Abstract
In recent years, increasing attention has been paid to digital human resource management (HRM) practices. Nonetheless, the impact of digital HRM practices is not yet fully understood by practitioners and researchers. Drawing from adaptive structuration theory (AST), we suggest that HRM capability maturity is a key boundary condition for understanding the effectiveness of digital HRM practices. By employing a path analysis approach on a sample of 1770 enterprises in China, this study found that the use of digital HRM practices impacts HRM effectiveness through the internal consistency of HR practices and external social networking of HR managers with line managers. The positive or negative effects of digital HRM practices depend on the enterprise’s HRM capability maturity. While the majority of previous studies have explored the impact of digital HRM on organizations, including the effects on cost reduction and organizational performance, our study expanded the focus on the outcomes of digital HRM to include employees’ perceptions of HRM effectiveness, which can further influence employees’ attitudes and organizational behaviors. The implications of our findings for research and practice are discussed.
Highlights
Academic Editor: Huseyin ArasliDigital human resource management (HRM) practices are “... the processes of employing digital technologies and appropriate data to promote the efficiency and effectiveness of HRM activities.” [1] (p. 22) and have received increasing attention in recent years
We address our earlier question by drawing upon adaptive structuration theory (AST), as “... it expounds the nature of social structures within advanced information technologies and the key interaction processes that figure in their use.” [21] (p. 121)
This deepens the employees’ understanding of HR policies around compensation and other topics. Combining these arguments on the power and influence of social networking on digital HRM system strength with the interactive impact of digital HRM and HRM capability maturity on HR managers’ social networking with line managers, we propose our second hypothesis: Hypothesis 2 (H2)
Summary
Academic Editor: Huseyin ArasliDigital human resource management (HRM) practices are “... the processes of employing digital technologies and appropriate data to promote the efficiency and effectiveness of HRM activities.” [1] (p. 22) and have received increasing attention in recent years. Digital human resource management (HRM) practices are “... The processes of employing digital technologies and appropriate data to promote the efficiency and effectiveness of HRM activities.” [1] Google encourages the use of analytics for all HR functions. IBM’s HR department has shifted almost the entirety of its functions, such as benefits enrollment, retirement planning, and online learning, to the digital platform. Talent Management Institute, 22.2% of Chinese organizations have practical experience in HR digitalization, and 70.6% of organizations are ready to incorporate digitalization into their HR processes [2]. A survey by Accenture revealed that 78% of Chinese executives believe that the rapid development of emerging technologies will, inevitably, shake their industries [3]. These, and related survey results, encourage researchers to focus on digital
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