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The Use of an Automated Employment Recruiting and Screening System for Temporary Professional Employees: A Case Study
Abstract
Many human resource systems are presently being modified so they can be administered using various forms of computer technology. These technological advances are being driven primarily by strong demands from human resource professionals for enhancements in speed, effectiveness, and cost containment. This case study presents results obtained by an educational publisher from use of an automated recruiting and screening system. The system allowed for recruiting and the automated administration of professionally developed, job-related questions aimed at deciphering whether an applicant meets the job requirements. The analyses showed conservative savings due to reduced employee turnover, reduced staffing costs, and increased hiring-process efficiencies. These cumulative savings yielded a return on investment of 6.0 to 1, or a return of 1.00 invested in the program. When these savings were adjusted to reflect increased hiring trends, more pronounced savings were evident. The current system coupled with the addition of planned enhancements should increase future hiring efficiency, employee quality, and resulting financial savings. © 2004 Wiley Periodicals, Inc.
... The researcher explained that, due to economic, social, technological, and cultural changes, modern organizations should strategically focus on managing technological recruitment, either because of the brutal reduction in process time or because of its return on investment (ROI). A six to one differential (ROI) had previously been pointed out in a study by Buckley et al. (2004). This research indicated that for every USD 1 spent on recruitment technology, we would get a return of USD 6. Egorov et al. (2020), in a publication on the use of chatbots in HR, pointed out that the values that Buckley et al. (2004) used to show electronic recruitment to be the right way to invest in R&S could be much higher because the continuous learning of AI means that, in the future, an employee can, for example, ask a machine what the proper steps should be for them in a leadership training program and this, according to the authors, has an incalculable return, which led other researchers, such as Derous and de Fruyt (2016), to state that the integration of AI into HR is a logical and naturally evolving process. ...
... A six to one differential (ROI) had previously been pointed out in a study by Buckley et al. (2004). This research indicated that for every USD 1 spent on recruitment technology, we would get a return of USD 6. Egorov et al. (2020), in a publication on the use of chatbots in HR, pointed out that the values that Buckley et al. (2004) used to show electronic recruitment to be the right way to invest in R&S could be much higher because the continuous learning of AI means that, in the future, an employee can, for example, ask a machine what the proper steps should be for them in a leadership training program and this, according to the authors, has an incalculable return, which led other researchers, such as Derous and de Fruyt (2016), to state that the integration of AI into HR is a logical and naturally evolving process. ...
This study aimed to study the association between organizational attractiveness, intrinsic motivation, perceived novelty, trust in the process, and the intention to apply, engage, and finish an artificial intelligence recruitment and selection process. It was also tested whether having already had the experience of having been involved in a recruitment and selection process using artificial intelligence moderated these relationships. The sample for this study consisted of 299 participants. The results indicate that organizational attractiveness and perceived novelty are positively and significantly associated with applying to, getting involved in, and completing the recruitment and selection process using artificial intelligence for participants aged between 45 and 54. For participants aged between 35 and 44, trust in the process significantly affects their intention to apply to, get involved in, and complete the recruitment and selection process using artificial intelligence. Intrinsic motivation did not prove to be a significant predictor of the intention to apply to, get involved in, and complete the recruitment and selection process using artificial intelligence.
... AI enables HR managers and leaders to efficiently attract, retain and inspire talented HRs, which are beneficial for the company's success (Raviprolu, 2017) and replace repetitive tasks traditionally performed by human recruiters (Upadhyay and Khandelwal, 2018). It potentially results in a firm's savings due to improved hiring-process efficiencies through employee turnover and reduced staffing costs (Buckley et al., 2004). The second benefit is linked to the leveraged cultural fit and diversity due to the minimal involvement of humans' unconscious bias (Altemeyer, 2019) hence allowing for fair assessment. ...
... As discussed in e-HRM studies, the prevailing definition often leans towards its transactional function (Lengnick-Hall and Moritz, 2003) or its role as administrative support (Voermans and van Veldhoven, 2007) through internet technology. Specifically, e-recruiting typically strives for improved operational performance, such as enhancing applicant quality (McManus and Ferguson, 2003), shortening the hiring cycle (Cappelli, 2001) and achieving cost savings (Buckley et al., 2004). However, this predominant focus on transactional aspects has overshadowed the importance of relational aspects within e-recruitment. ...
Purpose
With the recent proliferation of AI, organisations are transforming not only their organisational design but also the input and output operational processes of the hiring process. The purpose of this paper is to explore the organisational and operational dimensions resulting from the deployment of AI during talent acquisition process.
