. Scholars argue for the positive effect of HPWSs on firm performance and managers attempt to introduce HPWSs in their firms, but most of them do not fully understand what happens in the HR‐performance link. This study demonstrates that job satisfaction is a “black box” in the linkage between HPWSs and firm performance and may inform managers of appropriate policy levers that, if manipulated appropriately so that employees feel the effectiveness of HPWSs, can help the firm achieve more desirable organizational outcomes.

Many scholars argue that research to examine the internal process in the HR‐performance link is essential for rigorous elaborations of SHRM‐related theories, but few studies have investigated this issue. This study reveals the mediating and moderating mechanisms through which the HR‐performance link exerts its influence.

This paper aims to deepen the extant theoretical and empirical knowledge on the mechanisms by which organizational culture and HR practices interact to promote innovative capability in organizations.

The data for this study were collected from a sample of 75 companies in two phases. First, the HR managers of those companies responded to a survey that measures organizational culture, HR practices and innovative capability. Second, we obtained additional data from department managers of 36 of those 75 companies. The research model and hypotheses were tested using structured equation modeling (SEM).

The results indicate that cultural traits have direct and significant effects on promoting innovative capability and that they have also a strong effect on the effectiveness of implemented HR practices, the latter having a mediation role. The importance of considering both generic and specific (innovation focused) HR practices to obtain a synergistic effect in the promotion of innovation was also demonstrated.

The data were collected using a questionnaire at a single point in time, and thus, not allowing cause–effect inferences.

The results of this study provide evidence for HRM professionals interested in designing a system of HR practices that contributes to enhance organizational innovative capability.

This study advances our understanding of the mechanisms through which HR practices have an incremental effect over organizational culture on organizations' innovative capability, specifically offering a list of innovation-targeted practices. Moreover, it suggests that decision-makers will benefit from combining a range of generic and innovation-focused HR practices, which will display greater effect when embedded on highly effective culture contexts.

This study aims to provide a conceptualisation of HR outsourcing (HRO) effectiveness from a service quality perspective and subsequently develop a scale – HROSERVPERF to measure HRO service performance underpinned S-O-R theory.

Grounded on theoretical conceptualisation, literature and information collected through semi-structured interviews, HRO service performance items pool were generated. 257 responses from manufacturing firms in Malaysia that have outsourced their HR were collected. PLS-SEM is used for scale confirmation and validation.

The conceptualisation of HRO effectiveness and HRO service performance suggests a need for scale development that encompasses service quality-satisfaction-loyalty framework supported by S-O-R theory. Operational improvement, resource alignment and service delivery emerged as the service performance dimensions of HROSERVPERF.

This study was limited to manufacturing firms in Malaysia, hence little generalisation could be drawn beyond this context. However, this serves as future research opportunities.

HR managers and service providers can employ HROSERVPERF to measure and improve HRO service performance more effectively. Service providers can re-strategise and target their scarce resources to better retain their clients.

This is the first paper that provides HRO effectiveness conceptualisation from a service quality perspective followed by a scale development with formative measures using PLS-SEM underpinned S-O-R theory.

Under public sector reforms, HR departments are under increasing pressure to demonstrate how they add value to the organization. This paper seeks to contribute to our knowledge of HR functional roles in public sector organizations by considering how social capital may influence perceived HR department performance. Most prior research on HR functional performance has focused on what HR professionals do, rather than on how they do it, yet such process factors have been shown in the literature on organizational strategy to be crucial determinants of long‐term effectiveness. This paper aims to use the framework of social capital as a means of conceptualizing HR processes, and investigates how these are played out in an exploratory study.

The paper is based on four matched‐pair case studies in public sector organizations in the UK. A total of 77 interviews are conducted.

The research found that there appeared to be a link between HR social capital and perceptions of HR functional performance on the part of both HR staff and line managers.

This is a piece of case study based research in the UK public sector, and therefore the findings may not be generalizable. It would have been preferable to have had some hard metrics for HR department performance, but perceptual data was relied on instead. Further research is therefore recommended.

The implication for HR practitioners is that attention needs to be paid to the structural and relational dimensions of how the HR department operates, as well as to what it does, if it is to be regarded as effective.

This is a piece of original research on a topic that has received almost no prior attention. Previous research on the link between HRM and performance has focused almost exclusively on HR strategies and policies and has neglected process and implementation. This paper presents some evidence to show that HR processes in terms of social capital may be an important element.

The purpose of this paper is to identify the differences and similarities in the HRM frames of middle-level managers and HR professionals, and to uncover the roots and contents of (dis)agreements in the HRM frames among HR professionals and middle-level managers.

An explorative case study performed in a Dutch homecare organization explored the reasons for the different roots and dynamics of the cognitive frames of HR professionals and middle-level managers.

