Electronic Human Resource Management Research Articles

Electronic Human Resources Management and Organizational Development: The Mediating Role of Personal Job Fit in Hotels.

Electronic Human Resources Management and Organizational Development: The Mediating Role of Personal Job Fit in Hotels.

Challenges in adopting and using online recruitment tools from employers’ perspective

Purpose This paper aims to contribute to the existing literature by providing a unique exploration of the challenges in the adoption and usage of corporate websites, job aggregators, digital job boards, professional social media and artificial intelligence (AI)-enabled tools for recruitment. Design/methodology/approach In this exploratory study, interviews were conducted with 15 experts in digital companies with AI, recruitment or human eesources expertise. Findings The findings suggest three major themes, including technological, human–technology interaction and peripheral challenges. Moreover, seven sub-themes of challenges emerged from this study, namely, inefficient facilities and resources, inefficient data accumulation, resistance to change, distrust in technology, restricting regulations, toxic work culture and economic and social obstacles. Finally, this study proposes important implications and practical solutions to help professionals, companies and employers overcome challenges associated with adopting and using online recruitment tools. Originality/value Electronic human resource management has not studied the challenges associated with online recruitment tools in the context of Iranian digital organizations. This paper provides a unique exploration of the challenges in the adoption of AI in recruitment.

The Application of Electronic Human Resource Management Systems (e-HRM) in HR Management

The rapid development of information technology has revolutionized human resource management (HRM) through the adoption of electronic human resource management systems (e-HRM). This paper explores the application, main functions, and impacts of e-HRM on enterprises. It highlights the significant improvements in HR management efficiency, reduction in administrative burdens, and enhancements in employee experience brought by e-HRM. Key functions such as recruitment and selection, performance management, training and development, compensation management, and employee relations are discussed in detail, demonstrating how e-HRM optimizes these processes. Additionally, the paper examines the positive effects of e-HRM on organizational change and innovation, as well as employee satisfaction and loyalty. The implementation challenges, including initial costs and adaptability issues, are also addressed. Future research directions are proposed, emphasizing the integration of emerging technologies like artificial intelligence and big data to further advance e-HRM systems. This study underscores the transformative impact of e-HRM in modern HR management and its potential for driving enterprise success.

Effects of different electronic HRM configurations on organizational consequences: An intra-country analysis

Purpose: This study focuses on the effects of electronic-Human Resource Management (e-HRM) on organizational consequences. In this analysis, the effects of different configurations are assessed within the same socio-economic context. Design/Methodology: This study adopts a cross-sectional survey of e-HRM actors, such as human resource managers, IT professionals, and line managers. The data analysis was conducted using linear regression. A sample of 300 respondents was selected based on Gill et al.’s framework for obtaining a representative sample. Findings: ‘Integrated e-HRM configurations’ employed in multinational corporations (MNCs) generate positive and improved operational, relational, and transformational consequences or outcomes. In small-to-medium-sized organizations, the operational-user configuration exhibits positive but lower operational, relational, and transformational consequences. However, the socio-economic variables used to categorize e-HRM configurations do not apply in a developing economy context. Practical implications: The application of information technology in HRM is not the sole predictor of organizational consequences. The sophistication of the adopted e-HRM system deserves some consideration too. When managers adopt sophisticated e-HRM systems, they are likely to achieve positive and improved outcomes. More predictor variables need to be uncovered for an elaborate categorization of effective e-HRM configurations. Originality/value: The contextual factors that define effective e-HRM configurations are not consistent across different socio-economic contexts. Company-based categorization of effective configurations is advisable. This study establishes the limitations of current categorization variables in explaining effective e-HRM systems.

The Impact of Electronic Human Resource Management on Organizational Performance Validating The Constructs of Employees’ Competence Model Trough by Useed Confirmatory Factor Analysis The Case Study (Greater Amman Municipality Employees)

The Impact of Electronic Human Resource Management on Organizational Performance Validating The Constructs of Employees’ Competence Model Trough by Useed Confirmatory Factor Analysis The Case Study (Greater Amman Municipality Employees)

Learnings From the Implementation of an Electronic Human Resource Management System for the Health Workforce in Uttar Pradesh, India.

