e-HRM in a Cloud Environment Implementation and its Adoption: A Literature Review

[EN] As the digitization of HR processes in companies continues to increase, at the same time, the underlying technical basis is also developing at a rapid pace. Electronic human resources (e-HRM) solutions are used to map a variety of HR processes. However, the introduction of such systems has various consequences, which are not only technical but also imply organizational and functional changes within the organization. Additionally, the cloud environment contributes to enhancing e-HRM capabilities and introduces new factors in its adoption. A systematic review of the available literature on the different dimensions of electronic resources management was conducted to assess the current state of research in this field. This review includes topics such as the evolution of e-HRM, its practical application, use of technology, implementation as well as HR analytics. By identifying and reviewing articles under e-HRM, IT technology, and HR journals, it was possible to identify relevant controversial themes and gaps as well as limitations.Ziebell, R.; Albors Garrigós, J.; Schoeneberg, KP.; Perelló Marín, MR. (2019). e-HRM in a Cloud Environment Implementation and its Adoption: A Literature Review. International Journal of Human Capital and Information Technology Professionals. 10(4):16-40. https://doi.org/10.4018/IJHCITP.2019100102S1640104Acito, F., & Khatri, V. (2014). Business analytics: Why now and what next? Business Horizons, 57(5), 565-570. doi:10.1016/j.bushor.2014.06.001Alam, M. G. R., Masum, A. K. M., Beh, L.-S., & Hong, C. S. (2016). Critical Factors Influencing Decision to Adopt Human Resource Information System (HRIS) in Hospitals. PLOS ONE, 11(8), e0160366. doi:10.1371/journal.pone.0160366Alamelu, R., Amudha, R., Nalini, R., Aishwarya, V., & Aarthi, A. (2016). Techno-Management Perspective of HRIS- An Urban Study. Indian Journal of Science and Technology, 9(27). doi:10.17485/ijst/2016/v9i27/976142010 Annual Report of the American Psychological Association. (2011). American Psychologist, 66(5, Suppl), S1-S52. doi:10.1037/a0024196Angrave, D., Charlwood, A., Kirkpatrick, I., Lawrence, M., & Stuart, M. (2016). HR and analytics: why HR is set to fail the big data challenge. Human Resource Management Journal, 26(1), 1-11. doi:10.1111/1748-8583.12090B. Holm, A. (2014). Institutional context and e-recruitment practices of Danish organizations. Employee Relations, 36(4), 432-455. doi:10.1108/er-07-2013-0088Bassi, L., & McMurrer, D. (2016). Four Lessons Learned in How to Use Human Resource Analytics to Improve the Effectiveness of Leadership Development. Journal of Leadership Studies, 10(2), 39-43. doi:10.1002/jls.21471Beckers, A. M., & Bsat, M. Z. (2002). A Dss Classification Model for Research in Human Resource Information Systems. Information Systems Management, 19(3), 1-10. doi:10.1201/1078/43201.19.3.20020601/37169.6Panos, S., & Bellou, V. (2016). Maximizing e-HRM outcomes: a moderated mediation path. Management Decision, 54(5), 1088-1109. doi:10.1108/md-07-2015-0269Bhargava, N. (2012) Technological advancements and its influence on the transformation of HRIS. In International Conference on Managing Human Resources at the Workplace.Bohlouli, M., Mittas, N., Kakarontzas, G., Theodosiou, T., Angelis, L., & Fathi, M. (2017). Competence assessment as an expert system for human resource management: A mathematical approach. Expert Systems with Applications, 70, 83-102. doi:10.1016/j.eswa.2016.10.046Bondarouk, T. (2011). Chapter 1 Theoretical Approaches to e-HRM Implementations. Advanced Series