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One potential shortcoming of the emerging gig economy is the reduced ability of gig workers to meet their social and relatedness needs through their work. Using self-determination theory (SDT) as a theoretical foundation, we examine how gig work platforms currently use their technology for managing relationships with gig workers. We develop a framework consisting of four main attributes: relationship content, relationship duration, relational eHRM function, and social eHRM type. We then analyze the eHRM resources offered on 20 gig work platforms, evaluating the extent to which they are aligned with the framework. All platforms analyzed included some relational eHRM resources. Relationship content tends to be focused on tasks or career development, and relationship duration tends to be short. All three of the relational eHRM types (communication, training and development, and performance management) are currently found on gig platforms. Many of the eHRM resources are available to an open audience, but some of the resources with the potentially highest value are kept internal and are available only to people in particular roles. We discuss practical implications and directions for future research on this topic, suggesting that eHRM systems more focused on relational functions could be used to help gig workers meet their relatedness needs.

This study aims to investigate whether big data enabling (BDE) and empowerment-focused human resource management (EHRM) can effectively promote employee intrapreneurship and their effects on platform enterprises’ innovation performance. The paper also examines the contexts under which employee intrapreneurship may affect business performance.

Data were collected from 155 platform enterprises in China in the form of questionnaires. Participants were mainly middle and senior managers with a comprehensive grasp of the enterprises’ information.

The results indicated that BDE, EHRM and their synergy positively influenced employee intrapreneurship, which could potentially extend to enterprise performance. Specifically, employee intrapreneurship played a partial mediating role between BDE, EHRM and performance, and a whole mediating role between synergy and performance. Finally, platform strategic flexibility played a positive moderating role between employee intrapreneurship and performance.

Platform enterprises should focus on the construction and utilization of big data and EHRM to stimulate organizational vitality. They also need to encourage employees to start businesses and build more flexible strategies to adapt to the dynamic economic environment.

This is an empirical study on the effect mechanism of big data and HRM on employee intrapreneurship and platform enterprises’ performance in China. The paper combined big data, HRM and employee intrapreneurship, which broke through the previous research on enterprise entrepreneurship and social entrepreneurship. The findings guide platform enterprises to stimulate organizational vitality and achieve better performance in the digital era.

Rapid technological advancements and the ever-increasing demand for Internet and social networking sites worldwide have increased the opportunity for extensive use and misuse of these platforms. Research and practice have typically focused on the brighter side of social networking sites due to the adoption of EHRM (Electronic Human Resource Management). However, less is known about the dark side of EHRM, especially the drawbacks associated with the use of social networking (SNs) platforms in organisations. In addition, most of such studies have primarily involved the western country context, and in an emerging country scenario, these kinds of studies are limited. Hence, the study aims to investigate the complexities of the use of SNs as an e-HRM strategy in organisations in an emerging country context.

Drawing on 26 in-depth interviews of HR practitioners and analysing their narratives surrounding employees' use of social networking (both enterprise social networks [ESNs] and social networking sites [SNSs]), this study illuminates the dark or the adverse side of EHRM. Specifically, it focuses on the link between employees' deviant workplace behaviour and their usage of social networking (SN) platforms in organisations (i.e. SNs at workplaces influencing employee's unethical behaviour at work).

The empirical findings reveal the subtle intentional and unintentional indulgence of employees via SNs in various types of deviant behaviours such as sharing confidential information, bullying, harassment, breaching colleagues' privacy, etc., at the workplace in the emerging market context of India. Utilising the social networking perspective and the 4Ps of deviant theory, this article describes deviance behaviours in detail and explains the inadvertent complexities of leveraging SNs as an EHRM tool at the workplace. These insights then provide a starting point for discussing the theoretical and managerial implications of the research findings.

Derived from the current research, this model offers an integrative frame-work for understanding DWBs in SNs platforms in general. This also shows that use of SNs at workplace often leads the employee engaging in non-productive activity. Hence future studies can explore the application of this framework in organizations in detail, thus further highlighting the usefulness of EHRM to understand the employee behaviours at the workplace by the organisations.

The research offers several managerial implications concerning the use of SNs as EHRM strategy at the workplace, which is perceived as a global challenge nowadays. Primarily it offers suggestions for the social media professionals and HR practitioners regarding the use of SNs in organisations.

The study's findings highlight the complex process that explains how SNs as an EHRM strategy affect employee deviance behaviours in the workplace. Till date, no known study has considered the possible effect of SNs on deviance behavior at the workplace in an emerging country context.

