Electronic human resource management: Enhancing or entrancing?

Abstract

Orientation: This article provides an investigation into the current level of development of the body of knowledge related to electronic human resource management (e-HRM) by means of a qualitative content analysis. Several aspects of e-HRM, namely definitions of e-HRM, the theoretical perspectives around e-HRM, the role of e-HRM, the various types of e-HRM and the requirements for successful e-HRM, are examined.Research purpose: The purpose of the article was to determine the status of e-HRM and examine the studies that report on the link between e-HRM and organisational productivity.Motivation for the study: e-HRM has the capacity to improve organisational efficiency and leverage the role of human resources (HR) as a strategic business partner.Main findings: The notion that the implementation of e-HRM will lead to improved organisational productivity is commonly assumed; however, empirical evidence in this regard was found to be limited.Practical/managerial implications: From the results of this investigation it is evident that more research is required to gain a greater understanding of the influence of e-HRM on organisational productivity, as well as to develop measures for assessing this influence.Contribution: This article proposes additional areas to research and measure when investigating the effectiveness of e-HRM. It provides a different lens from which to view e-HRM assessment whilst keeping it within recognised HR measurement parameters (the HR value chain). In addition, it not only provides areas for measuring e-HRM’s influence but also provides important clues as to how the measurements may be approached.

Technology‐related factors and their influence on turnover intentions: A case of government employees in South Africa

“…Fihla and Chinyamurindi () emphasise enhancing those aspects concerned with HRM practices. Furthermore, a stream of work is emerging within developing countries like South Africa seeking to explore the role of technology on work outcomes or experiences (Calitz et al, ; Cilliers et al, ; Poisat & Mey, ). Notably, there is continued encouragement within the South Africa public service for work that explores the influence of technology‐related factors on work outcomes or experiences (e.g., Mosala‐Bryant & Hoskins, ; Sewdass, ).…”

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

“…Though the definition of e-HRM still triggers a considerable amount of debate, Bondarouk and Ruël (2009: 507) provided one of the most comprehensive definitions of the concept, by defining e-HRM as: an umbrella term covering all possible integration mechanisms and contents between HRM and Information Technologies aiming at creating value within and across organizations for targeted employees and management.In light of this definition, scholars have often associated e-HRM with achieving cost reductions and increased levels of efficiency in basic administrative HR activities, such as payroll, personnel data management, and departmental record maintenance (Marler, 2009;Poisat & Mey, 2017;Ruël, Bondarouk, & Looise, 2004).…”

“…The scope of transformational e-HRM, therefore, comprises such activities as internal staffing, organizational development, talent management, and learning (Thite & Kavanagh, 2009;Wirtky et al, 2016). As this article focuses on how employees can be mobilized in function of strategic organizational objectives (Poisat & Mey, 2017), and through e-HRM systems that hold the potential to transform the HRM function (Ruël et al, 2004), it is on this transformational goal of e-HRM that our focus lies. Surprisingly, very few e-HRM studies have adopted an explicit, technology-centred viewpoint (cf.…”

“…Surprisingly, very few e-HRM studies have adopted an explicit, technology-centred viewpoint (cf. Poisat & Mey, 2017). ISs, therefore, are often approached as broad, uniform systems that support the HRM function (e.g.…”

“…Though numerous studies focus on specific types of IS-which they describe through a wide variety of different and overlapping labels-they often do not make explicit the conceptual links between specific ISs and transformational e-HRM (Wirtky et al, 2016). Conversely, the studies that do apply the notion of e-HRM often approach it as a high-level and seemingly fuzzy concept, without probing into the ISs that drive the HRM transformation (Poisat & Mey, 2017). As a result, and despite a handful of notable examples (e.g.…”