in Management, 1-20. doi:10.1108/s1877-6361(2011)0000008005Bondarouk, T., Harms, R., & Lepak, D. (2015). Does e-HRM lead to better HRM service? The International Journal of Human Resource Management, 28(9), 1332-1362. doi:10.1080/09585192.2015.1118139Bondarouk, T., Parry, E., & Furtmueller, E. (2016). Electronic HRM: four decades of research on adoption and consequences. The International Journal of Human Resource Management, 28(1), 98-131. doi:10.1080/09585192.2016.1245672Bondarouk, T., Ruël, H., & van der Heijden, B. (2009). e-HRM effectiveness in a public sector organization: a multi-stakeholder perspective. The International Journal of Human Resource Management, 20(3), 578-590. doi:10.1080/09585190802707359Bondarouk, T., Schilling, D., & Ruël, H. (2016). eHRM adoption in emerging economies: The case of subsidiaries of multinational corporations in Indonesia. Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l’Administration, 33(2), 124-137. doi:10.1002/cjas.1376Bondarouk, T. V., & Ruël, H. J. M. (2009). Electronic Human Resource Management: challenges in the digital era. The International Journal of Human Resource Management, 20(3), 505-514. doi:10.1080/09585190802707235Bondarouk, T., & Ruël, H. (2013). The strategic value of e-HRM: results from an exploratory study in a governmental organization. The International Journal of Human Resource Management, 24(2), 391-414. doi:10.1080/09585192.2012.675142Sels, L., De Winne, S., Delmotte, J., Maes, J., Faems, D., & Forrier, A. (2006). Linking HRM and Small Business Performance: An Examination of the Impact of HRM Intensity on the Productivity and Financial Performance of Small Businesses. Small Business Economics, 26(1), 83-101. doi:10.1007/s11187-004-6488-6Neary, D. B. (2002). Creating a company-wide, on-line, performance management system: A case study at TRW Inc. Human Resource Management, 41(4), 491-498. doi:10.1002/hrm.10056Chakraborty, A. R., & Mansor, N. N. A. (2013). Adoption of Human Resource Information System: A Theoretical Analysis. Procedia - Social and Behavioral Sciences, 75, 473-478. doi:10.1016/j.sbspro.2013.04.051Chapman, D. S., & Webster, J. (2003). The Use of Technologies in the Recruiting, Screening, and Selection Processes for Job Candidates. International Journal of Selection and Assessment, 11(2-3), 113-120. doi:10.1111/1468-2389.00234Chen, D., & Zhao, H. (2012). Data Security and Privacy Protection Issues in Cloud Computing. 2012 International Conference on Computer Science and Electronics Engineering. doi:10.1109/iccsee.2012.193Chen, W. (2014). An Architecture for Human Resource Information Management Using Cloud Computing. International Journal of Grid and Distributed Computing, 7(5), 181-190. doi:10.14257/ijgdc.2014.7.5.17Iles, P., Chuai, X., & Preece, D. (2010). Talent Management and HRM in Multinational companies in Beijing: Definitions, differences and drivers. Journal of World Business, 45(2), 179-189. doi:10.1016/j.jwb.2009.09.014Choi, Y. (2017). Human Resource Management and Security Policy Compliance. International Journal of Human Capital and Information Technology Professionals, 8(3), 68-81. doi:10.4018/ijhcitp.2017070105Chonka, A., Xiang, Y., Zhou, W., & Bonti, A. (2011). Cloud security defence to protect cloud computing against HTTP-DoS and XML-DoS attacks. Journal of Network and Computer Applications, 34(4), 1097-1107. doi:10.1016/j.jnca.2010.06.004Chow, R., Golle, P., Jakobsson, M., Shi, E., Staddon, J., Masuoka, R., & Molina, J. (2009). Controlling data in the cloud. Proceedings of the 2009 ACM workshop on Cloud computing security - CCSW ’09. doi:10.1145/1655008.1655020Clark, R. C., Mayer, R. E., & Thalheimer, W. (2003). E-learning and the science of instruction: Proven guidelines for consumers and designers of multimedia learning. Performance Improvement, 42(5), 41-43. doi:10.1002/pfi.4930420510Colchester, K., Hagras, H., Alghazzawi, D., & Aldabbagh, G. (2017). A Survey of Artificial Intelligence Techniques Employed for Adaptive Educational Systems within E-Learning Platforms. Journal of Artificial Intelligence and Soft Computing Research, 7(1), 47-64. doi:10.1515/jaiscr-2017-0004Cooke-Davies, T. J., & Arzymanow, A. (2003). The maturity of project management in different industries. International Journal of Project Management, 21(6), 471-478. doi:10.1016/s0263-7863(02)00084-4Screening Questions. (1980). Acta Psychiatrica Scandinavica, 62, 14-15. doi:10.1111/j.1600-0447.1980.tb10232.xDavis, F.D. (1986). A technology acceptance model for empirically testing new end-user information systems: Theory and results.Davis, F. D. (1989). Perceived Usefulness, Perceived Ease of Use, and User Acceptance of Information Technology. MIS Quarterly, 13(3), 319. doi:10.2307/249008Davis, S., The, I.N. & Hing, M.A.I.N.T. (2000). Visions of the Future: The Future of Employee Data Management.Delorme, M., & Arcand, M. (2010). HRIS implementation and deployment: a conceptual framework of the new roles, responsibilities and competences for HR professionals. International Journal of Business Information Systems, 5(2), 148. doi:10.1504/ijbis.2010.030626Dery, K., Hall, R., Wailes, N., & Wiblen, S. (2013). Lost in translation? An actor-network approach to HRIS implementation. The Journal of Strategic Information Systems, 22(3), 225-237. doi:10.1016/j.jsis.2013.03.002DeSanctis, G. (1986). Human Resource Information Systems: A Current Assessment. MIS Quarterly, 10(1), 15. doi:10.2307/248875Dickmann, M., & Tyson, S. (2005). Outsourcing payroll: beyond transaction‐cost economics. Personnel Review, 34(4), 451-467. doi:10.1108/00483480510599770Echavarren, A. U. (2011). A Dynamic Approach to Introduce Competency Frameworks. International Journal of Human Capital and Information Technology Professionals, 2(1), 18-32. doi:10.4018/jhcitp.2011010102Eckhardt, A., Laumer, S., Maier, C., & Weitzel, T. (2014). The transformation of people, processes, and IT in e-recruiting. Employee Relations, 36(4), 415-431. doi:10.1108/er-07-2013-0079EDDY, E. R., STONE, D. L., & STONE-ROMERO, E. E. (1999). THE EFFECTS OF INFORMATION MANAGEMENT POLICIES ON REACTIONS TO HUMAN RESOURCE INFORMATION SYSTEMS: AN INTEGRATION OF PRIVACY AND PROCEDURAL JUSTICE PERSPECTIVES. Personnel Psychology, 52(2), 335-358. doi:10.1111/j.1744-6570.1999.tb00164.xErdoğmuş, N., & Esen, M. (2011). An Investigation of the Effects of Technology Readiness on Technology Acceptance in e-HRM. Procedia - Social and Behavioral Sciences, 24, 487-495. doi:10.1016/j.sbspro.2011.09.131Fındıklı, M. A., & Bayarçelik, E. beyza. (2015). Exploring the Outcomes of Electronic Human Resource Management (E-HRM)? Procedia - Social and Behavioral Sciences, 207, 424-431. doi:10.1016/j.sbspro.2015.10.112Furtmueller, E., Wilderom, C., & Tate, M. (2011). Managing recruitment and selection in the digital age: e-HRM and resumes. Human Systems Management, 30(4), 243-259. doi:10.3233/hsm-2011-0753Garel, G. (2013). A history of project management models: From pre-models to the standard models. International Journal of Project Management, 31(5), 663-669. doi:10.1016/j.ijproman.2012.12.011Geffen, C. V., Ruël, H., & Bondarouk, T. (2013). E-HRM in MNCs: what can be learned from a review of the IS literature? European J. of International Management, 7(4), 