E-HRM: Innovation or irritation. An explorative empirical study in five large companies on web-based HRM

Technological optimistic voices assume that, from a technical perspective, the IT possibilities for HRM are endless: in principal all HR processes can be supported by IT. E-HRM is the relatively new term for this IT supported HRM, especially through the use of web technology. This paper aims at demystifying e-HRM by answering the following questions: what actually is e-HRM?, what are the goals of starting with e-HRM?, what types can be distinguished? and what are the outcomes of e-HRM? Based upon the literature, an e-HRM research model is developed and, guided by this model, five organizations have been studied that have already been on the "e-HR road" for a number of years. We conclude that the goals of e-HRM are mainly to improve HR's administrative efficiency/to achieve cost reduction. Next to this goals, international companies seem to use the introduction of e-HRM to standardize/harmonize HR policies and processes. Further, there is a 'gap' between e-HRM in a technical sense and e-HRM in a practical sense in the five companies involved in our study. Finally, e-HRM hardly helped to improve employee competences, but resulted in cost reduction and a reduction of the administrative burden

Improving CE with PDM

The concept of Concurrent Engineering (CE) centers around the management of information so that the right information will be at the right place at the right time and in the right format. Product Data Management (PDM) aims to support a CE way of working in product development processes. In specific situations, however, it is hard to estimate the contribution of a particular PDM package to CE. This paper presents a method to assess the contribution to CE of a PDM package in a specific situation. The method uses the concept of information quality to identify the gap with CE information quality requirements. The contribution of PDM to bridge this gap is estimated. Decisions on improvement actions are supported to improve readiness for PDM as well as to improve CE. The method has been tested in a real-life situation

Conceptualising the future of HRM and technology research

This paper examines the role of information technology (IT) directly on one central aspect of work in the twenty-first century, its impact on HRM itself. We use the long-established ‘Harvard’ model of HRM, offering a more contextualised view of HRM, a more expansive view of stakeholders, and a wider and more long-term approach to outcomes. Applying those principles to the literature on IT and HRM helps us clarify both the advantages and disadvantages to different stakeholders of the intersection between HRM and technology. We show that rapid technological developments offer a new, smart, digital context for HRM practices with the better quality HRM data and enabling a strong HRM ownership by all stakeholders. At the same time, we see a tension in HRM responsibilities between HRM professionals and organizational members who are not directly assigned HRM tasks but are the subject of them. On the basis of that analysis we offer suggestions for future research.©2016 the author(s). Published by Informa UK Limited, trading as Taylor & Francis Group. This is an Open Access article distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives License, http://creativecommons.org/licenses/by-nc-nd/4.0/, which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is properly cited, and is not altered, transformed, or built upon in any way.fi=vertaisarvioitu|en=peerReviewed