Design/methodology/approach
The authors conducted semi-structured interviews and meetings with human resources (HRs) professionals, recruiters and AI hiring platform providers in Sweden. Using an inductive data analysis rooted in the principles of grounded theory, the study uncovered four aggregate dimensions critical to understanding the role of AI in talent acquisition.
Findings
With insights from algorithmic management and ambidexterity theory, the study presents a comprehensive theoretical framework that highlights four aggregate dimensions describing AI’s transformative role in talent recruitment. The results provide a cautionary perspective, advising against an excessive emphasis on operational performance driven solely by algorithmic management.
Research limitations/implications
The study is limited in scope and subject to several constraints. Firstly, the sample size and diversity are restricted, as the findings are based on a limited number of semi-structured interviews and meetings with HRs professionals, recruiters, and AI hiring platform providers. Secondly, the rapid evolution of AI technologies means that the study’s findings may quickly become outdated as new advancements and applications emerge.
Practical implications
The results provide managers with actionable information that can lead to more precise and strategic management practices, ultimately contributing to improved organizational performance and outcomes. Plus, enhancing their ability to make informed decisions, optimize processes and address challenges effectively.
Social implications
The results signal both positive and negative impacts on employment opportunities. On the positive side, AI can streamline recruitment processes, making it easier for qualified candidates to be identified and hired quickly. However, AI systems can also perpetuate existing biases present in the data they are trained on, leading to unfair hiring practices where certain groups are systematically disadvantaged.
Originality/value
By examining the balance between transactional efficiency and relational engagement, the research addresses a crucial trade-off that organizations face when implementing AI in recruitment. The originality lies in its critique of the prevailing emphasis on e-recruiting.
... Int. J. Adv. Res. 12 (10), 1530-1537 1531 recruitment costs when associatedwith traditional springs (Buckley et al., 2004),additional options due to the availability of more recommences (Chapman and Webster, 2003), and its use as the primary method of job application (Chapman and Webster, 2003;Foster, 2003;Zusman and Landis, 2002;. ...
As labour demographics continue to change, particularly concerning Generation Y, human resources professionals are faced with an unusual task. Millennials, often known as Generation Y (Gen Y), were born between 1979 and 2002. Human resources professionals must improve their social networking site-based recruitment techniques because there are 53.5 million Gen Y workers in the labour force today. From the perspective of human resources recruiters, this research study carefully investigates the challenge of luring Gen Y in proportionate numbers to the labour force in a two-year college system in the Odisha Region. Young experts are a significant element of Generation Y, and numerous studies have examined their viewpoints, attitudes, beliefs, etc. This essay compares the significance of career and life values to friends from various B-schools with comparable backgrounds and the same age. Between December 2021 and May 2022, 250 B-school students from two different study programmes at the same Faculty completed a life value inventory to test the hypotheses. The data were then analyzed using SPSS statistical software. Only a portion of the expectations for various values in life and at work was met. The results are discussed within the context of strategic leadership and stakeholder involvement requirements.
... It enables HR managers to manage the selection process more effectively and helps them deal with the changing requirements of selection (Kehoe et al., 2005). Unlike the traditional 'analogue' selection process, research shows that e-selection -with computerised, digitised, and Internet-enabled innovations -enhances efficiency, reduces costs, promotes the recruitment of talented candidates, and helps the management of flow of new members entering organisations (Bartram, 2006;Buckley et al., 2004;Kehoe et al., 2005;Reynolds and Dickter, 2010;Tippins, 2009). E-performance management is the use of online technology to conduct performance appraisals (Shane, 2009). ...
Human resource management has undergone series of changes from right from the first industrial revolution to the current fifth industrial revolution. The Industry 5.0 is thus characterised by sophisticated technology, which has affected work, workers, workplace, and human resource management. Technology has now pervaded workers lives such that it has become an important aspect of work and life. The purpose of this chapter (and by extension, this book) is to examine the transformation of human resource management from digitisation to digitalisation and the impact thereof.
... It enables HR managers to manage the selection process more effectively and helps them deal with the changing requirements of selection (Kehoe et al., 2005). Unlike the traditional 'analogue' selection process, research shows that e-selection -with computerised, digitised, and Internet-enabled innovations -enhances efficiency, reduces costs, promotes the recruitment of talented candidates, and helps the management of flow of new members entering organisations (Bartram, 2006;Buckley et al., 2004;Kehoe et al., 2005;Reynolds and Dickter, 2010;Tippins, 2009). E-performance management is the use of online technology to conduct performance appraisals (Shane, 2009). ...