373. doi:10.1504/ejim.2013.055278Girard, A., Fallery, B., Girard, A. & Fallery, B. (2013). E-recruitment: new practices, new issues. An exploratory study.Grant, D., & Newell, S. (2013). Realizing the strategic potential of e-HRM. The Journal of Strategic Information Systems, 22(3), 187-192. doi:10.1016/j.jsis.2013.07.001Habermann, F. (2013). Hybrides Projektmanagement — agile und klassische Vorgehensmodelle im Zusammenspiel. HMD Praxis der Wirtschaftsinformatik, 50(5), 93-102. doi:10.1007/bf03340857Harris S, Spencer E (2018) The Sierra-Cedar 2017–2018 HR Systems Survey 20th Annual Edition.Hart, C. (1999). Doing a Literature Review (1st ed.). Sage Publications.Heikkilä, J.-P., Brewster, C., & Mattila, J. (2013). Micro-Political Conflicts and Institutional Issues During e-HRM Implementation in MNCs: A Vendor’s View. Human Resource Management and Technological Challenges, 1-21. doi:10.1007/978-3-319-02618-3_1Herington, C., McPhail, R., & Guilding, C. (2013). The evolving nature of hotel HR performance measurement systems and challenges arising: An exploratory study. Journal of Hospitality and Tourism Management, 20, 68-75. doi:10.1016/j.jhtm.2013.06.002Hooi, L. W. (2006). Implementing e-HRM: The Readiness of Small and Medium Sized Manufacturing Companies in Malaysia. Asia Pacific Business Review, 12(4), 465-485. doi:10.1080/13602380600570874Hubbard, J. C., Forcht, K. A., & Thomas, D. S. (1998). Journal of Business Ethics, 17(12), 1319-1323. doi:10.1023/a:1005735506589HUSELID, M. A. (1995). THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE. Academy of Management Journal, 38(3), 635-672. doi:10.2307/256741Hussain, Z., Wallace, J., & Cornelius, N. E. (2007). The use and impact of human resource information systems on human resource management professionals. Information & Management, 44(1), 74-89. doi:10.1016/j.im.2006.10.006Jafari Navimipour, N. (2015). A formal approach for the specification and verification of a Trustworthy Human Resource Discovery mechanism in the Expert Cloud. Expert Systems with Applications, 42(15-16), 6112-6131. doi:10.1016/j.eswa.2015.03.035Jafari Navimipour, N., Habibizad Navin, A., Rahmani, A. M., & Hosseinzadeh, M. (2015). Behavioral modeling and automated verification of a Cloud-based framework to share the knowledge and skills of human resources. Computers in Industry, 68, 65-77. doi:10.1016/j.compind.2014.12.007Jafari Navimipour, N., Rahmani, A. M., Habibizad Navin, A., & Hosseinzadeh, M. (2015). Expert Cloud: A Cloud-based framework to share the knowledge and skills of human resources. Computers in Human Behavior, 46, 57-74. doi:10.1016/j.chb.2015.01.001Johnson, R. D., & Diman, K. (2017). An Investigation of the Factors Driving the Adoption of Cloud-Based Human Resource Information Systems by Small- and Medium-Sized Businesses. Electronic HRM in the Smart Era, 1-31. doi:10.1108/978-1-78714-315-920161001Johnson, R. D., Lukaszewski, K. M., & Stone, D. L. (2016). The Evolution of the Field of Human Resource Information Systems: Co-Evolution of Technology and HR Processes. Communications of the Association for Information Systems, 38, 533-553. doi:10.17705/1cais.03828Joslin, R., & Müller, R. (2015). Relationships between a project management methodology and project success in different project governance contexts. International Journal of Project Management, 33(6), 1377-1392. doi:10.1016/j.ijproman.2015.03.005Kandukuri, B. R., V., R. P., & Rakshit, A. (2009). Cloud Security Issues. 