Tales from the Hiring Line: Effects of the Internet and Technology on HR Processes

Ensher, Ellen A.; Nielson, Troy R.; Grant-Vallone, Elisa J.

doi:10.1016/s0090-2616(02)00111-0

Cited by 58 publications

(38 citation statements)

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“…We define e‐HRM as ‘a way of implementing HR strategies, policies and practices in organisations through a conscious and directed support of and/or with the full use of web‐technology‐based channels’ (Ruel et al ., 2004: 365). e‐HRM has a wide range of uses and may support particular HR activities – for example recruitment and selection, performance management, compensation and benefits, training and development, health and safety, employee relations, retention and policies on work–life balance (Enshur et al ., 2002) and may be used to manage employee information across the entire employment cycle.…”

Section: Defining E‐hrmmentioning

confidence: 99%

Desired goals and actual outcomes of e-HRM

Parry

Tyson

2010

Human Resource Management Journal

187

186

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an impact on this. This study examined the goals stated by organisations for the introduction of e-HRM, whether these goals were actually achieved, and the factors affecting this through ten case studies with a range of UK organisations. The results demonstrated that e-HRM is introduced in order to improve efficiency, service delivery, standardization and organisational image, to empower managers and transform HR into a more strategic function. Efficiency, service delivery and standardisation goals were commonly realised. Some evidence of a transformational impact of e-HRM was found, as HR staff had more time and information to support the organisation in achieving its business strategy. However, no evidence was found of an actual increased involvement of HR in business decision making.

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Section: Defining E‐hrmmentioning

confidence: 99%

Desired goals and actual outcomes of e-HRM

Parry

Tyson

2010

Human Resource Management Journal

187

186

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“…Lepak and Snell (1998) and Hendrickson (2003) both suggested that e-HRM leads to the streamlining of HR transactional processes and thus increases efficiency. One of the main goals of e-HRM is to produce efficiency gains or cost reductions by reducing headcount in HR departments and removing administration (Ensher et al 2002;LengnickHall & Moritz, 2003;Martin et al, 2008;Ruël et al, 2004). E-HRM can thus be used as an alternative to having people perform administrative or transactional tasks manually and also deliver these tasks more efficiently.…”

Section: Discussionmentioning

confidence: 99%

“…E-HRM is thus regarded as a way of implementing HR strategies, policies and practices in organisations through a conscious and directed support of and/or with the full use of web technology-based channels (Ruël et al's, 2004). e-HRM provides multiple functions to its users including managing employee information for various purposes and supporting many HR activities such as recruitment and selection, performance management, compensation and benefits, training and development, health and safety, employee relations, retention, and policies on work-life balance (Ensher, Nielson & Grant-Vallone, 2002;Olivas-Lujan, Ramirez & Zapata-Cantu, 2007). Thite and Kavanagh (2009) divided HRM activities into three categories: (1) transactional activities, involving day-to-day transactions and recordkeeping, (2) traditional HRM activities, such as recruitment, selection, planning, training, compensation and performance management and (3) transformational activities which add value to the organisation, such as organisational development, talent management and learning.…”

Section: Current Theoretical Perspectivesmentioning

confidence: 99%

Electronic human resource management: Enhancing or entrancing?

Poisat

Mey

2017

SA j. hum. resour. manag.

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Orientation: This article provides an investigation into the current level of development of the body of knowledge related to electronic human resource management (e-HRM) by means of a qualitative content analysis. Several aspects of e-HRM, namely definitions of e-HRM, the theoretical perspectives around e-HRM, the role of e-HRM, the various types of e-HRM and the requirements for successful e-HRM, are examined.Research purpose: The purpose of the article was to determine the status of e-HRM and examine the studies that report on the link between e-HRM and organisational productivity.Motivation for the study: e-HRM has the capacity to improve organisational efficiency and leverage the role of human resources (HR) as a strategic business partner.Main findings: The notion that the implementation of e-HRM will lead to improved organisational productivity is commonly assumed; however, empirical evidence in this regard was found to be limited.Practical/managerial implications: From the results of this investigation it is evident that more research is required to gain a greater understanding of the influence of e-HRM on organisational productivity, as well as to develop measures for assessing this influence.Contribution: This article proposes additional areas to research and measure when investigating the effectiveness of e-HRM. It provides a different lens from which to view e-HRM assessment whilst keeping it within recognised HR measurement parameters (the HR value chain). In addition, it not only provides areas for measuring e-HRM’s influence but also provides important clues as to how the measurements may be approached.

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“…Ngai et al (2004) also found a statistically significant difference regarding certain potential advantages and barriers to implementation of HRIS between HRIS adopters and non-adopters, as well as between small, medium, and large organizations. Broderick & Boudreau, 1992;Ensher, et al, 2002;Alleyne, 2003;Panayotopoulou, et al, 2007;Martin, et al, 2009 2) Improving HR services:…”

Section: Hris Applicationsmentioning

confidence: 99%

Factors Motivating and Inhibiting the Practice of HRIS in Business Organizations: An Empirical Analysis

Al-Dmour¹,

Al‐Zu'bi²

2014

IBR

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Human Resource Information System (HRIS) software helps the HR function to comply with the human resource (HR) requirements of an organization using web-technology-based channels. The main purposes of this study are to examine the extent to which business organizations in Jordan, as a developing country, have adopted HRIS and to examine the current HRIS usage, benefits, and barriers exhibited within these organizations. A questionnaire was written based on an analysis of previous work. Results indicate that the most frequent applications of HRIS used in business organizations in Jordan are "Employee Records," followed by "Pay Roll" and "Recruitment/Selection." Use of sophisticated HRIS applications, such as "Succession Planning," "Performance Appraisal," "Compensation Management," and "Training and Development" were also found in organizations throughout Jordan. The results showed that the benefits of HRIS include quicker response time, more accurate HR information, reduction of paperwork and manpower, and more efficient tracking and controlling, while the greatest barriers were perceived to be cost implications and inadequate knowledge in implementing the system.

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Tales from the Hiring Line: Effects of the Internet and Technology on HR Processes

Cited by 58 publications

References 0 publications

Desired goals and actual outcomes of e-HRM

Desired goals and actual outcomes of e-HRM

Electronic human resource management: Enhancing or entrancing?

Factors Motivating and Inhibiting the Practice of HRIS in Business Organizations: An Empirical Analysis

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