The contribution of e‐HRM to HRM effectiveness

Abstract

Findings -The study shows that individual assessment of e-HRM applications influences HRM technical and strategic effectiveness. This is especially so in the perceived quality of the content and the structure of e-HRM applications which have a significant and positive effect on technical and strategic HRM effectiveness. Research limitations/implications -It is difficult to form generalizations from the research into only one company. Practical implications -The basic expectations are that using e-HRM will decrease costs, will improve the HR service level and will give the HR department space to become a strategic partner. This study investigates whether this is the case. Originality/value -The area on which this study concentrates has not had extensive academic research conducted into it.

Electronic HRM: four decades of research on adoption and consequences

“…number of applications (Desanctis, 1986) applications currently running versus those planned (haines & Petit, 1997) Quality of e-hrm application, content and design ruël et al, 2007) ease of use, usefulness (ruta, 2009) and usability (Voermans & van Veldhoven, 2007) computer output reliability, accuracy of personnel data (Tomeski & lazarus, 1974) ease of use and usefulness (haines & Petit, 1997) manager self-service applications (Beulen, 2009) modifying subsystems (Kossek et al, 1994) option to use keyword searches in personnel information systems (chapman & Webster, 2003) Digital data reliability (Kossek et al, 1994) IT usage in organization (haines & lafleur, 2008) Widespread system availability for employees (Broderick & Boudreau, 1992) (Kossek et al, 1994) compatibility across departments (Teo et al, 2007) Integration (magnus & grossman, 1985) current systems architecture (Kossek et al, 1994) Incorporating personnel data in hr database (Broderick & Boudreau,1992) alignment across subsidiaries (morris, et al, 2009) customizing hrIs (magnus & grossman, 1985(magnus & grossman, ) Patched updating (hannon et al, 1996 local adaption of hrIs (Beulen, 2009;…”

“…E-HRM promised to provide cost reduction, service improvements, and reorientation of HR professionals to become more strategic (Ruël, Bondarouk, & Van der Velde, 2007). Following the pace of technological developments, scholars offered different definitions of e-HRM that reflected the state of e-HRM developments (web-based, on-line, digital, and even 'smart').…”

“…While some authors claim the size of an organization to be insignificant (Haines & Petit, 1997;Hussain et al, 2007), others describe it as a determining factor (Ball, 2001;Haines & Lafleur, 2008;Strohmeier & Kabst, 2009). Likewise, for the importance of training: evidence in favor of training is recognized (Alleyne, Kakabadse, & Kakabadse, 2007;Martin & Reddington, 2010;Panayotopoulou, Vakola, & Galanaki, 2007), as well as evidence against it (Ruël et al, 2007). Some research advises HRM professionals to increase technical knowledge and skills to enable effective e-HRM adoption (Hempel, 2004), and other findings show just the opposite (Bell, Lee, & Yeung, 2006).…”

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

“…Early strategic HRM literature emphasized a contingency perspective in which fit between human resource policies and practices and various strategy elements was the focal point. Consequences of strategic HRM in this stream of research included organizational 35 performance contingent on vertical fit or predicted bundles of HRM practices based on intended business strategy. Thus this literature focused on describing the phenomena in terms of bundles of practices and the fit of HRM practices with each other and with other organizational contexts such as business strategy.…”

“…Ruel et al's [35] theoretical frame had an underlying deterministic presumption, which was that e-HRM would facilitate the strategic transformation of the HR function. However, they also examined whether the degree to which managers were involved in adapting the e-HRM at implementation predicted managerial perceptions of HRM's strategic effectiveness.…”