2009 IEEE International Conference on Services Computing. doi:10.1109/scc.2009.84Kansara, A., Hafez, M., & Kazi, L. (2016). Information Technologies in Human Resources Management: An Overview. Proccedings of the ICAIIT2016. doi:10.20544/aiit2016.50Kaufman, L. M. (2009). Data Security in the World of Cloud Computing. IEEE Security & Privacy Magazine, 7(4), 61-64. doi:10.1109/msp.2009.87Khan, S. A., & Tang, J. (2016). The Paradox of Human Resource Analytics: Being Mindful of Employees. Journal of General Management, 42(2), 57-66. doi:10.1177/030630701704200205King, K. G. (2016). Data Analytics in Human Resources. Human Resource Development Review, 15(4), 487-495. doi:10.1177/1534484316675818Budgen, D., & Brereton, P. (2006). Performing systematic literature reviews in software engineering. Proceeding of the 28th international conference on Software engineering - ICSE ’06. doi:10.1145/1134285.1134500Komus A (2013). Agile Methoden in der Praxis—Studie zur Anwendung und Zufriedenheit. HMD Prax der Wirtschaftsinformatik, 84–91.Kovach, K. A., Hughes, A. A., Fagan, P., & Maggitti, P. G. (2002). Administrative and Strategic Advantages of HRIS. Employment Relations Today, 29(2), 43-48. doi:10.1002/ert.10039Kovach, K. A., & Cathcart, C. E. (1999). Human Resource Information Systems (HRIS): Providing Business with Rapid Data Access, Information Exchange and Strategic Advantage. Public Personnel Management, 28(2), 275-282. doi:10.1177/009102609902800208Kumah, P., Yaokumah, W., & Buabeng-Andoh, C. (2018). Identifying HRM Practices for Improving Information Security Performance. International Journal of Human Capital and Information Technology Professionals, 9(4), 23-43. doi:10.4018/ijhcitp.2018100102Kumar, R., Shaikh, B. T., Ahmed, J., Khan, Z., Mursalin, S., Memon, M. I., & Zareen, S. (2013). The human resource information system: a rapid appraisal of Pakistan’s capacity to employ the tool. BMC Medical Informatics and Decision Making, 13(1). doi:10.1186/1472-6947-13-104Lau, G., & Hooper, V. (2009). Adoption of E-HRM in Large New Zealand Organizations. Encyclopedia of Human Resources Information Systems, 31-41. doi:10.4018/978-1-59904-883-3.ch006Lehnert, V., & Dopfer-Hirth, I. (2016). Datenschutzanforderungen und ihre Unterstützung in HR-Systemen am Beispiel SAP ERP HCM. HMD Praxis der Wirtschaftsinformatik, 53(6), 851-865. doi:10.1365/s40702-016-0267-0Lengnick-Hall, M. L., & Moritz, S. (2003). The impact of e-HR on the human resource management function. Journal of Labor Research, 24(3), 365-379. doi:10.1007/s12122-003-1001-6Lepak, D. P., & Snell, S. A. (1998). Virtual HR: Strategic human resource management in the 21st century. Human Resource Management Review, 8(3), 215-234. doi:10.1016/s1053-4822(98)90003-1Lin, A., & Chen, N.-C. (2012). Cloud computing as an innovation: Percepetion, attitude, and adoption. International Journal of Information Management, 32(6), 533-540. doi:10.1016/j.ijinfomgt.2012.04.001Lin, L.-H. (2011). Electronic human resource management and organizational innovation: the roles of information technology and virtual organizational structure. The International Journal of Human Resource Management, 22(2), 235-257. doi:10.1080/09585192.2011.540149Low, C., Chen, Y., & Wu, M. (2011). Understanding the determinants of cloud computing adoption. Industrial Management & Data Systems, 111(7), 1006-1023. doi:10.1108/02635571111161262Luo, W., & Strong, D. (2004). A Framework for Evaluating ERP Implementation Choices. IEEE Transactions on Engineering Management, 51(3), 322-333. doi:10.1109/tem.2004.830862Macky, K., & Boxall, P. (2007). The relationship between ‘high-performance work practices’ and employee attitudes: an investigation of additive and interaction effects. The International Journal of Human Resource Management, 18(4), 