Assessing the Impact of Electronic Human Resource Management on Creation of Organizational Agility: A Study in the Bushehr Banks, Iran

Hamidianpour, Fakhriyeh; Esmaeilpour, Majid; Firoozi, Habibeh

doi:10.5539/ass.v12n7p105

Cited by 10 publications

(4 citation statements)

References 26 publications

(21 reference statements)

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“…The prime goal of this study is to find an answer to this issue that organizational agility and value of HR can really create a difference and influence on business performance. Hamidianpour, Esmaeilpour, & Firoozi (2016) explicated their outlook about the term "agility" as a means of swift, speedy, and dynamic actions of an organization that enhance its capability to perform their activities more quickly and in a profound way. Therefore, to cope with the current business environment, every organization should have the ability to produce at the same time with different methods with a short lifetime and ability to show efficient response to accept the changes, so that it can be called as an agile organization (Pan & Nagi, 2010).…”

Section: Different Approaches and Components Of Organizational Agilitymentioning

confidence: 99%

Organizational agility and HRM strategy: Do they really enhance firms’ competitiveness?

Saha¹,

Gregar²,

Sáha³

2017

IJOL

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This article intended to emphasize and explicate the conceptual framework of organizational agility that discusses organizational spirit, capability, flexibility, nimbleness, and speediness. Whereas, the key activities of HR specialists involved in operational matters are progressively observed as a source of competitive advantage in today's severely competitive and fast changing markets. Similarly, it has been a competitive marketplace expansion; thus, nowadays, the situation is really difficult to enhance sustainable growth for the firms' side. Hence, the purpose of this article is to reveal that HR strategy enables organizations or firms to understand the value of internal and external customers, knowledge of competitors, products, technology, and sources of competitive advantage. It is all important to ascertain that the success of a business is founded along the belief that an organization achieve competitive advantage by making use of its people adequately and efficiently. Therefore, this article exemplifies some research propositions that how firms can respond rapidly and flexibly to the changing environment without facing market turbulence. Following this, the research aims to understand whether organizational agility and value of HR can really create a difference and influence on business performance. Finally, the result of this study highlights the importance of organizational agility and human resource's effectiveness which have an influence on enhancing organizational performance and competitive abilities.

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Section: Different Approaches and Components Of Organizational Agilitymentioning

confidence: 99%

Organizational agility and HRM strategy: Do they really enhance firms’ competitiveness?

Saha¹,

Gregar²,

Sáha³

2017

IJOL

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“…Because HR practices are crucial to employees' ability to function, They are positively correlated with job satisfaction. (Hamidianpour et. al.…”

Section: Results Of Hypotheses Testingmentioning

confidence: 99%

Impact Of E-HRM Functions On Organization Performance: Mediating Role Of Employee Performance And Job Satisfaction In The Banking Sector In India

Shettigar,

Sowmyalatha,

Kumar

et al. 2023

Migrat. Lett.

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The study's objective is to determine how e-HRM functions impact organizational performance and to identify how employee performance and job satisfaction operate as a mediating factor. This study included four distinct Indian telecommunications businesses that use e-HRM as part of its population. The self-administered questionnaire was mailed to the HR managers; 493 replies in all were deemed complete and useable, meaning that no information was missing. The statistical program SPSS 20 has been used to examine The information gathered from the questionnaires. The coefficient summary indicates that the beta values of 0.581 for e-HRM to EMPFM, 0.689 for JOBSTF, and 0.658 for JOBSTF to EMPFM accurately reflect how e-HRM affects employee performance and Job Satisfaction. The results of the study can help practitioners who want to set up environments that are conducive to increased productivity.

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“…As outcomes of E-HRM, HRIS success (Strohmeier and Kabst, 2012), employees' affective commitments resulting from the relational and transformational aspects of E-HRM (Bissola and Imperatori, 2013) and improved employee retention (Allumi Nura and Hasni Osman, 2013) are evidenced. Additionally, organisational agility (Hamidianpour et al. , 2016), better talent attraction, acquisition and development (Vazquez and Sunyer, 2021), and corporate sustainability (Alkhodary, 2021) are outcomes of E-HRM.…”

Section: Results and Findingsmentioning

confidence: 99%

Disruptive human resource management technologies: a systematic literature review

Priyashantha

Alwis

Welmilla

2022

EJMBE

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PurposeThe disruptive human resource management (HRM) technologies are now considered a significant facilitator to change and benefit the entire HRM landscape. This view needs to be further verified by reviewing the knowledge on the subject in the empirical research landscape. Thus, the study's objectives were to find (1) the current knowledge and (2) the areas where empirical research is lacking in disruptive HRM technologies.Design/methodology/approachThe article is a literature review that was followed by the systematic literature review and the preferred reporting items for systematic reviews and meta-analyses (PRISMA). The review considered 45 articles published during the 2008–2021 period extracted from the Scopus database, and bibliometric analysis was performed to achieve the research objectives.FindingsThe results found that scholarly attention has been given to electronic HRM (E-HRM) rather than the disruptive HRM technologies. The areas investigated include the determinants of intention, adoptions and use of E-HRM and the outcomes of E-HRM adoptions and use. These outcomes can be further divided into general outcomes and HRM outcomes.Research limitations/implicationsThe findings reveal gaps in E-HRM research and disruptive HRM technologies remain untapped in the empirical research landscape. Hence, the study findings provide some implications for future research and applications.Originality/valueThe study found empirically proven determinants of E-HRM intention, adoptions and use and E-HRM adoptions and use outcomes. These were found in the studies conducted during the 2008–2021 period.

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Assessing the Impact of Electronic Human Resource Management on Creation of Organizational Agility: A Study in the Bushehr Banks, Iran

Cited by 10 publications

References 26 publications

Organizational agility and HRM strategy: Do they really enhance firms’ competitiveness?

Organizational agility and HRM strategy: Do they really enhance firms’ competitiveness?

Impact Of E-HRM Functions On Organization Performance: Mediating Role Of Employee Performance And Job Satisfaction In The Banking Sector In India

Disruptive human resource management technologies: a systematic literature review

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