Context variables in e-HRM research and theoretical frameworks



Support from colleagues and managers Information availability and accessibility of HRM practices Employee skills Employee behavior Computer and Internet literacy Personal characteristics of individuals Characteristics of the technology Degree of involvement in e-HRM design and implementation Managerial compulsion to use e-HRM Privacy and data security

Organization size Department size Duration of existence of HRIS department

Computer experience of the firm Cross-functional teams Nationality of the firm Multicultural context National culture

Resource-based view theory

The RBV contents that human resources are the most valuable resources of companies in gaining competitive advantage as they are valuable, unique, inimitable, and imperfectly substitutable (Barney, 1991). Following this approach, companies have sought to develop the best system that would allow them to use in the most effective way the knowledge, skills, and competences they have. Therefore, e-HRM practices such as e-recruiting, e-learning, etc., can be seen as activities that help the firm to meet these objectives. When unique and inimitable characteristics of human resources are considered, different e-HRM practices are likely to create significant imbalances among the competing companies. Such e-HRM activities are particularly helpful in diminishing costs and accelerating the processes that are likely to make HR activities more effective. This proposition is found to be highly consistent with R^l et al.'s (2004) finding that e-HRM aims to generate efficiency gains or reduce costs by cutting headcounts or removing administration. Indeed, as Parry (2011: 9) has demonstrated, a number of authors (e.g., Ensher et al., 2002; Lengnick-Hall & Moritz, 2003; Martin et al., 2008; Snell et al., 2002) have supported this assertion. Besides, 67% of companies confirmed that the use of technology has contributed to the improvement of their organizational efficiency, while 70% of them reported progress in the quality and timeliness of human resource services to their employees (Bell, Lee, & Yeung, 2006).

< Prev   CONTENTS   Source   Next >