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Article
Publication date: 28 May 2021

Surajit Bag, Pavitra Dhamija, Jan Harm Christiaan Pretorius, Abdul Hannan Chowdhury and Mihalis Giannakis

The authors aim to investigate whether ability electronic human resource management (e-HRM) practices, opportunity enhancing e-HRM practices and motivation enhancing e-HRM

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Practical implications

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.

Originality/value

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

Details

International Journal of Manpower, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0143-7720

Keywords

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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

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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

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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

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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.

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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.

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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

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Article
Publication date: 8 March 2021

Manish Gupta, Yusuf Hassan, Jatin Pandey and Ankur Kushwaha

While prior studies have highlighted the brighter side of technology adoption in improving human resource (HR) functions, the dark side pertaining to the adoption of…

Abstract

Purpose

While prior studies have highlighted the brighter side of technology adoption in improving human resource (HR) functions, the dark side pertaining to the adoption of technology in people management within organizations has gone relatively unnoticed. The current study tries to demystify the dark side of electronic human resource management (e-HRM) by examining banking institutions in India which are believed to have undergone several transformations in recent years.

Design/methodology/approach

This study adopts an inductive qualitative approach to examine the research problem. In total, 53 semi-structured interviews were conducted with the employees of eight public sector banks in India. The interviews were transcribed. The analysis of the data was done using the thematic analysis technique.

Findings

The findings of the study suggest that there is a stratification of the workplace in banking institutions into digital natives and digital migrants. This social stratification is based on technology adoption and usage which has further created problems in the form of knowledge hiding and perceived workplace conflicts.

Practical implications

The findings of the current study have important theoretical and managerial implications. It not only extends the current scholarship on the transtheoretical model of change but it also has strong managerial implications as it highlights the need for the adoption of customized e-HRM training curriculums for the workforce based on their age, education, work experience and expertise.

Originality/value

Current research on the dark side of e-HRM is inadequate. Furthermore, the evolution of banking institutions from being a typical bureaucratic organization into a hybrid one has not been examined in the context of e-HRM.

Details

International Journal of Manpower, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0143-7720

Keywords

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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

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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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