The strategic value of e-HRM: results from an exploratory study in a governmental organization

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Abstract

This paper presents results from an exploratory study in a governmental organization on the strategic value of electronic human resource management (e-HRM). By applying the organizational capabilities approach, and by means of mixed research methods, data were collected on two generally acclaimed strategic advantages of e-HRM: changing the role of the human resource (HR) function towards becoming a business partner; and increasing the time available for strategic HR issues. The findings show that these strategic advantages are not convincingly realized. While HR professionals perceived role changes, line managers and non-managerial employees in general did not. The frequency of e-HRM practise was low, although it was satisfactorily used as intended. Interviewees stated that strategic advantages might arise if certain conditions are met. E-HRM does however provide some unintended benefits. The findings suggest that e-HRM alone is not sufficient to enable the HR function to create dynamic and operational capabilities. Suggestions for further research are provided.
Original languageEnglish
Pages (from-to)391-414
JournalInternational journal of human resource management
Volume24
Issue number2
DOIs
Publication statusPublished - 19 Apr 2013

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Human resource management
Personnel
Managers
Exploratory study
Human resources
Strategic advantage
Industry

Keywords

  • IR-82970
  • METIS-286752

Cite this

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abstract = "This paper presents results from an exploratory study in a governmental organization on the strategic value of electronic human resource management (e-HRM). By applying the organizational capabilities approach, and by means of mixed research methods, data were collected on two generally acclaimed strategic advantages of e-HRM: changing the role of the human resource (HR) function towards becoming a business partner; and increasing the time available for strategic HR issues. The findings show that these strategic advantages are not convincingly realized. While HR professionals perceived role changes, line managers and non-managerial employees in general did not. The frequency of e-HRM practise was low, although it was satisfactorily used as intended. Interviewees stated that strategic advantages might arise if certain conditions are met. E-HRM does however provide some unintended benefits. The findings suggest that e-HRM alone is not sufficient to enable the HR function to create dynamic and operational capabilities. Suggestions for further research are provided.",
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The strategic value of e-HRM: results from an exploratory study in a governmental organization. / Bondarouk, Tatiana; Ruel, Hubertus Johannes Maria.

In: International journal of human resource management, Vol. 24, No. 2, 19.04.2013, p. 391-414.

Research output: Contribution to journalArticleAcademicpeer-review

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