Search results

Building on our earlier model of the links between HR strategy, e-HR goals, architectures, and outcomes, we illustrate the relationship between some of these elements with data from three global organizations. In doing so, we aim to help academics and practitioners understand this increasingly important area of HR theory and practice.

This paper attempts to investigate the transformation in the role of the HR function in Greek firms, as a result of the use of internet and technology.

The paper is based on both quantitative and qualitative methodology. A survey and focus groups took place in order to meet research objectives.

This paper examines and discusses the development of e‐HR use in Greece and the reasons for adoption of e‐HR practices focusing on strategy, process and HRM issues. Findings show that e‐HR facilitates the transformation of HRM role into a more strategic one. Driving forces and critical success factors of e‐HR adoption and implementation are identified and discussed.

Limits its usefulness to countries that experience a stage of HRM professionalisation and technological development similar to that of Greece.

Identifies critical success factors in e‐HR adoption as well as main problems associated with it.

Qualitative results provided by the focus groups give an illustrative picture of the companies presented.

The purpose of this paper is to ask why some organizations might be better than others at continuous innovation in the field of e‐enablement of human resource (e‐HR).

To answer this question, the notion of absorptive capacity (ACAP) is applied to explain some of the problems faced in moving from face‐to‐face HR to a technology‐mediated model.

Dynamic ACAP models are adapted to produce a more realistic, iterative framework in which realized capacities for e‐HR innovations contribute to, and constrain, potential capacities for further innovations.

The model is used to offer some research propositions for academics operating in this newly emerging field of human resource management (HRM).

Some theory‐driven advice are also offered for HR practitioners.

The specific contribution is to introduce the concept of ACAP to HRM scholars and practitioners interested in the field of e‐HR and Web 2.0 social media.

The paper examines how e‐HR has improved human‐resource (HR) management at telecommunications company KPN.

The paper presents the views of the company's manager of HR systems and information provision on the benefits HR Charter software has brought. Also examines some of the potential pitfalls of e‐HR.

The paper shows that e‐HR can simplify and speed up a range of HR administrative tasks, from booking leave to ensuring that all employees have had the training they need to do their jobs effectively.

The paper advances the view that, by freeing HR employees from some of the more routine administration, e‐HR can give them more time to concentrate on more strategic tasks. Warns, however, that e‐HR is no panacea; thorough preparation is needed if e‐HR is to be successful.

The paper highlights the need to manage not only the technological aspects of the change, but also the processes and people capabilities.

Getty Images believes that the Internet is the only way to reach a worldwide, disparate and multilingual employee group. Information technology is beginning to enable the company to deliver state‐of‐the‐art HR services. The company is a market leader in providing visual content primarily for the design, media and photographic industries. It is a Web‐enabled e‐commerce business in the world’s top 20, with 2,600 staff and a vision to be “the essential source of imagery and related products and services online”.

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.

The purpose of this paper is to critically study the implementation and contextualization of the human resource transformation (HRT) management model within the human resources (HR) function of a global industrial company group.

A qualitative case study that includes two data collections.

Implementation of the HRT model led to tensions and conflicting interpretations of the mission of the HR function, and a “tug of war” about the distribution of work both within HR and between HR and line management. Splitting the HR function into three legs made the HR function's learning cycles more difficult. The corporate group had a decentralized and diverse business culture, and contextualization of the HRT model to this setting highlighted the model's embeddedness in the American business culture of centralization and standardization. Implementation of the model also entailed a transition from an employee to an employer perspective within HR.

For an assessment of HR's total work other parts of the HRT model (Ulrich and Brockbank, 2005) need to be involved since HR professionals in the insourced or outsourced shared service center (SSC) and Center of Expertise (CoE) and the e-HR tools are equally important for executing the total HR's mission. Further studies of the problematic human resource business partner (HRBP) role are needed and also what the development of e-HR solutions means for the HR profession.

The authors argue for a continuous development of HR work, along with closer professional contact both with line managers (LMs) and within the HR function, for improved learning cycles and a need for contextualization when implementing management models.

The paper discusses the HRT model's impact on HR practitioners’ and LMs’ work practice.

This article shows the need for contextualization when implementing management models. The lack of such contextualization led to severe tensions, and the intentions of an efficient and respected HR function were not achieved. The study contributes an evaluation of the tensions between HRT as a normative and standardized model in business settings accustomed to variety and decentralized decision-making.

Absorptive capacity (for e-HR adoption): The potential of the HR function to seek out and assimilate knowledge about e-HR technologies and incorporate this into their vision of a changed HR function (Reddington, Martin, and Bondarouk).

It’s difficult to track HR‐related data due to constant change, and different local cultures and ways of deploying HR processes. HR managers are demanding more speed and accuracy when requesting people‐related information, especially at top level where getting a consolidated view of key HR figures can be a nightmare.