537-567. doi:10.1080/09585190601178745Maier, C., Laumer, S., Eckhardt, A., & Weitzel, T. (2013). Analyzing the impact of HRIS implementations on HR personnel’s job satisfaction and turnover intention. The Journal of Strategic Information Systems, 22(3), 193-207. doi:10.1016/j.jsis.2012.09.001Manuti, A., & de Palma, P. D. (2018). Digital HR. doi:10.1007/978-3-319-60210-3Marler, J. H., & Boudreau, J. W. (2016). An evidence-based review of HR Analytics. The International Journal of Human Resource Management, 28(1), 3-26. doi:10.1080/09585192.2016.1244699Marler, J. H., & Fisher, S. L. (2013). An evidence-based review of e-HRM and strategic human resource management. Human Resource Management Review, 23(1), 18-36. doi:10.1016/j.hrmr.2012.06.002Marler, J. H., & Parry, E. (2015). Human resource management, strategic involvement and e-HRM technology. The International Journal of Human Resource Management, 27(19), 2233-2253. doi:10.1080/09585192.2015.1091980Martinsons, M. G. (1997). Human resource management applications of knowledge-based systems. International Journal of Information Management, 17(1), 35-53. doi:10.1016/s0268-4012(96)00041-2Martinsons, M. G., & Chong, P. K. C. (1999). The Influence of Human Factors and Specialist Involvement on Information Systems Success. Human Relations, 52(1), 123-152. doi:10.1177/001872679905200107Masum, A. K. M., Kabir, M. J., & Chowdhury, M. M. (2015). Determinants that Influencing the Adoption of E-HRM: An Empirical Study on Bangladesh. Asian Social Science, 11(21). doi:10.5539/ass.v11n21p117McIver, D., Lengnick-Hall, M. L., & Lengnick-Hall, C. A. (2018). A strategic approach to workforce analytics: Integrating science and agility. Business Horizons, 61(3), 397-407. doi:10.1016/j.bushor.2018.01.005Snaith, B., Hardy, M., & Walker, A. (2011). Emergency ultrasound in the prehospital setting: the impact of environment on examination outcomes. Emergency Medicine Journal, 28(12), 1063-1065. doi:10.1136/emj.2010.096966Mohapatra, S., & Patnaik, A. (2011). Sustainability in HRIS implementation through effective project management. International Journal of Project Organisation and Management, 3(1), 78. doi:10.1504/ijpom.2011.038865Nagendra, A., & Deshpande, M. (2014). Human Resource Information Systems (HRIS) in HR Planning and Development in Mid to Large Sized Organizations. Procedia - Social and Behavioral Sciences, 133, 61-67. doi:10.1016/j.sbspro.2014.04.169Neugebauer, G.H. (2004). IT-Projekt management.Ngai, E. W. T., & Wat, F. K. T. (2006). Human resource information systems: a review and empirical analysis. Personnel Review, 35(3), 297-314. doi:10.1108/00483480610656702Ngoc Duc, N., Siengthai, S., & Page, S. (2013). A conceptual model of HRIS‐Trust: an understanding of suppliers’/customers’ relationship. Foresight, 15(2), 106-116. doi:10.1108/14636681311321112Allumi Nura, A., & Hasni Osman, N. (2013). Gauging the Effect of Performance Management and Technology Based Human Resource Management on Employee Retention: The Perspective of Academics in Higher Educational Institutions in Sokoto State Nigeria. Asian Social Science, 9(15). doi:10.5539/ass.v9n15p295Isaac, O. A., Misra, S., Omoregbe, N., Onibere, E., Bulama, Y., & Damasevičius, R. (2017). Cloud-Based Security Driven Human Resource Management System. In Frontiers in Artificial Intelligence and Applications (pp. 96–106). Amsterdam: IOS Press.Olivas‐Lujan, M. R., Ramirez, J., & Zapata‐Cantu, L. (2007). e‐HRM in Mexico: adapting innovations for global competitiveness. International Journal of Manpower, 28(5), 418-434. doi:10.1108/01437720710778402Oliveira, T., & Martins, M. F. (2010). Understanding