Despite the vast talk about digitalization and its ability to transform how organizations manage their workforce and their talent, our understanding of how the implementation and use of Talent Management Information Technology (TM IT) changes various organizational processes is limited. In this chapter, we use a qualitative case study of a multi-business unit professional services firm to highlight the complexity of the human – technology interface. Contributing to our understanding of the role of human resource management in talent management, we show how perceptions and attitudes toward information technology, in combination with existing social systems influence the role HR managers play in high potential talent identification. The chapter provides a more nuanced and context-based account of how eHRM, HRM and talent management materialize in organizations as HR professionals struggle to remain relevant in an increasingly digital world.

The hospitality and tourism industry faces a number of workforce challenges, especially the high turnover rates and associated replacement costs associated with continually identifying and hiring new employees. The purpose of this paper is to discuss how hospitality and tourism organizations can use electronic human resource management (eHRM) and artificial intelligence (AI) to help recruit and select qualified employees, increase individual retention rates and decrease the time needed to replace employees. Specifically, it discusses how e-recruiting and e-selection and AI tools can help hospitality and tourism organizations improve recruiting and selection outcomes.

Research on eHRM, AI, employee recruitment and employee selection are applied to the hospitality and tourism industry and insights for how eHRM and AI can be applied to the industry are discussed.

eHRM and AI have the potential to transform how the hospitality and tourism industry recruit and select employees. However, care must be taken to ensure that the insights gained and the decisions made are well received by employees and lead to better employee and organizational outcomes.

This paper represents the first research that integrates research from eHRM and AI and applies it to the hospitality and tourism industry.

This paper represents the first research that integrates research from eHRM and AI and applies it to the hospitality and tourism industry.

The purpose of this paper is to identify the barriers to the implementation of a software system for managing job task analysis and competency‐based training in a large organization in the State of Kuwait. Why, in spite of many positive selling points, was this system rejected out‐of‐hand at an early stage?

An action research study considers an attempt by consultants to introduce this system over several months. Semi‐structured interviews with consultants and clients are conducted. It is propositioned that political and cultural barriers are inadequately anticipated and addressed by the consultants concerned who neglect basic principles of organizational development (OD).

These barriers include the fear of exposure of incompetence; a “them and us” mentality; job security concerns; the protection of relationships; and a lack of trust of local consultants.

This case is limited to one organization in one country, with one client and one consulting firm.

This region (Kuwait and the United Arab Emirates in particular) is one of the largest consumers of corporate training worldwide, yet is one of the most challenging in sales and implementation. Consultants can use relevant OD models to ensure consideration and accommodation of the political and cultural barriers.

Few unsuccessful potential consulting interventions receive analysis, yet this case suggests that in helping to achieve corporate objectives to increase efficiency, productivity, and profitability, politics and culture pose a significant barrier. This adds a new dimension to the understanding of human resource, consulting, OD, and organizational change, especially for practical consultants in the field.

The mobile human resource management application (mHRM app) has recently been seen as an innovative cloud-based solution to manage human resource management (HRM) within organisation. Despite its great potential, organisations have shown resistance towards the usage of the mHRM app. This study investigates the dark side of electronic HRM (eHRM) by examining factors affecting HR professionals' resistance to the mHRM app using status quo bias (SQB) theory. The study also examines the moderating effect of personal innovativeness.

Responses were collected from 239 HR professionals using an online survey. Structural equation modelling (SEM) and PROCESS macro were used to examine the hypotheses.

The results indicated that regret avoidance, inertia, switching costs and perceived threat significantly affect HR professionals' resistance towards mHRM app adoption. Results also indicated that high personal innovativeness negatively moderates the association between inhibitors and resistance to adopt the mHRM app.

The study's findings will help HR professionals reduce their resistance towards mHRM app adoption.

This study enriches eHRM, mobile applications and the SQB literature.

Mobile human resource management application (mHRM app) has emerged as an innovative solution to manage human resources. However, the performance of the application is questionable, and hence, it is crucial to know employees' perception towards it. This study aims to explore employees' perceived service quality towards mHRM app using the moderated-mediation framework.

Data were collected from 265 Indian HR professionals using online questionnaire. The proposed hypotheses were examined using structural equation modelling and PROCESS Macro.

Results indicate that navigation and contact significantly affect employees' mHRM usage behaviour. Results also indicate that perceived values significantly mediates the association between perceived service quality and mHRM usage behaviour.

The findings of the study will help organisations in enhancing their employees' perceived service quality towards mHRM app.

This study contributes to the literature on human resource management, total quality management and cognitive-motivational-relational (CMR) theory.