The use of an automated employment recruiting and screening system for temporary professional employees: A case study

Buckley, Patrick H.; Minette, Kathleen A.; Joy, D.R.; Michaels, Jeff

doi:10.1002/hrm.20017

Cited by 63 publications

(36 citation statements)

References 6 publications

(4 reference statements)

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“…For example, an important mixed contribution among researchers emerged in the 2000-2010 decade: e-HRM might on the one hand decrease the administrative burden on HR professionals (Reddick, 2009), while on the other hand increase the burden on employees and line managers (Martin & Reddington, 2010). Chapman and Webster (2003) reported higher time investments by HR staff to filter and respond to applicants due to the growing amount of digital applications, while Buckley et al (2004) illustrated more efficient screening processes because of e-HRM. Reddick (2009) found no support for an increased volume of HR work, while Ruel et al (2004) found efficiency gains in the form of a decrease in administrative burden.…”

Section: Discussionmentioning

confidence: 99%

“…Initially, e-HRM promised to lead to efficiency gains, and most researchers in the past decade advocated e-HRM's strong contribution to the bottom line (Beulen, 2009;Buckley, Minette, Joy, & Michaels, 2004;Chapman & Webster, 2003;Jones, Brasher, & Huff, 2002;Oiry, 2009;Olivas-Lujan et al, 2007;Panayotopoulou et al, 2007;Ruel, Bondarouk, & Looise, 2004;Svoboda & Schröder, 2001). The suggestion from the literature is that more HR work could be accomplished with fewer personnel.…”

Section: Operational Consequencesmentioning

confidence: 99%

“…Reddick (2009) did not find support for operational cost savings and only Buckley et al (2004) provided numerical data for cost savings due to e-HRM.…”

Section: Operational Consequencesmentioning

confidence: 99%

See 2 more Smart Citations

Electronic HRM: four decades of research on adoption and consequences

Bondarouk

Parry

Furtmueller

2016

The International Journal of Human Resource Management

246

186

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Despite the existence of a number of recent reviews of e-HRM research, we still lack a comprehensive understanding of the factors affecting the adoption and consequences of e-HRM. This paper therefore provides a review of four decades of research in this area with the aim to provide a summary and integrative framework as a basis for future research. We found that the factors affecting the adoption of e-HRM can be divided into three areas: technology; organization; and people -we refer to this as the 'TOP' framework. In line with we divide consequences into those that are operational, relational and transformational. We also found that there has been a shift both in the goals for e-HRM, from efficiency to improved HR service provision and the strategic reorientation of HR departments; but also that the type of consequences that the literature focuses on has also changed from operational effects, to relational and then transformational outcomes. The paper discussed these shifts in some detail, along with the implications for future research and practice.

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Section: Discussionmentioning

confidence: 99%

Section: Operational Consequencesmentioning

confidence: 99%

See 1 more Smart Citation

Electronic HRM: four decades of research on adoption and consequences

Bondarouk

Parry

Furtmueller

2016

The International Journal of Human Resource Management

246

186

View full text Add to dashboard Cite

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“…Furthermore, applicants who react negatively to the selection process might dissuade others from applying (Smither et al, 1993). Web-based recruitment has become increasingly popular (Lievens, van Dam & Anderson, 2002) because it reduces recruiting costs (Buckley, Minette, Joy, & Michaels, 2004) at the same time that it increases the volume of qualified applicants (Chapman & Webster, 2003). Web-based recruitment systems influence applicant attraction to the organization (Hu, Su, & Chen, 2006), and are a valuable recruiting tool if used properly.…”

