Electronic human resource management: organizational responses to role conflicts created by e‐learning

Oiry, Ewan

doi:10.1111/j.1468-2419.2009.00321.x

Cited by 17 publications

(15 citation statements)

References 16 publications

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“…For 2020 the response is 33.3% for very important and 25% for critical to success. This trend is supported in the literature by Oiry (2009) who emphasises the growth of E-HRM processes. The result is significant at the p<0.01 level as shown in Table 5.…”

Section: Internal Organisational Communication By Electronic Meanssupporting

confidence: 58%

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New Zealand HR Employee Communication: Comparing 2000 and 2010 Empirical Results with Forecasts for 2020

Nel

2012

SSRN Journal

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Businesses in New Zealand INTRODUCTIONThe contemporary work environment has changed significantly due to the development and application of new technology and use of electronic commerce (Nelson Quick Wright and Adams, 2012). Electronic human resource management (e-HRM) is also increasingly replacing traditional HRM roles. Nowadays, e-HRM such as human resource information systems (HRIS) has, amongst others, enabled HR practitioners to transform and transit from transactional and administration roles to being a strategic partner of the organisation ( Social media is defined by SHRM (2011a, Para. 1) as "web-based tools and technologies used to share information and turn communication into interactive dialogue with internal and external audiences through Facebook, LinkedIn and Twitter".Electronic copy available at: http://ssrn.com/abstract=2176126 2.HR practitioners play a significant role as a facilitator and a moderator using these media which would subsequently "restore some of the personal touch that was lost in previous pushes for improved HR efficiency" (Deloitte 2012:20). LITERATURE REVIEWVarious theoretical aspects are presented in the literature regarding HR. HRIS and E-HRMartin and Reddington (2010:1553) developed a model of e-HR that focuses on the "relationship between HR strategy, e-HR goals and architecture, and positive and negative of e-HR outcomes". Their study also found that line managers believed that e-HR systems are off-loading HR duties to the managers to carry out staff administration tasks which subsequently increased their workload. Nelson et al. (2012:230-231) also claims that "new technologies are a double-edged sword that can be used to improve job performance or to create stress". The fast changing technologies could create techno-stress among the line managers and the employees. Nelson et al. (2012:231) went on to define techno-stress as "tension that is caused by the new and rapid technology changes that require workers to keep upto-date with the latest information technologies".HR practitioners have to choose the proper message and channels to communicate and to promote advantages of using e-HR. The main benefit of e-HR is the ability to transform available knowledge and technology into a more strategically oriented function which addresses key success factors of an organisation in a timely manner for competitive advantage (Wilson 2010). Internal communicationStaff should be informed about an organisation's current and future activities by building shared understanding of the overall business strategies. Abdullah and Antony (2012) found that employees who are fully informed about the organisation's goals are more satisfied at the workplace.In this regard Welch (2012:250) found that the majority of the employees prefer to receive information about the organisation electronically rather than traditional printed formats. These findings are supported by White, Vanc and Stafford (2010) who found that employees prefer electronic information over traditional printed documents. Welch's (...

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Section: Internal Organisational Communication By Electronic Meanssupporting

confidence: 58%

“…The future value of web-based services has become undeniably important for HR staff as a crucial element of their function. Various web-based services are critical for the future which is highlighted in the literature survey by various researchers (Nel et al 2012;Oiry 2009). …”

Section: Hr Staff Is Knowledgeable About Web Based Servicesmentioning

confidence: 99%

New Zealand HR Employee Communication: Comparing 2000 and 2010 Empirical Results with Forecasts for 2020

Nel

2012

SSRN Journal

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“…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.…”

Section: Operational Consequencesmentioning

confidence: 99%

Electronic HRM: four decades of research on adoption and consequences

Bondarouk

Parry

Furtmueller

2016

The International Journal of Human Resource Management

253

186

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Despite the existence of a number of recent reviews of e-HRM research, we still lack a comprehensive understanding of the factors affecting the adoption and consequences of e-HRM. This paper therefore provides a review of four decades of research in this area with the aim to provide a summary and integrative framework as a basis for future research. We found that the factors affecting the adoption of e-HRM can be divided into three areas: technology; organization; and people -we refer to this as the 'TOP' framework. In line with we divide consequences into those that are operational, relational and transformational. We also found that there has been a shift both in the goals for e-HRM, from efficiency to improved HR service provision and the strategic reorientation of HR departments; but also that the type of consequences that the literature focuses on has also changed from operational effects, to relational and then transformational outcomes. The paper discussed these shifts in some detail, along with the implications for future research and practice.

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“…With lack of clarity comes conflict. 33 In a self-paced program with no monitoring by the instructor and with a menu of options to choose from, the learner may only choose modules relevant or of interest to him. By not requiring registration, there was no way to follow up with participants to know if they valued or learned anything from the program.…”

Section: Lessons Learnedmentioning

confidence: 99%

Teaching Web 2.0 Beyond the Library:Adventures in Social Media, the Class

Farrell

Mayer

Rethlefsen

2011

Medical Reference Services Quarterly

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Librarians at the Mayo Clinic developed customized Web 2.0 courses for library staff, health science faculty, and nurse educators. As demand for this type of training spread across the institution, a single, self-paced class was developed for all employees. The content covered the typical Web 2.0 and social media tools (e.g., blogs, really simple syndication [RSS], wikis, social networking tools) emphasizing the organization's social media guidelines. The team consulted with the public affairs department to develop the class and coordinate marketing and advertising. The eight-module, blog-based course was introduced to all employees in 2010. Employees completing each module and passing a brief assessment receive credit on their employee transcript. Libraries staff provided support to participants throughout the duration of the course through chat widgets, e-mail, and blog comments. The results show that even though a high number of learners accessed the course, the completion percentage was low since there was no requirement to complete the course. Deploying a single, self-paced course for a large institution is an enormous undertaking, requiring the support of high level administration, managers, and employees.

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Electronic human resource management: organizational responses to role conflicts created by e‐learning

Cited by 17 publications

References 16 publications

New Zealand HR Employee Communication: Comparing 2000 and 2010 Empirical Results with Forecasts for 2020

New Zealand HR Employee Communication: Comparing 2000 and 2010 Empirical Results with Forecasts for 2020

Electronic HRM: four decades of research on adoption and consequences

Teaching Web 2.0 Beyond the Library:Adventures in Social Media, the Class

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