Facing e-HRM: the consequences on employee attitude towards the organisation and the HR department in Italian SMEs

Bissola, Rita; Imperatori, Barbara

doi:10.1504/ejim.2013.055282

Cited by 27 publications

(47 citation statements)

References 41 publications

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“…Generally, HRM refers to a set of activities undertaken by a firm for the effective utilization of human capital (Lengnick-Hall & Moritz, 2003) and these activities can be divided into three main categories: transactional activities (derived from operational impact), traditional activities (derived from relational impacts), and transformational activities (derived from transformational impact) (Noe, Colquitt, Simmering, & Alvarez, 2003;Parry & Tyson, 2011). Taking the same analogy, Bissola and Imperatori (2013) suggested that e-HRM practices can be grouped into operational, relational, and transformational e-HRM practices. There are two types of e-HRM studies identified in the literature.…”

Section: Operational Relational and Transformational E-hrmmentioning

confidence: 99%

“…There are two types of e-HRM studies identified in the literature. The first set of e-HRM studies, such as Bissola and Imperatori (2013), examines the individual impact of operational, relational, and transformational e-HRM practices on value outcomes. The second set of e-HRM studies focus on an integrated view of e-HRM for operational, relational, and transformational impact.…”

Section: Operational Relational and Transformational E-hrmmentioning

confidence: 99%

“…Such practices are also called zero level or obligatory practices because these are usually considered essential for the existence of the HR function (Maatman, Bondarouk, & Looise, 2010). Workplaces use operational or zero level e-HRM practices to achieve 'transactional goals', including, inter alia, productivity improvements and reducing the cost of HR activities (Bissola & Imperatori, 2013;Strohmeier, 2007).…”

Section: Operational Relational and Transformational E-hrmmentioning

confidence: 99%

“…The purpose of such practices is twofold: first, they improve the quality of HR services, and second, they ensure procedural and organizational justice by empowering employees and managers (Payne, Horner, Boswell, Schroeder, & Stine-Cheyne, 2009;Parry & Tyson, 2011). By contrast, transformational e-HRM concerns e-HRM practices with a 'strategic character' to align employee attitudes and behavior with the organization's strategy (Bissola & Imperatori, 2013;Bondarouk & Ruel, 2009;Marler, 2009;Parry & Tyson, 2011).…”

Section: Operational Relational and Transformational E-hrmmentioning

confidence: 99%

“…Theoretical support for such propositions has been found in IT business value research and the HRM literature. e-HRM offers opportunities to the human resources of organizations to enhance their capabilities, leading to improved employee productivity (Bissola & Imperatori, 2013;Bondarouk & Ruel, 2013;Marler & Fisher, 2013;Panos & Bellou, 2016;Snell & Dean, 1992). e-HRM also increases productivity through automation and replacing low-value administrative tasks with high value-added tasks (Marler & Parry, 2016).…”

Section: Employee Productivitymentioning

confidence: 99%

See 4 more Smart Citations

Linking e-hrm practices and organizational outcomes: empirical analysis of line manager’s perception

Iqbal

Ahmad

Raziq

et al. 2019

RBGN

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Purpose -This study seeks to explore the value creation opportunities offered by e-HRM practices. The purpose of this paper is to examine the impact of operational, relational, and transformational e-HRM practices on organizational outcomes by incorporating HRM service quality as an intermediary value creating factor. Design/methodology/approach -Line managers of commercial banks that adopted operational, relational, and transformational e-HRM were asked to participate in the study. The study used exploratory factor analysis for scale validation. PLS-SEM was used to validate and test the conceptual model.Findings -Drawing on data from a large and new survey, the study found that operational, relational, and transformational e-HRM practices have a significant impact on HR service quality and employee productivity. HRM service quality mediates the relationship between e-HRM practices and organizational outcomes.Implications -The study focuses on the relevance of e-HRM practices for improving organizational effectiveness, leading to competitive advantage for the firm. It is one of the pioneering studies that explore the link between e-HRM practices and organizational outcomes by analyzing the perception of South Asian line managers from the banking sector. Organizations from developing and developed countries can extract benefits by designing and implementing e-HRM systems in a way that supports their workflow.

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Section: Operational Relational and Transformational E-hrmmentioning

confidence: 99%

Section: Operational Relational and Transformational E-hrmmentioning

confidence: 99%

Section: Operational Relational and Transformational E-hrmmentioning

confidence: 99%

Section: Operational Relational and Transformational E-hrmmentioning

confidence: 99%

Section: Employee Productivitymentioning

confidence: 99%

See 3 more Smart Citations

Linking e-hrm practices and organizational outcomes: empirical analysis of line manager’s perception

Iqbal

Ahmad

Raziq

et al. 2019

RBGN

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Owner-Managers and Environments of Learning in SMEs

Coetzer,

Wallo

2023

Reframing HRM in SMEs

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Telework: systematic literature review and future research agenda

Athanasiadou

Theriou

2021

Heliyon

110

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Given the work and life conditions imposed by the 'new normal' Covid-19 era, a massive shift towards telework is expected and will likely continue long after the pandemic. Despite the resurgent interest in telework as an important aspect of ensuring business continuity, the literature base remains fragmented and variable. This study presents a taxonomical classification of literature on teleworking along with a comprehensive bibliography and future research agenda. To this aim, a systematic literature review methodology was adopted drawing on an evidence base of 40 articles published in high-ranking journals during the years 2000-2020. Findings capture key developments and synthesize existing areas of research focus. Important insights and gaps in the existing research are also pinpointed. The study may stimulate future research, represent a reference point for scholars interested in telework and at the same time provide an added advantage to managers for understanding crucial dimensions thereof.

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Facing e-HRM: the consequences on employee attitude towards the organisation and the HR department in Italian SMEs

Cited by 27 publications

References 41 publications

Linking e-hrm practices and organizational outcomes: empirical analysis of line manager’s perception

Linking e-hrm practices and organizational outcomes: empirical analysis of line manager’s perception

Owner-Managers and Environments of Learning in SMEs

Telework: systematic literature review and future research agenda

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