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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.

The purpose of this paper was to develop a taxonomy of organizations based on business value (BV) underlying electronic human resource management (e-HRM) adoption motivations.

A taxonomy was developed using cluster analysis of the online case stories of 146 firms. Results were validated using discriminant analysis. Differences in organization and environmental characteristics across clusters were examined.

Seven meaningful and distinct clusters were uncovered showing asymmetry in the consideration of strategic BV underlying the motivations of e-HRM adoption. Statistical tests revealed that the seven clusters have high internal validity. Statistically significant differences in organizational conditions were found among clusters.

This research offers an empirically and conceptually grounded taxonomy of organizations that reveals strategic and nonstrategic BV that organizations actually put forward and the way they combine together to form different profiles. This research is based on secondary data, that is, data initially gathered for a distinct goal different from this research.

The developed taxonomy provides human resource (HR) managers, executives, researchers and consultants a useful way to describe and understand motivations underlying e-HRM adoption. The taxonomy may also facilitate valid and systematic assessment of e-HRM effectiveness.

This research moves the debate beyond normative arguments to a more analytic assessment of the actual practice of organizations regarding e-HRM adoption and expected BV.

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.

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.

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.

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.

This paper aims to explore how artificial intelligence (AI) technologies have redefined the hospitality industry. It develops a theoretical framework to evaluate its impact on employee engagement, retention and productivity levels, stemming from its potential implications for service quality and customer satisfaction.

Based on the exploration of relevant literature, role theory and service-profit chain were used to develop – role-service-profit chain.

Role-service-profit chain is an analytical tool which has strong implications for investment and deployment analysis of the new technologies in hospitality and tourism businesses. It proposes how managers can evaluate how the role expectation of technological innovations relate to service quality and customer satisfaction through its impact on employee-related outcomes (such as employee engagement, retention and productivity), and assess the corresponding impact on profitability and growth, in the context of their own unique internal environment and position in the market.

Although an empirical assessment of the hypothesised relationships in the model is required to evaluate and validate it in the hospitality industry, role-service-profit chain presents promising implications for tourism and hospitality practice and future research.

Role-service-profit chain is an analytical tool from which managers can make improvements on talent and talent management practices and adjust expectations and behaviours in ways that facilitate improvements in service quality and customer satisfaction.

This paper makes an important contribution to hospitality and tourism literature, as it explores how AI technologies implemented to improve on talent and talent management practices impact on service quality and customer satisfaction, and develops analytical tools by which this may be evaluated.

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.”

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.

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.

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.

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.

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.