The Role of Information Systems in Human Resource Management

Over the last years, human resource management (HRM) has experienced significant transformations. The focus has passed from the administrative management tasks to becoming a strategic partner of the overall organization strategy, largely with the strong support of information technologies’ evolution in this field of knowledge area. The extended use of information systems has a deep effect in the way HRM is managed nowadays. It boosted a major transformation of human resources (HR) processes and practices within organizations, namely on how they collect, store, use, and share information. Several HRM processes have become more efficient and the impact of this service level improvement allowed a greater involvement of HR in the business strategy. This new role in business strategy adds significant changes to HR function and to its professionals. Along this chapter, we discuss the effects of information systems in HRM, considering the existing literature on the topic, and describe the benefits and possible limitations of using them. We also provide an overview of some applications of technology in functional areas of HRM, within organizations

Factors Affecting the Acceptance and Impact of Human Resource Information Systems (HRIS): Evidence from HR Professionals in Libyan Companies

This thesis investigates the attitudes of human resource professionals towards human resource information systems (HRIS) in order to better understand their enablers and effects on individuals and organisations. Focusing on factors influencing HRIS acceptance, the study identifies key dimensions relating to HRIS benefits specifically perceived usefulness and user satisfaction, organisational, social, and technical drivers of acceptance, and the consequences of satisfaction with HRIS for organisational behaviour. Drawing mainly on the theory of reasoned action TRA, the technology acceptance model and the DeLoan & McLean success model, a comprehensive multidimensional model is suggested. Data were collected from companies in the Libyan oil, gas and banking sectors and multivariate analysis was used to test the proposed theoretical framework. The findings show that top management support has a significant impact on perceived usefulness and satisfaction with HRIS. Furthermore, information quality, HRIS flexibility, ease of use, and IT staff support have considerable impacts on satisfaction with HRIS via perceived usefulness. Findings also show that social influence and the number of strategic applications also have a significant influence on user satisfaction. User satisfaction has the strongest impact on affective commitment compared to continuance and normative commitment. The study contributes in two ways. In terms of theoretical value, this study extends and develops theory of technology acceptance by relating social interactions, organisational support, and number of HRIS applications in terms of routine and strategic contexts and organisational behaviour. Second, it expands the technology acceptance model to examine and explain the perceptions and attitudes of HR professionals towards HRIS. There is also a practical contribution as Libya is a developing country characterised by a lack of understanding about technology adoption and the impact of technology on human resources activities. The findings inform top management, HR professionals and IT staff about the current practice of HRIS in a Libyan environment highlighting the variables (enablers and barriers) which can enhance or impede individual and organizational performance

Valuing human resources: perceptions and practices in UK organisations.