The state of Uttar Pradesh (UP), India, has one of the largest single public health systems globally, serving about 235 million people through more than 30,000 public health facilities with approximately 160,000 health personnel. Yet, the UP health system has a shortfall of public health facilities to meet the population's needs, a shortage of clinical and nonclinical health personnel, inequitable distribution of existing health personnel, and low utilization of public health facilities. A robust and effective electronic human resource management system (eHRMS) that provides real-time information about the lifecycle of all health professionals in UP may aid in improving the health workforce, resulting in better health services and improved health outcomes. The Government of UP rolled out Manav Sampada, a comprehensive eHRMS that complied with global norms and requirements. We describe the implementation of Manav Sampada at scale and elaborate on key learnings and adoption strategies. Manav Sampada was based on key principles of integration and data-sharing with other digital systems, included functional components, a minimum dataset, used a lifecycle-based approach, and a workflow-based system, all of which acted to improve human resource data quality. The eHRMS emerged as a valuable tool for key stakeholders in reviewing worker performance, identifying skill-building needs, and allocating resources for training, leading to improved availability and equity in the distribution of a few critical cadres. The eHRMS in UP is well positioned to become an integral part of the Ayushman Bharat Digital Mission, the backbone of India's integrated digital health infrastructure. Linking eHRMS to a planned beneficiary-centric unitized health service delivery system (capturing information at the individual level rather than the aggregate level) will enable the measurement of service delivery and quality, leading to improved workforce management.

When and how does e-HRM optimize communication pace and processing time?

PurposeThis study aims investigate the effects of electronic human resource management (e-HRM) on communication pace and processing time reduction through the mediation of organizational agility. The study also investigates the moderating role of technological attitude (TA) on the relationship between e-HRM and organizational agility.Design/methodology/approachThe data was collected from 331 information and communication technology (ICT) companies – one respondent from each company working in the Human Resource Management (HRM) department. The data was analyzed through the partial least square structural equational model (PLS-SEM) using WarpPLS7.0 software to test the study’s hypotheses.FindingsWe found that e-HRM has positive significant effects on communication pace and processing time reduction through the mediation of organizational agility. Furthermore, TA is found to be positively moderating the relationship between e-HRM and organizational agility.Research limitations/implicationsThe study adds significant value to the existing knowledge base on e-HRM by providing empirical insights about the role of e-HRM in optimizing the communication pace and processing time of today’s businesses.Practical implicationsThe study also provides invaluable insights to practitioners to replace conventional HR systems with e-HRM to better perform HR functions by optimizing communication pace and processing time in the current fast-paced era.Originality/valueE-HRM has become an issue of great significance in the contemporary corporate landscape to improve operational efficiency. Despite its widespread adoption in the corporate world, empirical evidence on e-HRM, particularly on its consequences, is still inconclusive.

Public Value Creation Through Electronic Human Resource Management in Public Sector: A Mixed Methods Approach

This study sought to evaluate the link between public value creation and e-HRM. The study draws upon public value theory to explore the role of e-HRM in value creation of public organizations. The study was conducted in Kenya in the County Government of Nyeri. A mixed methods approach was adopted, which combines quantitative surveys with qualitative interviews. The quantitative research approach involved a cross-sectional survey design. The survey respondents were 209 employees of Nyeri County Government. Data was analyzed by means of structural equation modelling (SEM). Qualitative approach involved conducting interviews. Thematization was used to analyze qualitative data. The study results show a significant relationship between quality public services, achievable desirable outcomes and development of trust and public value creation. In line with study findings, the study recommends that public sector organizations should optimize the use of e-HRM in their operations to create public value. This study is noteworthy for being one of the pioneering works to explore public value creation through e-HRM using a mixed-methodology approach.

