Skip to main content
SpringerLink
Log in
Book cover

Handbook of Strategic e-Business Management pp 589–604Cite as

e-HRM: A Catalyst for Changing the HR Function?

  • Chapter
  • First Online:

Part of the book series: Progress in IS ((PROIS))

Abstract

Past research has suggested that e-HRM may have benefits for organisations by allowing the HR function to be more efficient, improving service delivery and facilitating its transformation into a more strategic role. This chapter draws upon the results from a large-scale survey across 12 countries and also on 10 qualitative case studies in order to examine if, and how, organisations can realise these benefits of e-HRM. The results confirmed that that e-HRM is most commonly introduced in order to improve efficiency, service delivery and to allow HR to become more strategic. Efficiency and service delivery improvements were most commonly realised, but some evidence was also found that e-HRM may help HR to increase its value by becoming more strategic. This is due to the fact that HR staff had more time and information to support the organisation in achieving its business strategy. The results also demonstrated that the relationship between e-HRM and efficiency, effectiveness and strategic outcomes was not clear cut but rather was dependent on the careful planning and implementation of e-HRM, including the engagement of multiple stakeholders and the development of a number of skills in the HR team.

This is a preview of subscription content, log in via an institution.

References

  • Arthur, J. B., & Boyles, T. (2007). Validating the human resource system structure: A levels-based strategic HRM framework. Human Resource Management Review, 17, 77–92.

    Article  Google Scholar 

  • Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.

    Article  Google Scholar 

  • Bondarouk, T., & Ruel, H. (2009). Electronic human resource management: Challenges in the digital era. Special issue of International Journal of Human Resource Management, 20(3), 505.

    Article  Google Scholar 

  • Bondarouk, T., Ruel, H., & Looise, J. (Eds.). (2011). Electronic HRM in theory and practice. Amsterdam: Elsevier.

    Google Scholar 

  • Bondarouk, T., Ruel, H., & van der Heijen, B. (2009). E-HRM effectiveness in a public sector organization: A multi-stakeholder perspective. International Journal of Human Resource Management, 20(3), 578–590.

    Article  Google Scholar 

  • Brewster, C., Hegewisch, A., Mayne, L., & Tregaskis, O. (1994). Methodology of the price waterhouse cranfield project. In C. Brewster & A. Hegewisch (Eds.), Policy and practice in european human resource management. London: Routledge.

    Google Scholar 

  • Bowman, C., & Ambrosini, V. (2000). Value creation versus value capture: Towards a coherent definition of value in strategy. British Journal of Management, 11, 1–15.

    Article  Google Scholar 

  • Burbach, R., & Dundon, T. (2005). The strategic potential of human resource information systems: Evidence from the Republic of Ireland. International Employment Relations Review, 11(1/2), 97–117.

    Google Scholar 

  • Davis, F. (1989). Perceived usefulness, perceived ease of use and user acceptance of information technology. MIS Quarterly, 13(3), 319–340.

    Article  Google Scholar 

  • Enshur, E., Nielson, T., & Grant-Vallone, E. (2002). Effects of the internet and technology on HR processes. Organizational Dynamics, 31(3), 224–244.

    Article  Google Scholar 

  • Florowski, G., & Olivas-Lujan, M. (2006). The diffusion of human resource information technology innovations in US and non US firms. Personnel Review, 35(6), 684–710.

    Article  Google Scholar 

  • Gardner, S., Lepak, D., & Bartol, K. (2003). Virtual HR: The impact of information technology on the human resource professional. Journal of Vocational Behavior, 63(2), 159–179.

    Article  Google Scholar 

  • Hendrickson, A. (2003). Human resource information systems: Backbone technology for contemporary human resources. Journal of Labor Research, 24(3), 381–394.

    Article  Google Scholar 

  • Kumar, N., Stern, L., & Anderson, J. (1993). Conducting inter-organizational research using key informants. Academy of Management Journal, 36(6), 1633–1651.

    Article  Google Scholar 

  • Larsen, H., & Brewster, C. (2003). Line management responsibility for HRM: What is happening in Europe? Employee Relations, 25(3), 228–244.

    Article  Google Scholar 

  • Lawler, E., & Mohrman, S. (2003). HR as a strategic partner: What does it take to make it happen? Human Resource Planning, 20(2), 37–47.

