The Relationship Between Digital Human Resource Management and Organizational Performance

Halid, Hafinas; Yusoff, Yusliza Mohd; Somu, Hemalatha

doi:10.2991/aebmr.k.200514.022

Cited by 34 publications

(28 citation statements)

References 15 publications

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“…The books' authors and practitioners cited that the major disruptive HRM technologies are social media, cloud computing, big data/data analytics, mobile technologies and the IoT (Bersin, 2017;Waddill, 2018). They have used synonyms for disruptive HRM technologies as digital HRM Waddill (2018), (Halid et al, 2020;Strohmeier, 2020), smart HRM (Strohmeier, 2018), or SHR 4.0 (Liboni et al, 2019), etc. Except for social media, these areas were not found in the two analyses done under 3.3.1 and 3.3.2.…”

Section: Discussionmentioning

confidence: 99%

“…Disruptive human resources management (HRM) technologies are the disruptive technologies embedded in HRM (Gupta and Saxena, 2012). It is also termed as electronic HRM (E-HRM) (Chandradasa and Priyashantha, 2021a, b;Thite, 2018), digital HRM (Halid et al, 2020;Strohmeier, 2020;Thite, 2018), smart HRM (Strohmeier, 2018) or smart human resources 4.0 (SHR 4.0) (Liboni et al, 2019). Major disruptive HRM technologies are social media, cloud computing, big data/data analytics, mobile technologies and the IoT (Waddill, 2018).…”

Section: Introductionmentioning

confidence: 99%

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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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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Disruptive human resource management technologies: a systematic literature review

Priyashantha

Alwis

Welmilla

2022

EJMBE

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“…The current research relied on the (descriptive-analytical approach), which is As for the second part, it targets the overall level of the ministry under study and includes questions related to the research variables (Digital HR Management Practices, Professional Capital), and it consists of (32) questions. Table (1) shows the reliable sources adopted in preparing the questionnaire paragraphs.…”

Section: Sixth: Research Methodologymentioning

confidence: 99%

The Impact of digital human resource management practices on professional capital: analytical research in the Iraqi ministry of labor and social affairs

Fendi¹,

Sultan²

2022

IJRSSH

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The research aims to demonstrate the impact of digital human resources management practices on professional capital in the ministry, the research sample, and to diagnose and explain the relationship between the research variables and their dimensions. And for the purpose of reaching the results, the descriptive analytical method was used in presenting and interpreting the research information. And the Iraqi Social Affairs, which numbered (578), and the sample of the research was (231), which was determined based on the Thompson equation, where (240) questionnaires were distributed and (235) were retrieved from them, and the good ones (231) represented the research sample. The statistical analysis of the research concluded a number of results, the most prominent of which was the presence of a significant effect of the practices of digital human resources management in professional capital, and this indicates that the practices of digital human resources management have an effective and influential role in achieving professional capital, that is, whenever the Ministry of Labor seeks And social affairs to the application of digital human resource management practices, this will constitute a major and effective factor in achieving professional capital.

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“…Digital HRM refers to carrying out HRM using the Internet and technology applications (Halid, Yusoff & Somu, 2020). In fact, digitalization of HRM signifies a technical process used to convert analogue human resource information into digital information to be processed automatically, or a socio-technical process used to exploit digitalization possibilities for operational and strategic HRM purposes (Strohmeier, 2020).…”

Section: Digital Hrm Practicesmentioning

confidence: 99%

“…Specifically, scholars highlighted the importance of human resource management (HRM) practices as pivotal antecedents of employee performance (Younas et al, 2018;Ozkeser, 2019;Diamantidis & Chatzoglou 2019;Lumunon et al, 2021). In the digitization era, HRM practices are implemented using digital means, which means utilizing the Internet and technology applications to perform human resource functions (Halid et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

The impact of digital HRM on employee performance through employee motivation

Al-kharabsheh¹,

Attiany²,

Alshawabkeh³

et al. 2023

10.5267/j.ijdns

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This study aims at investigating the effect of digital HRM practices on employee motivation and hence employee job performance, or in other words, the mediating role of employee motivation between digital HRM practices and employee job performance. Two digital HRM practices were used in this study: digital training and digital performance appraisal. Collecting data using a valid and reliable questionnaire from employees at industrial companies, the results show that digital training had significant effects on both employee motivation and job performance, digital performance appraisal had significant effects on employee motivation and performance appraisal, and employee motivation exerted a significant effect on job performance. Consequently, it was approved that employee motivation partially mediated the effect of digital HRM practices on job performance. It was concluded that skilled employees who are aware of their performance level are motivated to show higher levels of job performance. Theoretically, the study called scholars to carry out further results to examine the effects of other HRM practices on job performance through employee motivation. Empirically, organizations are requested to conduct training sessions and assess employee performance using digital means.

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The Relationship Between Digital Human Resource Management and Organizational Performance

Cited by 34 publications

References 15 publications

Disruptive human resource management technologies: a systematic literature review

Disruptive human resource management technologies: a systematic literature review

The Impact of digital human resource management practices on professional capital: analytical research in the Iraqi ministry of labor and social affairs

The impact of digital HRM on employee performance through employee motivation

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