The effect of E-HRM practices on the performance of academic staff: The mediating role of trust

The purpose of this study is to investigate the effect of electronic human resource management (E-HRM) on the performance of academic staff (PAS) at Amman universities. In today's modern freelance and remote working society, employee performance (EP) has become an important topic in recent studies. This performance is more critical for educational institutions as they move to more virtual classes and meeting discussions. The move to the virtual world forced the organization to conduct most of its work online, which requires trust. Prior literature has focused on EP in business organizations, and minimal studies have examined this topic in educational settings among academic staff. The study also examines the mediating role of trust between E-HRM and PAS. Based on the literature, the study proposes a positive effect of E-HRM on PAS, and trust will mediate this effect. The population of this study is the academic staff in Amman, the capital of Jordan. A total of 332 responses were collected using stratified random sampling. The data was collected via an online questionnaire shared among the population. Smart Partial Least Squares (Smart PLS) was used to analyze the data. The finding showed that E-HRM and its dimensions, such as E-selection, E-training, and E-development, positively affected PAS. E-recruitment, E-performance appraisal, and E-compensation have an insignificant effect. The findings also showed that trust partially mediated the impact of E-HRM on PAS. E-HRM collectively is vital to improving PAS, and the selection and training process can play an essential role in enhancing PAS.

Analyzing the effects of digital transformation on handling human resources management

In the contemporary business landscape, digitization has become imperative for competitiveness. Despite the perspective of employees regarding the accessibility of electronic human resource management (e-HRM), their ability to adapt to the digital age still causes many problems. This study explores employee understanding of digital transformation within the HR department of an IT company and identifies priority processes for automation. The research addresses the ambiguities in the literature, focusing on the rapid technological advances of Industry 4.0. Through semi-structured interviews, we reveal new perspectives directly from HR employees. The results indicate the need for strategic approaches to ensure efficient processes and traceability. Recommendations include integrating an integrated strategy of digital solutions. Anticipating future needs alongside present needs is crucial for sustainable digitization strategies, improving competitiveness in the digital age.

Developing a Model for Developing Electronic Human Resource Management in order to Improve Organizational Performance and Achieve Tax Justice Based on the Statement of the Second Step of the Islamic Revolution (Case Study: Tax Organizaion)

Developing a Model for Developing Electronic Human Resource Management in order to Improve Organizational Performance and Achieve Tax Justice Based on the Statement of the Second Step of the Islamic Revolution (Case Study: Tax Organizaion)

E-HRM - Transforming Human Resource Management in the Digital Age: A Conceptual study

In the digital age, Electronic Human Resource Management (e-HRM) emerges as a transformative force reshaping traditional HR practices and organizational dynamics. E-HRM was developed due to advancements in technology, resulting in a reduction of administrative tasks for HR professionals (Thathsara, 2021). This paper explores the evolution, significance, and future trends of e-HRM in the context of modern Human Resource Management (HRM). The study begins by defining e-HRM as the integration of HRM strategies, processes, and systems through information technology. It traces the evolution of e-HRM from its inception to its current state, highlighting key features, components, and advantages. Moreover, the paper delves into the implementation challenges and considerations associated with e-HRM, including resistance to change, data security concerns, and the need for comprehensive training. Furthermore, it explores future trends and innovations in e-HRM, such as artificial intelligence, blockchain technology, and virtual collaboration, and discusses their implications for HR practices and organizational performance. In conclusion, the study underscores the transformative potential of e-HRM in driving organizational excellence, employee engagement, and competitive advantage in the digital age. It calls for organizations to embrace e-HRM as a strategic enabler for digital transformation and to invest in innovative HR solutions to thrive in an ever-evolving business landscape.

Bibliometric Analysis of Trends and Themes in Human Resource Management Research: A Focus on Indonesian Scholarly Contributions


 This bibliometric analysis explores trends and themes in Human Resource Management (HRM) research, focusing specifically on contributions from Indonesian scholars. Through systematic data collection and analysis utilizing electronic databases and specialized software, prevalent topics, research methodologies, and publication trends within Indonesian HRM research were identified. The analysis revealed key clusters of research, including electronic human resource management practices, green HRM, strategic management, and innovation. Additionally, less densely covered research areas were highlighted, indicating potential avenues for further exploration. The findings offer valuable insights for academia, industry, and policymakers, facilitating informed decision-making and promoting the advancement of HRM practices in Indonesia.