    Google Scholar 

  • Lepak, D., & Snell, S. (1998). Virtual HR: Strategic human resource management in the 21st century. Human Resource Management Review, 8(3), 215–234.

    Article  Google Scholar 

  • Marler, J. (2009). Making human resources strategic by going to the Net: Reality or myth? International Journal of Human Resource Management, 20(3), 515–527.

    Article  Google Scholar 

  • Martin, G., & Reddington, M. (2010). Theorizing the links between e-HRM and strategic HRM: A model, case illustration and reflections. International Journal of Human Resource Management, 21(10), 1553–1574.

    Article  Google Scholar 

  • Martin, G., Reddington, M., & Alexander, H. (2008). Technology, outsourcing and transforming HR. Oxford: Elsevier.

    Google Scholar 

  • Oivas-Lujan, M., Ramirez, J., & Zapata-Cantu, L. (2007). E-HRM in Mexico: Aadapting innovations for global competitiveness. International Journal of Manpower, 28(5), 418–434.

    Article  Google Scholar 

  • Parry, E. (2011). An examination of e-HRM as a means to increase the value of the HR function. International Journal of Human Resource Management, 22(5), 1146–1162.

    Article  Google Scholar 

  • Parry, E., Stavrou, E., & Morley, M. (2011). The cranet international research network on human resource management. Special issue of Human Resource Management Review, 21(1), 1–4.

    Article  Google Scholar 

  • Parry, E., & Tyson, S. (2011). Desired goals and actual outcomes of e-HRM. Human Resource Management Journal, 21(3), 335–354.

    Article  Google Scholar 

  • Parry, E., Tyson, S., Selbie, D., & Leighton, R. (2007). HR and technology: Impact and advantages. London: CIPD.

    Google Scholar 

  • Ruel, H., Bondarouk, T., & Looise, J. (2004). E-HRM: Iinnovation or irritation? An explorative empirical study in five large companies on web-based HRM. Management Revue, 15(3), 364–381.

    Google Scholar 

  • Ruel, H., Bondarouk, T., & Van der Vald, M. (2006). The contribution of e-HRM to HRM effectiveness. Employee Relations, 29(3), 280–291.

    Article  Google Scholar 

  • Shrivastiva, S., & Shaw, J. (2004). Liberating HR through technology. Human Resource Management, 42(3), 201–222.

    Article  Google Scholar 

  • Stroehmeier, S. (2007). Research in e-HRM: Review and implications. Human Resource Management Review, 17, 19–37.

    Article  Google Scholar 

  • Tansley, C., Newell, S., & Williams, H. (2001). Effecting e-HRM style practices through an integrated human resource information system. Personnel Review, 30(3), 351–370.

    Article  Google Scholar 

  • Thite, M., & Kavanagh, M. (2009). Evolution of human resource management and human resource information systems: The role of information technology. In M. Kavanagh & M. Thite (Eds.), Human resource information systems: Basics, applications and future directions. Thousand Oaks: Sage.

    Google Scholar 

  • Whittaker, S., & Marchington, M. (2003). Devolving HR responsibility to the line: Threat, opportunity or partnership. Employee Relations, 25(3), 245–261.

    Article  Google Scholar 

  • Wright, P., Dunford, B., & Snell, S. (2001). Contributions of resource-based view of the firm to the field of strategic HRM: Convergence of two fields. Journal of Management, 27, 701–721.

    Article  Google Scholar 

  • Wright, P., & McMahan, G. (1992). Theoretical perspectives for strategic human resource management. Journal of Management, 18(2), 295–320.

    Article  Google Scholar 

  • Zhang, L., & Wang, H. (2006). Intelligent information processing in human resource management: An implementation case in China. Expert Systems, 23(5), 356–369.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Cranfield University School of Management, Cranfield, UK

    Emma Parry

Authors
  1. Emma Parry
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Emma Parry .

Editor information

Editors and Affiliations

  1. Department of Business Administration, University of Granada, Granada, Spain

    Francisco J. Martínez-López

Rights and permissions

Reprints and permissions

Copyright information

© 2014 Springer-Verlag Berlin Heidelberg

About this chapter

Cite this chapter

Parry, E. (2014). e-HRM: A Catalyst for Changing the HR Function?. In: Martínez-López, F. (eds) Handbook of Strategic e-Business Management. Progress in IS. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-39747-9_24

Download citation

Publish with us

Policies and ethics

Search

Navigation