The digital future of internal staffing: A vision for transformational electronic human resource management

Abstract

Through an international Delphi study, this article explores the new electronic human resource management regimes that are expected to transform internal staffing. Our focus is on three types of information systems: human resource management systems, job portals, and talent marketplaces. We explore the future potential of these new systems and identify the key challenges for their implementation in governments, such as inadequate regulations and funding priorities, a lack of leadership and strategic vision, together with rigid work policies and practices and a change-resistant culture. Tied to this vision, we identify several areas of future inquiry that bridge the divide between theory and practice.

Sustainable electronic human resource management systems and firm performance: an empirical study

“…In a broader context, the survival of organizations or firms is largely dependent upon mixing and matching of existing resources and capabilities to explore new avenues for a better long-term growth (Rhemananda et al , 2020). Varied dynamic environments possess dynamic capabilities (Rotondo et al , 2019), which are related to innovation, replication and reconfiguration (Rogiers et al , 2020). Identification of dynamic capabilities, especially from the context of human resources is necessary because it governs the growth and development of organizations or firms (Ruel et al , 2007).…”

“…However, digital progress has happened significantly since 2011 after the Hannover fair and advent of I4.0 (Dubey et al, 2020). Moreover, coronavirus disease 2019 (COVID-19) has taught us an important lesson and forced firms to adopt digital modes in every function including HRM (Rotondo et al, 2019;Rogiers et al, 2020). Therefore, it is important to examine the relation between e-HRM practices and sustainable e-HRM systems and firm performance in current times (Simbeck, 2019;Wamba et al, 2020).…”

“…The adequate learning assignments to get knowledge and awareness about optimum utilization of e-HRM resources are available in the organization (Shrivastava et al, 2018). Adopting environmentally friendly practices by the organizations is expected to enhance employee performances (Rogiers et al, 2020). Pertinently, if an organization is able to retain employees with an improved talent management via e-HRM practices (Stanley and Aggarwal, 2019), it can cherish good return on investments (Spicer, 2020).…”

A study of artificial intelligence on employee performance and work engagement: the moderating role of change leadership

“…Varied dynamic environments possess dynamic capabilities (Rotondo et al. , 2019) related to innovation, replication and reconfiguration (Rogiers et al. , 2020).…”

Institutional Divergence of Digital Item Bank Management in Bureaucratic Hybridization: An Application of SSM Based Multi-Method

“…In Asia, Xu et al ( 2017 ) study the use of big data in libraries in China, while Matsuoka et al ( 2020 ) examine digital hypertension in Japan. In Europe, Möllers ( 2021 ) analyzes cybersecurity to increase state legitimacy as well as form a new national identity in Germany, while Rogiers et al ( 2020 ) explore the downsizing of organizations and public servants through a digitalization strategy in Belgium. Furthermore, Garg and Norman ( 2021 ) investigate the acceleration of the use of digital technology in facing the Covid 19 pandemic in America.…”