Creating HR value through technology

Foster, Steve

doi:10.1108/02580541011055634

Cited by 9 publications

(13 citation statements)

References 1 publication

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“…In comparison to traditional HRM approaches, e-HRM can help to streamline transactional HRM activities; speed up HR processes; improve communication; reduce the HR headcount; and capture, create and transfer some HR knowledge more accurately and speedily. These advantages can help to increase employee productivity (Foster, 2010;CedarCrestone, 2010CedarCrestone, , 2014Lengnick-Hall and Moritz 2003;Marler and Parry, 2016;Martin, Reddington and Alexander, 2008;Parry, 2011). More broadly, e-HRM, by increasing transparency and clarity over HR policies, may help to improve employee satisfaction with HR and, in turn, lead to greater employee productivity.…”

Section: Impersonal Trust and Employee Productivitymentioning

confidence: 99%

Unveiling the relationship between e-HRM, impersonal trust and employee productivity

Iqbal

Ahmad

Allen

2019

MRR

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Purpose This study draws upon social exchange theory to explore the role of impersonal trust as an intermediate value-creating factor between electronic human resource management (e-HRM) and productivity. The purpose of this paper is to seek the antecedents and consequences of impersonal trust within organisations to provide a holistic view of e-HRM and employee productivity. This is the first study to examine how impersonal trust mediates the relationship between e-HRM and employee productivity. Design/methodology/approach The data were collected through a large-scale survey of 700 line managers in Pakistani banks. The data were analysed using structure equation modelling. Findings The empirical results validate all of the study’s hypotheses, including the role of impersonal trust, which partially mediates the relationship between e-HRM and employee productivity. The results provide empirical evidence that technology-enabled HRM supports organisations by enhancing organisational trust and productivity outcomes. Originality/value Such findings contribute to the HRM literature: e-HRM and organisational trust are key predictors for improving employee productivity. The existing literature suggests that e-HRM has a positive impact on employees’ trust in the HRM department. The results provide valuable insights for HR practitioners allowing them to enhance employee productivity by using e-HRM to improve employees’ trust in the organisation.

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Section: Impersonal Trust and Employee Productivitymentioning

confidence: 99%

Unveiling the relationship between e-HRM, impersonal trust and employee productivity

Iqbal

Ahmad

Allen

2019

MRR

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“…Similarly, Ruël et al (2007) suggested the following four goals: cost reduction, improving HR services, improving strategic orientation, and global orientation. However, despite the great potential for HR functions to create value beyond administrative outcomes, in practice, many organizations utilize e-HRM more for an “automating” approach that focuses primarily on administrative efficiency rather than supporting strategic “human capital management” processes (Foster, 2010). According to Foster (2010), while process-based administrative tools are used by more than 90% of organizations, strategic HR technology tools have a much lower organizational penetration rate, typically at the 30% to 40% level (Foster, 2010).…”

Section: Introductionmentioning

confidence: 99%

Unveiling the Value Creation Process of Electronic Human Resource Management

Wahyudi¹,

Park

2014

Public Personnel Management

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Information and communication technologies (ICT) advancement, coupled with an ever-increasing demand for the human resource management (HRM) function to be more efficient, effective, and capable of supporting the strategic goals of every business function, has led to the adoption of electronic human resource management (e-HRM). This study aims to provide both insight and empirical evidence on the success enabler of e-HRM acceptance and e-HRM value creation in the public sector. The study confirms that perceived usefulness (PU) is found to be a strong predictor of e-HRM usage. From an organizational and managerial standpoint, HRM strength has a positive influence on e-HRM usage. In the creation of HRM values, we find e-HRM usage to be a strong predictor of perceived human resource (HR) service quality but not a predictor of the creation of a strategic role for the HRM function. Furthermore, the study indicates that HRM strength is an important direct predictor of the creation of HRM values. Hence, this relationship suggests the importance of policy clarity and consistency. To ensure that e-HRM is used in a more strategic way, the core business functions of an organization, HRM strategy and IT management, should be clearly aligned and integrated. A set of theoretical and practical implications as well as the limitations of this research are also discussed.

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“…Performance links people to work by setting work standards and measures, financial and nonfinancial rewards, and providing feedback in respect of all stakeholder interests (Ulrich & Brochbank, 2005). It is meant to hold employees accountable for their work (Foster, 2010;Knies et al, 2018), recognize those who meet standards while those who fail are sanctioned (Yahiaoui et al, 2015). This provides managers and employees with a clear line of sight between expected behaviours, rewards, and motivation towards optimal service (Ulrich & Brochbank, 2005).…”

Section: Flow Of Performancementioning

confidence: 99%

Human Resource Value Creating Practices and Operational Performance in Uganda’s Public Sector

2022

JMPP

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This paper examines the application of human resource (HR) value creating practices and their effect on operational performance in the public sector, with reference to Uganda. Performance remains a challenge in developing countries like Uganda. Moreover, the capability of HR practices to deliver value is little examined. This paper is premised on HR value proposition model and the goal-setting theory to examine HR value creating practices of people, performance, information and work, in view of operational performance in Uganda's public sector. Using traditional narrative literature review, it is established that HR value creating practices are minimally applied in the public sector of Uganda. Transformative peoplemanagement approaches are required by putting stakeholders especially employees, in line of sight if HR practices are to create value and foster operational performance. The paper contributes to the knowledge and application of HR value practices and their effect on operational performance in the public sector. The HR practices in the public sector can through strategic flexibility and transformation be adapted to improve performance.

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Creating HR value through technology

Cited by 9 publications

References 1 publication

Unveiling the relationship between e-HRM, impersonal trust and employee productivity

Unveiling the relationship between e-HRM, impersonal trust and employee productivity

Unveiling the Value Creation Process of Electronic Human Resource Management

Human Resource Value Creating Practices and Operational Performance in Uganda’s Public Sector

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