Prediction model for behavioral intention to use E-HRM through awareness in Jordanian five-star hotels

Using web-based technologies in various HR procedures is the concept of Electronic Human Resource Management or E-HRM. It makes a big difference to the efficiency of the business by providing several options for getting things done quickly. Nevertheless, there has been scant investigation into this field, and its maximum potential remains untapped, despite its meteoric rise. The present research also suggests adding the Technology Acceptance Model (TAM) to the E-HRM continuity model to find out what factors affect workers' behavioral intention to use E-HRM systems, and how awareness plays a role in this. In order to help advance E-HRM as a field, this study aims to expand the theoretical bounds of existing research. 400 prospective employees were scouted from Jordanian five-star hotels as part of the convenience sampling procedure used to get the data. Starting in January 2022, the data was collected over one month. We used a Structural Equation Model (SEM) with Smart PLS on the dataset to evaluate our hypothesis. The study found that behavioral intention to use E-HRM is significantly influenced by perceived usefulness, perceived ease of use, trust, and subjective norms. The results only backed up two of the four hypotheses on the moderator effect. Hotel workers will be better able to handle high levels of stress and conduct their jobs more efficiently if the industry adopts E-HRM technology.

The Importance of e-Recruitment within a Smart Government Framework

This literary review examines the current state of research in the field of e-recruitment within the framework of smart government and its implementation in the context of modern public services. We elucidate the concepts of “smart government” as a concept of efficient, technologically supported public administration, and “electronic recruitment” as a process utilizing digital tools in the search and acquisition of suitable candidates for job vacancies. The objective of this review is to provide a brief overview of the current state of smart government, e-HRM (electronic human resource management), and e-recruitment, and analyze their interconnection. The selection of relevant sources followed the PRISMA method. In the context of defining the key functional module of e-HRM, the Grounded Theory Method (GTM) was employed. The final part of the methodological approach involved designing a research problem for future research. Specifically, the review focuses on defining the key functional module of e-HRM and proposes an orientation for future research that should concentrate on the impacts of e-recruitment on the efficiency of human resources within public services. The results of this study can serve as a foundation for future research aimed at optimizing and utilizing e-recruitment in the specific field of smart government.

A user acceptance model for e-HRM system implemented in IT and Non-IT business organizations

BACKGROUND: Nowadays organizations have made their human resource management process more strategic and serve as a strategic tool for achieving competitive advantage for the organization with the development of electronic-Human Resource Management (e-HRM) Systems. To measure e-HRM system acceptance for performing various HR functions of an organization, especially the HR department, a perception model for acceptance of e-HRM systems in IT and Non-IT organizations has been developed in this research paper. OBJECTIVE: The objective of the study is to derive an acceptance model that can predict the acceptability and the factors affecting the acceptance of e-HRM systems in IT and Non-IT organizations. For this purpose, an electronic-survey-based questionnaire with a set of questions with categorical response options has been developed and the responses collected through this questionnaire are eligible to measure the acceptance level with effectiveness and usefulness of the e-HRM systems by IT and Non-IT business organizations. METHODS: Here, the questionnaire has 22 parameters. During data collection, 400 samples are obtained from 20 IT and 20 Non-IT (other services) organizations where ten employees from each organization participated in the survey. For the Data analysis for the acceptance model and also for testing of the hypothesis, several statistical-based data analysis techniques such as Data Reliability, Cross Tabulation, Normality test, Correlation ∖& Regression-based analysis, Factor Analysis, along with Pearson Chi-Square, Mann-Whitney U, Wilcoxon W for hypothetical testings are done. Apart from these criteria, using the data analysis techniques, a well-known technology acceptance model for the e-HRM system has also been employed to test with variables of the proposed questionnaire for the acceptance of e-HRM systems. RESULTS: All the statistical tests and testing of hypotheses are done in a sequential manner for comparison purposes of factors that affect e-HRM systems in IT and Non-IT organizations. The results are reported in detail with explanations and justifications. CONCLUSION: The results of the data analyses can be concluded with finding and discussing that the acceptability of e-HRM systems by the end users in IT firms is much higher than in other service organizations because of the significant difference in presence of external factors, perceived usefulness, perceived ease of use, user attitude, and behavior between the IT and Non-IT groups of organizations.

