Configurations of e-HRM – an empirical exploration

Strohmeier, Stefan; Kabst, Rüediger

doi:10.1108/er-07-2013-0082

Cited by 54 publications

(68 citation statements)

References 52 publications

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“…In short, existing studies have revealed a positive and significant link between e-HRM and HR service quality (Bondarouk et al, 2017;Strohmeier and Kabst, 2014;Wahyudi & Park, 2014).…”

Section: Literature Reviewmentioning

confidence: 99%

Does e-HRM improve labour productivity? A study of commercial bank workplaces in Pakistan

Iqbal

Ahmad

Allen

et al. 2018

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Purpose Drawing on data from a unique, large-scale survey, the purpose of this paper is to examine the links between e-HRM and perceived labour productivity both directly and through the mediating role of HR service quality amongst commercial-bank workplaces in Pakistan, many of which have introduced e-HRM. Design/methodology/approach The authors use partial least squares structural equation modelling to examine the direct links between e-HRM and productivity as well as the mediated links between e-HRM, perceived HR service quality and productivity. Findings The authors show that e-HRM practices have a statistically significant, positive effect on managers’ perceptions of labour productivity. The authors also reveal that e-HRM practices influence the quality of HR service, and that the quality of HR services fully mediates the relationship between e-HRM practices and managers’ perceptions of labour productivity. Practical implications The results highlight the importance of designing and implementing e-HRM systems so that they support organisation workflow and enable workers to carry out a range of HR and non-HR activities more efficiently. In particular, this study suggests that managers should focus on how e-HRM impacts on HR service quality in a holistic way, as this is the “route” via which e-HRM can improve labour productivity. Originality/value Existing research has demonstrated a link between e-HRM and the quality of HR services; however, these studies downplay the potential impact of e-HRM on labour productivity, a key organisational outcome and one that e-HRM aims to improve. This study contributes to the HRM literature by identifying how e-HRM can improve labour productivity by enhancing the perceived HR service quality. This study, therefore, provides the basis for future theory developments in this area.

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“…In short, existing studies have revealed a positive and significant link between e-HRM and HR service quality (Bondarouk et al, 2017;Strohmeier and Kabst, 2014;Wahyudi & Park, 2014).…”

Section: Literature Reviewmentioning

confidence: 99%

Does e-HRM improve labour productivity? A study of commercial bank workplaces in Pakistan

Iqbal

Ahmad

Allen

et al. 2018

View full text Add to dashboard Cite

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“…Remarkably, the three social e-HRM configurations are close to the eight ideal types derived from the taxonomy based on e-HRM objectives (Lepak and Snell, 1998;Strohmeier and Kabst, 2014). From this perspective, it is clear that the classification that has been widely adopted in the e-HRM literature is also of value for exploring different ways to use SM in HRM.…”

Section: Discussionmentioning

confidence: 62%

“…As in the case of the present study, this approach allows the identification of different possible configurations, each characterized by certain internal fit and alignment in terms, for example, of the HR processes supported. In this regard, while previous e-HRM studies based on configurational approach agree that operational use of IT is a precondition for a more strategic use of IT by organizations (Strohmeier and Kabst, 2014), in the case of SM, this role seems to be played by social recruitment and relational activities. Accordingly, only after having experienced the advantages deriving from the use of the SM in these areas, companies may decide to make greater use of these tools by carrying out a digitalization of transformational HR processes.…”

