Linking e-hrm practices and organizational outcomes: empirical analysis of line manager’s perception

Abstract

Purpose -This study seeks to explore the value creation opportunities offered by e-HRM practices. The purpose of this paper is to examine the impact of operational, relational, and transformational e-HRM practices on organizational outcomes by incorporating HRM service quality as an intermediary value creating factor. Design/methodology/approach -Line managers of commercial banks that adopted operational, relational, and transformational e-HRM were asked to participate in the study. The study used exploratory factor analysis for scale validation. PLS-SEM was used to validate and test the conceptual model.Findings -Drawing on data from a large and new survey, the study found that operational, relational, and transformational e-HRM practices have a significant impact on HR service quality and employee productivity. HRM service quality mediates the relationship between e-HRM practices and organizational outcomes.Implications -The study focuses on the relevance of e-HRM practices for improving organizational effectiveness, leading to competitive advantage for the firm. It is one of the pioneering studies that explore the link between e-HRM practices and organizational outcomes by analyzing the perception of South Asian line managers from the banking sector. Organizations from developing and developed countries can extract benefits by designing and implementing e-HRM systems in a way that supports their workflow.

Identification of e-HRM Practices in Egypt Five-star Hotels: A Quantitative Approach

“…Also, e-HRM provides opportunities for automated HR tasks (Al Hrou and Mohamed, 2014;Ali, 2017). e-HRM practices e-HRM is considered a specific method for managing HRM activities which can be divided into three pillars: operational e-HRM, relational e-HRM and transformational e-HRM (Iqbal et al, 2019). Furthermore, e-HRM practices (operational, relational, and transformational) are dependent on several aspects including: e-recruitment, e-selecting, e-training, e-attendance, epayroll and e-planning (Bissola and Imperatori, 2013;Rajalakshmi and Gomathi, 2016;Iqbal et al, 2019).…”

“…e-HRM practices e-HRM is considered a specific method for managing HRM activities which can be divided into three pillars: operational e-HRM, relational e-HRM and transformational e-HRM (Iqbal et al, 2019). Furthermore, e-HRM practices (operational, relational, and transformational) are dependent on several aspects including: e-recruitment, e-selecting, e-training, e-attendance, epayroll and e-planning (Bissola and Imperatori, 2013;Rajalakshmi and Gomathi, 2016;Iqbal et al, 2019). On the other hand, several authors highlighted these practices of e-HRM as below: Firstly, operational e-HRM practices are considered the first process in e-HRM practices that refers to the basics of human resources activities at the administrative, it is also called zero levels.…”

“…This process seeks to support the practices of HRM such as: recruitment, selecting, training, reward and performance management (Morsy and El Demerdash, 2017). Thirdly, transformational e-HRM practice refers to the practices of e-HRM that are matching with the employee's behavior and attitude such as: knowledge and strategic management (Iqbal et al, 2019). e-HRM practices and HRM services quality Iqbal et al (2019) argued that several researchers have investigated the quality of human resources.…”

“…Thirdly, transformational e-HRM practice refers to the practices of e-HRM that are matching with the employee's behavior and attitude such as: knowledge and strategic management (Iqbal et al, 2019). e-HRM practices and HRM services quality Iqbal et al (2019) argued that several researchers have investigated the quality of human resources. e-HRM practice helps the hotel industry to deliver a high standard of service quality to the customer, without mistakes (Wahyudi and Park, 2014).…”

“…Today, the hospitality industry is rapidly developing in the 2019). The development of human resources is considered a critical factor for the success of the hotel industry (Iqbal et al, 2019). Its success has increased the demand for service quality.…”