The research shows that these differences originate in the lack of clarity concerning the experienced philosophy and goals of HRM, leading to different client foci, in the inertia- and intuition-based execution of HRM practices and in the seemingly large distance between central and local HRM administrative functions. The alignment of HRM frames developed from being congruent in the HRM vision towards incongruence in daily HRM execution.

This research confirms that HR professionals and middle-level managers have different HRM frames that encompass knowledge, assumptions and expectations. Congruent thinking by both social groups can lead to a better HRM system and to changes in HRM processes, enabling easier progress.

This paper analyzes the influence of HR function on organizational performance through the effective deployment of high-performance work practices. Although researchers have examined the relationship between these constructs, extant literature demonstrates contradictory findings. Thus, building on contemporary strategic HRM literature this study expands previous frameworks adopting a system thinking perspective, namely the concept of maturity of HRM system.

It is a cross-sectional study, having collected primary data from 424 managers and employees working in 135 organizations. The research model and hypotheses were tested at unit level using structured equation modelling.

The results support a positive impact of the HR function on perceived organizational performance. Furthermore, demonstrating that the mediation through high-performance work practices is partial, supporting that the HR function has an incremental value over HR practices on organizational performance. Inspired by system thinking, this study tested an integrated model that combines the HRM system, HR function and organizational performance. Overall, it contributes to the literature by providing additional evidence to the influence of HR Function for organizational performance.

The data were collected using a questionnaire at a single point in time, and thus, not allowing cause-effect inferences.

The results provide guidance to organizational leaders interested in designing and implementing effective HRM systems and building successful HR departments.

This study advances the understanding of the mechanisms by which HR function, HR practices and HRM system interact to explain organizational performance. Furthermore, it suggests that organizational decision-makers to benefit the most from high-performance work practices should embedded them on mature HRM systems.

The purpose of this study is to provide deeper and broader insights into human resource outsourcing (HRO) trends and practices specific to the Malaysian context.

Data were collected from HR managers through a questionnaire-based survey, using convenient sampling with random selection.

HRO practices were found to have evolved into second-generation outsourcing, with considerable potential to grow further in the future. Firm size and sector had little or no effect on the degree of HRO. Both cost benefits and resourced-based benefits were key drivers of HRO decisions, with a majority of the firms reporting having achieved these benefits equally and positively. Most of the functions outsourced were traditional-transactional HR functions. Slightly more than half of the HRO decisions were made by top management without the involvement of HR managers. More than half of the firms surveyed intended to do more outsourcing in the near future (i.e. within the next two to five years), including firms that had previously experienced HRO failure.

While convenience sampling limits the generalisability of the findings, it is suitable for a study like this, especially as there is no pre-established list of firms outsourcing HR available in Malaysia. The study did not cover trends in either HR shared services or insourcing – either of which could potentially affect future HRO trends in the future. The findings also serve as a warning to future HRO researchers about the importance of contextual knowledge to strengthen the validity of their findings.

The findings provide both practitioners and service providers with insights into HRO practices and trends in Malaysia, which are comprehensively discussed in the paper.

This paper presents a broad, yet up-to-date, overview of HRO practices and trends specific to the Malaysian context. It covers aspects and details of HRO not explored or explicitly discussed before.

The purpose of this paper is to contribute to the human resources (HR) literature by using exploratory network analysis (ENA), a data-driven technique. This technique was employed to discover how the perceived effectiveness of HR practices interrelate with employee perceptions on organizational cultural factors to enhance organizational commitment.

The authors used data from 1,459 employees of a large South Korean conglomerate and studied how individual HR practices could be enhanced by specific organizational cultural factors. The data were analyzed using ENA, which is an inductive approach.

The authors found that organizational commitment is associated with the positive perceptions of employees on the effectiveness of HR practices, such as performance appraisal, training and development, and compensation. Results show that when both HR practices and organizational cultural factors are considered, they appear to influence organizational commitment independently.

Data were collected from a large conglomerate. The authors were limited by the use of the scales developed by a consulting firm. Therefore, readers should be cautious about the generalizability of the findings.

The application of a data-driven technique (ENA) highlights the potentially fertile methodological grounds for HR research. Literature on strategic HR management may benefit from inductive approaches, wherein data serve as primary foundation for the design and development of new theories.

The objective of this study was to examine the significant factors leading to employee alienation in post-merger integration (PMI).

Data were collected from 482 middle- and low-level employees in two organizations in the real estate and banking sectors in the United Arab Emirates. The analysis was carried out using structural equation modeling (SEM).

Organizational justice, employee commitment, organizational trust, perceived effectiveness of human resource (HR) initiatives and employee communication strategy played an important role in developing or mitigating a feeling of alienation among employees during PMI. Employee tenure in the organization affected individual work performance.

The study was limited to middle- and low-level employees and did not consider other organizational variables important in mergers. This study will help merger strategists to deliver appropriate HR practices during PMI, facilitating mitigation of uncertainties among employees and maximizing their trust and commitment.

The study results will help organizations understand employee trust, commitment and determinants in an emerging economy.