Section: Discussionmentioning

confidence: 86%

Exploring types, drivers and outcomes of social e-HRM

Martini

Cavenago

Marafioti

2020

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PurposeThis paper explores the use of social media (SM) in Human Resource Management (HRM). Building on the configurational approach, the study investigates the existence of different configurations of social e-HRM, their consequences for the organizations and their predictors.Design/methodology/approachThis empirical study draws on a survey administered to HR directors of 176 companies operating in Italy. Two-step cluster analysis, test for variance and logistic regressions were employed for data analysis.FindingsThree social e-HRM configurations emerged – non-use, relational use and extended relational use – which distinguish different goals for using SM in HRM. The three configurations lead to similar outcomes for organizations, even if SM users, in general, enjoy greater success than non-users. Certain structural, strategic and HRM factors are systematically and variously associated with each configuration.Research limitations/implicationsThe study is based on cross-sectional research, and thus it is difficult to identify causal links between the variables. The study also relies on data collected in a specific national context, which limits the generalizability of the results.Practical implicationsThe study suggests that different and equally effective social e-HRM configurations exist and that their presence is predicted by specific structural, strategic and HRM factors.Originality/valueThe study contributes to an emerging and still scarce literature on types, drivers and outcomes of SM use in HRM.

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“…Each type of software the firm had assimilated was rated on meeting its primary objective. Like Strohmeier and Kabst (2014), answers could vary on a four-point scale (“not at all” to “totally met”). Scores were summed and divided by the number of software types to generate a portfolio score.…”

Section: Methodsmentioning

confidence: 99%

“…This finally brings us to the last set of studies – what HRTs do for the firm as a whole. Strohmeier and Kabst (2014) reported that they generally contributed to organizational success, with the impact being largest for “power users.” It should be noted, though, that their “contribution to success” construct was measured with a single-item scale lacking substantive details about what was targeted. Surveys of met expectations and results satisfaction have been similarly vague (Beckers and Bsat, 2002; Elliott and Tevavichulada, 1999; Forrer and Leibowitz, 1991; SHRM, 2005).…”

Section: Literature Reviewmentioning

confidence: 99%

HR technology goal realization: predictors and consequences

Florkowski

2020

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PurposeDrawing on the HR technology (HRT) and information systems (IS) literatures, this study seeks to identify macro-level factors that influence the performance of HRT systems. A second objective is to assess the relative contribution that HRT goal realization makes to organizational satisfaction with HR services.Design/methodology/approachThis investigation draws on a web-based survey of 169 US and Canadian firms targeting HR executives as key informants. Structural equation modeling (SEM) tested the roles that organizational support, capabilities and aspects of the environment play in technology goal attainment and collective satisfaction with HR services. Exploratory factor analysis (EFA) evaluated the properties of several key scales and supported their usage. Moderated regression analysis further assessed whether HRT age influenced certain relationships.FindingsAs predicted, system goal realization was positively related to the level of support from an HRT champion and an HR innovation climate, while being negatively related to HRT mimetic isomorphism. HR service satisfaction, in turn, was positively related to HRT goal realization, the HR innovation climate and HR environmental munificence. It also was determined that HRT champions had a stronger positive impact on goal realization for younger technology portfolios. This too was expected.Research limitations/implicationsExternal validity would be strengthened by not only increasing sample sizes for the USA and Canada, but also targeting more nations for data collection. The model's explanatory power may also be enhanced by improving the measurement of several predictors (e.g. top management support, absorptive capacity), as well incorporating constructs that focus on users (e.g. group potency, collective efficacy).Practical implicationsThese findings underscore the need to proactively screen and structure the surrounding environment to facilitate portfolio success. Greater emphasis must be placed on (1) identifying and empowering HRT champions, (2) fostering an innovation climate in the HR function and (3) conditioning HRT purchases on “mindful” adoption. Doing so should not only increase the prospects of realizing goals, but also elevate satisfaction with HR services.Originality/valueThis is the first study to formally assess the effects that organizational and environmental context have on overall HRT systems performance. Prior research has focused on linking the local conditions of individual users to their perceptions and usage of HR technologies.

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Configurations of e-HRM – an empirical exploration

Cited by 54 publications

References 52 publications

Does e-HRM improve labour productivity? A study of commercial bank workplaces in Pakistan

Does e-HRM improve labour productivity? A study of commercial bank workplaces in Pakistan

Exploring types, drivers and outcomes of social e-HRM

HR technology goal realization: predictors and consequences

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