Section: Strategies For Recruiting and Retaining Employeesmentioning

confidence: 99%

National Security Personnel System (NSPS) 2008 Evaluation Report

VA¹

2009

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Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to a penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number. REPORT DATE MAY 20092. REPORT TYPE 5e. TASK NUMBER 5f. WORK UNIT NUMBER PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES)SRA International, Inc.,3434 Washington Boulevard,Arlington,VA,22201 PERFORMING ORGANIZATION REPORT NUMBER 9. SPONSORING/MONITORING AGENCY NAME(S) AND ADDRESS(ES)Program Executive Office, National Security Personnel System, 1401 Wilson Boulevard, Suite 500, Arlington, VA, 22209 SPONSOR/MONITOR'S ACRONYM(S) PEO NSPS SPONSOR/MONITOR'S REPORT NUMBER(S) DISTRIBUTION/AVAILABILITY STATEMENTApproved for public release; distribution unlimited SUPPLEMENTARY NOTES With disestablishment of PEO NSPS, sponsorship shifts to Defense Civilian Personnel Advisory Service, Office of the Under Secretary of Defense (Personnel and Readiness) ABSTRACTThe report is a multi-year analysis of the status and maturation of the National Security Personnel System (NSPS) since its implementation in April 2006 for the Department of Defense civilian workforce. It analyzes DoD Component and organization business practices and policies for compensation and performance under NSPS, workforce characteristics, quality of performance plans and assessments, performance system outcomes, employee performance and pay changes over time, and attitudes of supervisors and employees toward the system. The report addresses the extent to which NSPS as implemented was meeting system objectives, assesses effects of program changes and lessons learned, and identifies issues that warranted attention and possible system adjustment. The analysis is based on NSPS personnel and performance plan data; DoD opinion surveys; sensing sessions with employees, supervisors, pay pool managers and members at representative organizations; interviews with NSPS implementation program managers and senior leaders; review of workforce communications and training products, and implementation guidelines. SUBJECT TERMSNational Security Personnel System, NSPS, Evaluation, Civilian Personnel, Human Resources, Management, Motivation, Pay for Performance This page intentionally left blank. This page intentionally left blank. NSPS Spiral 1 Evaluation Report NSPS Spiral 1 Evaluation Report List of Figures and Tables List of Tables NSPS Spiral 1 Evaluation Report E...

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“…A number of organisational benefits of e-HRM have been posited (Hawking, Stein and Foster, 2004;Ruta, 2005;Stroehmeier, 2009), including: the facilitation of a more strategic role for the HR function (Snell et al, 2002;Gardner et al, 2003), improvement of HR service efficiency (CIPD, 2005), HRM cost reduction (Buckley et al, 2004) and engendering organisational global orientation (Ruel et al, 2007) to enable the sharing of common HR data across the enterprise in a real-time environment (Bondarouk and Ruel, 2009). However, as 'a way of implementing HR strategies, policies and practices in organizations through a conscious and directed support of and/or with the full use of web-technology-based channels' (Ruel, et al, 2007, p. 281), many technical and organisational challenges exist in e-HRM systems implementation (Marler, 2009), often resulting in delays and budget over-runs (Strohmeier, 2007).…”

Section: The Hybrid Nature Of E-hrm Project Teamsmentioning

confidence: 99%

Identity ambiguity and the promises and practices of hybrid e-HRM project teams

Tansley¹,

Huang²,

Foster³

2013

The Journal of Strategic Information Systems

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The role of IS project team identity work in the enactment of day-to-day relationships with their internal clients is under-researched. We address this gap by examining the identity work undertaken by an electronic human resource management (e-HRM) 'hybrid' project team engaged in an enterprise-wide IS implementation for their multi-national organisation. Utilising social identity theory, we identify three distinctive, interrelated dimensions of project team identity work (project team management, team 'value propositions' (promises) and the team's 'knowledge practice'). We reveal how dissonance between two perspectives of e-HRM project identity work (clients' expected norms of project team's service and project team's expected norms of themselves) results in identity ambiguity. Our research contributions are to identity studies in the IS project management, HR and hybrid literatures and to managerial practice by challenging the assumption that hybrid experts are the panacea for problems associated with IS projects.

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The use of an automated employment recruiting and screening system for temporary professional employees: A case study

Cited by 63 publications

References 6 publications

Electronic HRM: four decades of research on adoption and consequences

Electronic HRM: four decades of research on adoption and consequences

National Security Personnel System (NSPS) 2008 Evaluation Report

Identity ambiguity and the promises and practices of hybrid e-HRM project teams

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