Despite Government and academic interest in valuing human resources, there has been relatively little progress in reflecting the value of human resources in UK organisations. This research uses a survey questionnaire to identify perceptions and practices in the area of valuing human resources in three types of UK organizations; traditional companies, knowledge intensive companies and local authorities. The survey focuses on the importance of valuing human resources, current measurement practices, key barriers to the valuation of human resources and the progress expected in this field over five years in UK organisations. Although the majority of respondents identified that the measurement/valuation of human resources was important to their organization, only little or moderate progress in recognizing the worth of human resources in financial statements was expected. The main reasons for this were identified to be lack of understanding and support of the area by others in the organization, particularly senior management, lack of resources, uncertainty as to what information should be reported and lack of precision and reliability in current human resource measures. The research identified that there is more interest in the area from human resource professionals than accounting professionals and that valuation of human resources should be included in internal reports rather than reported externally. More research is now needed, both on conceptual models for valuing human resources within organizations and empirical research focusing on issues such as gaining commitment to valuing of human resources by senior management, the development of systems of valuing human resources, how systems to value employees, when developed, are implemented in organisations and the consequences, both intended and unintended of how the systems operate in practice

Competency Implications of Changing Human Resource Roles

[Excerpt] The present study examines which competencies will be necessary to perform key human resource roles over the next decade at Eastman Kodak Company. This project was a critical component of an ongoing quality process to improve organizational capability. The results establish a platform that will enable Kodak to better assess, plan, develop, and measure the capability of human resource staff

Strategic I/O Psychology and the Role of Utility Analysis Models

In the 1990’s, the significance of human capital in organizations has been increasing,and measurement issues in human resource management have achieved significant prominence. Yet, I/O psychology research on utility analysis and measurement has actually declined. In this chapter we propose a decision-based framework to review developments in utility analysis research since 1991, and show that through lens of this framework there are many fertile avenues for research. We then show that both I/O psychology and strategic HRM research and practice can be enhanced by greater collaboration and integration, particularly regarding the link between human capital and organizational success. We present an integrative framework as the basis for that integration, and illustrate its implications for future research

Virtual HR Departments: Getting Out of the Middle

In this chapter, we explore the notion of virtual HR departments: a network-based organization built on partnerships and mediated by information technologies in order to be simultaneously strategic, flexible, cost-efficient, and service-oriented. We draw on experiences and initiatives at Merck Pharmaceuticals in order to show how information technology in establishing an infrastructure for virtual HR. Then, we present a model for mapping the architecture of HR activities that includes both internal and external sourcing options. We conclude by offering some recommendations for management practice as well as future research

Strategic HRM Measurement in the 21st Century: From Justifying HR to Strategic Talent Leadership

Measurement will be vital to the evolution of human resource management in the coming century, but in this chapter we propose that it will not be measurement as usual. The future of HRM will require a decision science for talent resources that is as logical, reliable, consistent and flexible as Finance, the decision science for financial resources, and Marketing, the decision science for customer resources. In this chapter we describe the elements of this new decision science, which we call “Talentship,” and its implications for the future of strategic HR measurement. Using this framework, we review leading measurement approaches, describe their contributions, and identify the significant opportunities for improvement in future HR measurement systems

From Professional Business Partner to Strategic Talent Leader : What’s Next for Human Resource Management

The HR profession is at a critical inflection point. It can evolve into a true decision science of talent, and aspire to the level of influence of disciplines such as Finance and Marketing, or it can continue the traditional focus on support services and program delivery to organizational clients. In this paper, we suggest that the transition to a decision science is essential and not only feasible, but historically predictable. However, we show that making the transition is not a function of achieving best-practice professional practices. Rather, it requires developing a logical, deep and coherent framework linking organizational talent to strategic success. We show how the evolution of the decision sciences of Finance and Marketing, out of the professional practices of Accounting and Sales, provide the principles to guide the evolution from the current professional practice of HR, to the emerging decision science of talentship

The hybrid nature of the e-HRM professional: an identity perspective

This paper provides insights into an under researched area of identity and identity work, that of the e-HRM Professional, drawing on scholarly work to date concerning career identity and hybrid identity. A review of studies to date indicates limited understanding of individual as professionals who inhabit a hybrid role 'betwixt and between' two technical specialisms. This paper sets out the rationale for a research study that places the individual e-HRM professional at the centre and responds to calls from scholars and practitioners alike