What prevents organisations from achieving e-HRM potential?

Use of electronic human resource management (e-HRM) offers the prospect of enabling the human resource management (HRM) function to take on a strategic partner’s role in organisations. Despite the pervasive expansion of e-HRM use, there is no clear understanding of why organisations are not achieving e-HRM potential. We address this issue by investigating e-HRM adoption factors and their influence on information technology (IT) use potential to automate, informate and transform the HRM function in a sequential manner. In particular, we examine HRM professionals’ experiences with e-HRM use, including challenges, successes, and outcomes. We identified e-HRM adoption factors that enable and that constrain each stage of e-HRM use. With a focus on the inhibiting factors, our findings suggest that e-HRM potential hindered already in the automation stage diminishes e-HRM potential to subsequently informate and to transform the e-HRM function.

Prospects and Problems of Electronic Human Resource Management in Banking Sector -An Evidence from Kerala

Purpose: The purpose of this paper is to discuss the prospects and problems of electronic human resources management practices in banking sector of Kerala, in addition to these four dimensions of "Electronic Human Resource Management" are identified in the study. Design/Methodology/Approach: This paper presents the perspectives of managers in selected private and public banks in Kerala. Study participants included State Bank of India, Canara Bank, ICICI Bank, and HDFC Bank. Geographical scope of study is limited to Malappuram District of Kerala. Findings: This study identifies the areas of electronic human resources management in banking sector of Kerala along with Public and private banks are compared in terms of their practices, prospects, and problems with "Electronic HRM". Results of the study indicates that both public and private sector banks implement E-HRM, but private banks face more implementation problems than public sector banks. Conclusion: E-HRM is implemented by both public and private banks, but private banks have more problems when implementing it. Banks in the public and private sectors don't rely on traditional HR processes to manage performance, employee self-service and compensation Among them, "Electronic Human Resource Management" was implemented with 100% accuracy, followed by others with 90% accuracy.

Prospects and Problems of Electronic Human Resource Management in Banking Sector -An Evidence from Kerala

Purpose: The purpose of this paper is to discuss the prospects and problems of electronic human resources management practices in banking sector of Kerala, in addition to these four dimensions of "Electronic Human Resource Management" are identified in the study. Design/Methodology/Approach: This paper presents the perspectives of managers in selected private and public banks in Kerala. Study participants included State Bank of India, Canara Bank, ICICI Bank, and HDFC Bank. Geographical scope of study is limited to Malappuram District of Kerala. Findings: This study identifies the areas of electronic human resources management in banking sector of Kerala along with Public and private banks are compared in terms of their practices, prospects, and problems with "Electronic HRM". Results of the study indicates that both public and private sector banks implement E-HRM, but private banks face more implementation problems than public sector banks. Conclusion: E-HRM is implemented by both public and private banks, but private banks have more problems when implementing it. Banks in the public and private sectors don't rely on traditional HR processes to manage performance, employee self-service and compensation Among them, "Electronic Human Resource Management" was implemented with 100% accuracy, followed by others with 90% accuracy.

Implementation of E-HRM (Electronic Human Resource Management) with Zoho Application: A Case Study

Electronic Human Resource Management (e-HRM) is an information system that handles problems related to human resource management in an organization (company). The problem raised in this research is the company's limitations in the management of existing Human Resources (HR), with a proposed solution in the form of an integrated Human Resource management information system. In implementing this e-HRM system using tools from a third party, namely Zoho, Zoho is a platform that allows HRD / Personnel to carry out human resource management starting with the recruitment or outsourcing process and continuing with the process of managing existing human resource data in the company. From the research that has been done, the results that the use of modules contained in Zoho can help companies company by 83.22% in conducting employee management.