The effect of e-HRM on organizational performance and talent management: A strategic evolution perspective

Shamaileh, Nancy; AlHamad, Ahmad; Alqudah, Mohammad; Mohammad, Anber; Alhalalmeh, Mohammad Izzat; Al-Azzam, Majed; Alshurideh, Muhammad

doi:10.5267/j.ijdns.2022.8.005

Cited by 17 publications

(6 citation statements)

References 1 publication

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“…Today, talent preferences are changing, with an increased emphasis on continuous learning, soft skills development, career development and role changes, inclusion, and diversity. That is, companies strive to create an environment with a diversity of experiences, backgrounds, and points of view to bring innovative and enriching solutions to the entire organization (Hongal & Kinange, 2020;Shamaileh et al, 2022;Whysall et al, 2019). In addition, a revolution in talent practices is needed so that the best talent can stay and change the company's future (Hongal & Kinange, 2020;Whysall et al, 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

“…In the contemporary business landscape, the competition for skilled talent has become increasingly fierce, prompting companies to dedicate substantial resources to attracting and retaining qualified professionals. The pursuit of top-tier talent is driven by several interconnected factors that underscore human capital's critical role in organizational success (Hongal & Kinange, 2020;Shamaileh et al, 2022;Whysall et al, 2019). Furthermore, the rising awareness of the link between employee satisfaction and overall productivity has accentuated the importance of improving their working experience.…”

Section: Introductionmentioning

confidence: 99%

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Employee value proposition: Which factors matter? A Swiss case study on motivational factors

Bronlet,

Basile,

Basile

et al. 2024

Problems and Perspectives in Management

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Companies are developing strategies to attract and retain talented workforce in an always more effervescent labor market. The ones that relate to attracting talents are usually referred to as employer branding, and the ones related to retaining talents are usually referred to as employee value propositions. This study aims to investigate the motivational factors in the employee value proposition model and suggest an extension of the common models. A questionnaire was elaborated to check the validity of the hypothetical model. The sample includes a large Swiss financial institution that decided to remain anonymous. 517 employees have provided valid observations; the multivariate analysis conducted under the lenses of structural equation modeling confirms the validity of the hypothetical model. In particular, the study illustrates that extrinsic (salary, benefits, career) and intrinsic (work environment, work purpose, and job strain) motivational factors must be considered in the employee value proposition model. The intrinsic motivational factors contribute slightly more than the extrinsic motivational factors; the salary factor contributes the most among the extrinsic motivation variables, and the working environment factor contributes the most among the intrinsic motivation variables. The elaborated model has practical application for corporations who want to govern their employee value proposition and align their employer branding identity. It extends the theoretical foundations to support further research in this domain.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Employee value proposition: Which factors matter? A Swiss case study on motivational factors

Bronlet,

Basile,

Basile

et al. 2024

Problems and Perspectives in Management

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show abstract

“…The success of a company and the accomplishment of its goals rely on attracting talent and having highly qualified staff. Multiple strategies and actions are needed to manage people's lifecycles effectively, from hiring through retirement to leaving (Shamaileh et al, 2022).…”

Section: Talent Attractionmentioning

confidence: 99%

Talent attraction through flexible work anytime from anywhere

Ardi,

Cahyadi,

Meilani

et al. 2024

J. Infras. Policy. Dev.

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As a flexible working style, working anytime from anywhere can attract talented individuals due to flexibility and expanded talent pools. This literature review analyzes talent attraction through flexible work anytime from anywhere, as it applies to the current work style. The findings show that remote work is attractive for gifted individuals seeking meaningful and fulfilling work opportunities. Flexibility lets employees work remotely and allows them to plan their workdays around their schedules. They can pick when they are most productive and fit in personal obligations like taking care of their families or engaging in hobbies. By removing regional restrictions, businesses can access a far bigger talent pool. Employers can hire workers from several cities, nations, or even continents remote labor. By having access to a larger talent pool, employers are more likely to hire highly qualified workers who might not be accessible or willing to move for a traditional office position.

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“…E-HRM tools, including performance management systems, competency frameworks, and career development platforms, can assist in identifying and nurturing high-potential employees who are likely to contribute to sustainable innovation. Additionally, E-HRM can support the recruitment and selection of individuals with innovative mindsets and abilities [23,35].…”

Section: The Relationship Between E-hrm and Sustainable Innovationmentioning

confidence: 99%

The Effect of Electronic Human Resource Management Systems on Sustainable Competitive Advantages: The Roles of Sustainable Innovation and Organizational Agility

Alqarni,

Agina,

Khairy

et al. 2023

Sustainability

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This study attempts to examine the impact of electronic human resource management (E-HRM) systems on achieving a sustainable competitive advantage (SCA) in the tourism and hospitality industry by incorporating sustainable innovation (SI) and organizational agility (OA) as mediators. To survive, tourist and hospitality organizations must embrace digital transformation by using E-HRM practices such as digital recruiting, online training, and performance management tools. Organizations may improve their HR departments’ efficiency, effectiveness, and decision making, enhancing the overall organizational performance and preserving a sustainable competitive edge. Middle and first-line management of the five-star hotels and travel agencies in category A operating in Egypt were investigated. A PLS-SEM analysis was performed on 313 valid responses, gathered using WarpPLS 7.0. The findings revealed that E-HRM is positively associated with SCA, SI, and OA. Furthermore, there were positive associations between SI and OA and SCA. SI and OA were also shown to be mediators in the relationship between E-HRM and SCA. The study adds to the existing literature on how E-HRM impacts SI, OA, and SCA. The relationship between these components in hotels and travel agencies has not been the subject of any empirical research. The current study has addressed gaps by empirically analyzing these relationships in the context of Egyptian hotels and travel agencies. It integrates E-HRM, innovation, organizational agility, and competitive advantage within the context of sustainability in tourism and hospitality.

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The effect of e-HRM on organizational performance and talent management: A strategic evolution perspective

Cited by 17 publications

References 1 publication

Employee value proposition: Which factors matter? A Swiss case study on motivational factors

Employee value proposition: Which factors matter? A Swiss case study on motivational factors

Talent attraction through flexible work anytime from anywhere

The Effect of Electronic Human Resource Management Systems on Sustainable Competitive Advantages: The Roles of Sustainable Innovation and Organizational Agility

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