The processes, functions, and approaches involved in human resource management have slowly been transformed by means of technological advances. Undoubtedly, technology has had a profound effect on human resource management functions and processes, and it will continue to have a major influence on human resources and the management thereof. This chapter discusses the impact of technology on human resource management and processes. The chapter examines the impact of Industry 4.0 on human resource management. Furthermore, the chapter discusses the advent of Industry 5.0 and the associated issues that are relevant to human resource management. This is followed by a discussion of the interface between technology and work, digital human resource management, and the implications thereof.
... However, the development and advancement of video recruitment are unavoidable, and most probably, in the future, it can be predicted that all phases of recruitment and, finally selection process will be converted to an online environment, basically a video interview form. It can be emphasized that if the use of these tools can be ensured, this will not only save time and cost but also increase the efficiency and quality of the project because it is more transparent, gathering detailed information about candidates and helping to select worthy job candidates (Buckley et al., 2004). Video recruitment has many supporters in South Asia and has been very dynamic in Bangladesh since corona pandemic. ...
This paper discusses the comparison of e-recruitment and traditional recruitment processes and their merits and demerits. The figure of this process is arranged in such a way that in the static equilibrium, the e-recruitment process takes the horizontal position, while the traditional recruitment process takes the vertical position. Here are presented the characteristics of both e-recruitment and traditional recruitment processes that are used in Bangladesh for attracting and selecting qualified candidates through the analysis of a case of BRAC Bank Ltd. Obtained results proved to be in accordance with the motion of the real physical system. The difference between the two processes is illustrated in the figure and the merits and demerits of the two processes are discussed in the table.
... Organisations are adopting e-HRM extensively with the goals of achieving strategic benefit [16,36,37], reducing administrative costs and enabling HR practitioners to use real-time information for HRM strategic issues [35]. Furthermore, several organisations that use e-HRM to improve financial performance [31,38,39] are able to develop strategic HRM direction as well as organisational performance [35]. Due to global access to the web and new cloud-based technologies, organisations are developing innovative strategies for providing HR functionality through utilising big data, metrics and analytics to support HR and manage intellectual capital (IC) [40]. ...
Human resource management (HRM) is expected to become more strategic as a result of the development of internet-based HRM technology, or e-HRM, according to the rhetoric associated with it. Using a survey dataset, data for the study were collected from 396 companies listed on the Bursa Malaysia Stock Exchange for the years 2016–2020 using a survey designed to identify the e-HRM functions used by companies and which HR functions contribute to e-HRM usage within an organisation. It was found that most companies use e-HRM in at least one to two HRM functions, with the highest digitalisation use found in Payroll and Employee Benefits. These results indicate that HR professionals should work closely with digitalisation and human capital to better understand and subsequently implement technologies in order to fully embrace digital HRM technology.
... Various studies prove the positive effects that result from the use of computer-based functions; process planning, for example, benefits from this because a lot of processes can be automated and the process speed can be significantly increased [17,18]. Technological progress can be seen in particular as an enabler for diverse improvements in the structuring of HRM tasks, the design of working conditions and the optimisation of employee training [19]. ...
In times of a shortage of skilled workers, companies must exhaust all means and ways to attract the best employees. Recently, the potentials arising from the use of Artificial Intelligence (AI) have come into focus. Various experts are calling for the intelligent use of digital tools in Huma Resource (HR) work—the keyword is Smart HRM. There are many indications that AI can make a significant contribution to recruiting, employee retention, onboarding and the automation of administrative tasks. This article examines the opportunities and challenges of using AI with a special focus on the areas of Personnel Marketing and Recruitment.
... Artificial Intelligence (AI) may be used to verify their background details on job applicants and build remuneration packages for specific occupations (Cooke et al., 2019). Several studies have also shown that the implementation of AI technologies automate the different processes that increase the efficiency of the employees as well as organizations (Buckley et al., 2004;Park, 2018). Keeping these ideas in mind Sajjadiani et al. (2019) believe that such automation in HR industry removes biasness during recruitment process and make it more reliable. ...
The chapter aims to review the usage of artificial intelligence in human resource management (HRM) to enhance organizational performance. The current study is a conceptual effort that integrates several streams of literature to give critical review of the interaction between AI and HRM in modern organizations. The present review enables industrialists to think of AI as a collection or combination of numerous IT configurations in the many company business areas rather than as a single technology because the success of AI depends on a number of important factors being combined. The authors found that the use of artificial intelligence has helped the organizations in enhancing their performance and assists in gaining competitive advantage.
