e‐HRM in Mexico: adapting innovations for global competitiveness

Abstract

Purpose -Using information and communication technologies to deliver human resource services (also known as e-HRM) has become an important strategy for firms seeking to achieve a competitive advantage. A case-based study was carried out with the purpose of investigating how four of the most competitive Mexican firms are implementing their e-HRM strategy. Design/methodology/approach -Literature from e-HRM and human resource management in Latin America is reviewed and integrated. Four case studies developed in Mexican firms are depicted. Findings -Evidence suggests that, to fully understand the way e-HRM is used in firms from emerging economies, it is important to take into consideration local idiosyncrasies. Originality/value -This study integrates Latin American dimensions of HR management in the study of e-HRM, a budding research stream that is under-investigated in emerging countries.

Electronic HRM: four decades of research on adoption and consequences

“…using a 2 × 2 experimental design the researchers examined the effects of (a) ability to choose the type of hrm system to which data would be disclosed (choice vs. no choice), and (b) type of information disclosed (medical vs. non-medical) on invasiveness and service satisfaction. study 1 used 71 and study 2 used 68 employed participants 2009 Beulen, e. organizational size (Ball, 2001;chapman & Webster, 2003;ngai & Wat, 2006;strohmeier & Kabst, 2009;Teo et al, 2007) sector (Tomeski & lazarus,1974) Departmental size of hr, Is, hrIs (haines & Petit, 1997) sector (olivas-lujan et al, 2007;Panayotopoulou et al, 2007;strohmeier & Kabst, 2009) sector (martinsons, 1994) sector characteristics and culture (Panayotopoulou et al, 2007) age of hrIs department (haines & Petit, 1997) organizational subsidy/branch (Voermans & van Veldhoven, 2007) Planning and project management traditions Integration of hr plan with corporate plan cooperation among departments (Broderick & Boudreau, 1992;Kossek et al, 1994) cooperation among departments, especially hr and IT (Panayotopoulou et al, 2007) mapping hr processes (Tansley & Watson, 2000) cross-functional project team …”

“…Stakeholder commitment to organizations' long-term goals supported by e-HRM strategizing has become progressively relevant (Olivas-Lujan et al, 2007). Thus communication about intended e-HRM use is important (Beulen, 2009); organizations should actively collect feedback from users who are impacted in their jobs by new technology before, during and after adoption (Alleyne et al, 2007).…”

“…Initially, e-HRM promised to lead to efficiency gains, and most researchers in the past decade advocated e-HRM's strong contribution to the bottom line (Beulen, 2009;Buckley, Minette, Joy, & Michaels, 2004;Chapman & Webster, 2003;Jones, Brasher, & Huff, 2002;Oiry, 2009;Olivas-Lujan et al, 2007;Panayotopoulou et al, 2007;Ruel, Bondarouk, & Looise, 2004;Svoboda & Schröder, 2001). The suggestion from the literature is that more HR work could be accomplished with fewer personnel.…”

An evidence-based review of e-HRM and strategic human resource management

“…In addition to factors that might affect e-HRM acceptance, several studies identified contexts or resources important for e-HRM to be associated with strategic outcomes. These contextual factors included organizational size [16,41] union presence [13]; environmental infrastructure [27] and national culture [27].…”

Electronic Human Resource Management (e-HRM) of Hotel Business in Phuket

“…As a result, it is very important to apply the use of electronic technologies in the business aiming to greatly develop the skills and abilities of the employees while facilitating complicated work processes [35], [36]. Above all, today"s common human resources management has been expected to be developed to the complete e-HRM with faster and better business efficiency.…”