Editorial: Electronic Human Resource Management: Transformation of HRM?

Abstract

Transformation of HRM? Is it ever possible? When we initiated this Special Issue, we were expecting manuscripts that would bring evidence about the transformation of Human Resource Management as enabled by information technology (electronization of HRM). There were enough grounds to put such expectations through. Indeed, since the 1970s, personnel management was seen as an early candidate for office automation (in payroll and benefits administration and for keeping employee records) (Hennessey, 1979; Tomeski & Lazarus, 1974). Typically, this information was stored in flat databases and interrogated using simple key word searching. However, early studies into e-HRM found ‘hesitant’ use of it by HR practitioners who perceived IT as ‘workhorses’ of the personnel function (DeSanctis, 1986). Moving towards 1990s, the majority of the organizations were convinced about the necessity of reducing labor intensive administration by automating personnel affairs. In general, positive consequences developed at the everyday operational level were increased accuracy of data, time and cost savings. Organizations also began to have a growing awareness and appreciation of the broader possible benefits of computer systems in performing HR duties. Recent developments in the e-HRM area are driven by rapid technological changes: ERP-based e-HRM applications (Enterprise Resource Planning) are now able to integrate a broad range of various HRM modules together as well as with numerous modules from other business areas such as sales, production, and finance, thereby providing a fully integrated HRM infrastructure. Empirical reports since 2000 have indicated an increase in confidence in using e-HRM, albeit still mainly for administrative purposes, and that e-HRM projects have largely remained focused on the growing sophistication of information technology. Recent studies on e-HRM applications suggest that these are now pushing HRM into a more strategic transformation, by supporting HR decisions with adequate descriptive and prognostic information. Electronic recruiting, training, compensation and many other HRM areas have unlocked a world of possibilities: by introducing new actors to HRM, by involving line managers in people management, by supporting a