... Considering this argument, a lot of studies have discussed the ways digital process planning, design, and manufacturing are automating a lot of tasks and boosting speed and effectiveness (Park, 2018;Buckley et al., 2004). Remarkably, a vast body of knowledge relates to HRM as a key enabler to boost technological shift and innovation globally with reorganisation of duties like staff training and working conditions (Zanko et al., 2008;Seeck and Diehl, 2017). ...
Artificial Intelligence (AI) is a great revolution in the field of science and technology as it has been used extensively in recent times in several fields. This study will determine various AI technologies that are being used in HR departments and their potential and probable effects on HR practices. This study will also simplify the technicality of AI in HRM along with challenges and future scope of it. This study is completely based on secondary data collected from various recent studies as systematic literature review, excluding all non-English and irrelevant studies and including studies related to AI in HR department and HR practices. The findings of the study suggest that deployment of AI technologies will improve efficiency of the HR departments in selection and recruitment and provide access to a huge pool of human resources. The deployment of AI in HR departments may also have a positive effect on employee retention, development, and productivity.
... Scholars have suggested many positive impacts of digital HRM: saving time and reducing costs [60,69,70], optimizing managerial decisions [71], and promoting organizational innovation [72]. However, several other studies have highlighted negative effects, such as enhancing bias and discrimination [58]. ...
... According to Gebauer (2003), the company's staff, which is equipped with all of the necessary skills and knowledge, has become a critical factor in its success. According to Buckley et al. (2004) and Mdhushani and De Alwis (2017), effective management of human talent and intellectual capital will be a critical factor in determining shareholder value. According to Attwood (1989), personal management is the aspect of management concerned with the management of people at work. ...
Human Resource Management (HRM) practitioners must play multiple roles to achieve both functional and organizational objectives. In the current business environment, Electronic Human Resource Management (E-HRM) is a pervasive application of Information Technology (IT), and its global adoption is now widespread. This study’s primary objective is to determine the effect of E-HRM implementation in Sri Lanka on the evolving HRM function. The study employed a qualitative methodology. On the basis of prior research, a study framework was formulated. After collecting the findings, the researcher analyzed the data using the study framework. To answer the research question and attain the research objectives, the researcher compared the theory to the findings during the analysis. The researcher determined that HRM was unfamiliar with E-HRM applications but was utilizing E-HR tools in their daily operations. According to the study, HRM places a greater emphasis on administrative tasks. The greatest benefit of implementing E-HRM practice is that it liberates HRM from intermediary roles, allowing them to focus on strategic planning in HR organizations and transforming HR practitioners from administrative paper handlers to strategic planners.
... desirable, as they are designed to extract authentic responses from users. The literature surrounding these systems focuses on the efficiencies and cost savings compared to traditional video call or in-person interviews [117,118]. ...
Higher education is at a critical juncture in its evolution as it accommodates changes in demand, accessibility, and funding models. Further, COVID-19's impact on institutions has drastically accelerated the already increasing prevalence of online or blended modes of student engagement. The recent shift to emergency online learning has only illuminated the pre-existing issues facing online students' quality and educational experience.
In this thesis, we aim to explore ways to bridge this gap between campus and online students.
We investigate how innovations in pedagogy and artificial intelligence-driven software tools in learning and feedback systems can enhance online teaching and learning outcomes. We accomplish this by conducting a sequence of interrelated action research projects, each designed to observe real challenges and opportunities in the online learning environment, propose and implement a solution, and evaluate that solution.
Initially, we began by exploring the impact that formative feedback delivered via audio comments in an online learning tool has on tutor efficiency, student-tutor relationships, and learning outcomes for online computing students. After observing how educators were using the newly available asynchronous audio system to engage in student-tutor discussions, we expanded the audio system to develop Real Talk, a system that facilitates student-synchronous, tutor-asynchronous, audio-based discussions. We quantitatively analysed the real-world usage of Real Talk to establish its efficacy in leading to meaningful learning interventions. Later, after collecting qualitative educator feedback regarding Real Talk, we augmented the tool with machine-learning speaker verification to deliver an intelligent teaching assistant system which aims to support staff in maintaining academic integrity throughout the use of these oral discussion and assessment devices.
In this thesis, we present a substantial and original contribution to knowledge by addressing challenges that have historically made trustworthy and authentic, online, student-tutor discussions prohibitive --- issues affecting many universities' online teaching and learning practice. We present research-driven, translated, open-source solutions to these challenges, along with educator perspectives and a range of mixed-method evaluations. We expect that the work presented in this thesis can pave the way for richer, student-friendly, and student-centred experiences, assessment, and outcomes in online higher education.
... Regarding the consequences, the research conducted also focuses more on the effect of E-HRM on the behavior and attitudes of its users (Marler et al., 2009;Obeidat, 2016). So, the question that arises is whether the digitization of HRM can affect company performance, because previous research still shows inconsistent results in this regard (Zhou et al., 2020;Buckley et al., 2004;Reddick, 2009). ...
This study aims to understand the predictors of firm performance, namely by examining the direct influence of transformational leadership, HRM digitalization, and organizational commitment. The sample which becomes the respondents of this study is the owners or managers of creative MSMEs in Bandung, West Java, with the number of samples of 125 respondents. The data is collected using survey method, namely by giving the questionnaires to the respondents. The data is analyzed using multiple linear regression analysis with SPSS 25 software. The findings prove that transformational leadership, HRM digitalization, and organizational commitment are able to predict firm performance, both partially and simultaneously.
... Scholars have suggested many positive impacts of digital HRM: saving time and reducing costs [60,69,70], optimizing managerial decisions [71], and promoting organizational innovation [72]. However, several other studies have highlighted negative effects, such as enhancing bias and discrimination [58]. ...
In recent years, increasing attention has been paid to digital human resource management (HRM) practices. Nonetheless, the impact of digital HRM practices is not yet fully understood by practitioners and researchers. Drawing from adaptive structuration theory (AST), we suggest that HRM capability maturity is a key boundary condition for understanding the effectiveness of digital HRM practices. By employing a path analysis approach on a sample of 1770 enterprises in China, this study found that the use of digital HRM practices impacts HRM effectiveness through the internal consistency of HR practices and external social networking of HR managers with line managers. The positive or negative effects of digital HRM practices depend on the enterprise’s HRM capability maturity. While the majority of previous studies have explored the impact of digital HRM on organizations, including the effects on cost reduction and organizational performance, our study expanded the focus on the outcomes of digital HRM to include employees’ perceptions of HRM effectiveness, which can further influence employees’ attitudes and organizational behaviors. The implications of our findings for research and practice are discussed.
... A significant reduction in costs, increased efficiency, improvisation in client focus, HR's strategic orientation and global orientation are its chief goals (Ruel et al., 2004). Extant literature in this domain has mostly emphasised on two outcomes i.e., increased efficiency or cost reduction associated with HRM (Martin, Reddington and Alexander, 2008;Buckley et al., 2004;Hendrickson, 2003) and improved strategic orientation (Strohmeier, 2009;Snell, Stueber and Lepak, 2002). For instance, Ruel et al's (2004) case study on five large companies that were already using e-HR systems revealed that one of the primary goals of e-HRM was to generate efficiency and reduce costs by way of reduction in headcount and removing administrative HRM tasks. ...
Role of employee engagement in an organisation: Evidence from Covid 19
... The interaction and constraints placed on the respondents are desirable, as they are designed to extract authentic responses from users. The literature surrounding these systems focuses on the efficiencies and cost savings compared to traditional video call or in-person interviews [2,12]. ...
... The usual outcomes are beneficial in terms of time and money. On the whole, e-selections systems work towards enhancing efficiency, mitigating costs, promoting the recruitment of skilled applicants, and the management of member flow (Bartram, 2006;Buckley, Minette, Joy & Michaels, 2004;Kehoe et al., 2005;Reynolds & Dickter, 2010;Tippins, 2009). ...
Stimulation of Organizational Performance (OP) is a priority in all organizations due to its direct relationship with value creation. Effective electronic Human Resource Management (e-HRM practices) brings success to an organization. A gap exists in the literature on the effect of Workforce Agility (WFA) on organizational outcomes that influence firm behavior. Due to ambiguous outcomes, managers are reluctant to invest in WFA. The telecommunications sector in Jordan is among its greatest performers during the last decade, but growth and revenues have begun to decline in 2012. This negatively affected HR practices using to modern technologies. The main purpose of this study is to investigate the impact of e-HRM on OP and WFA, as well as the mediating effect of WFA on the relationship between e-HRM Usage and OP. Three hundred and thirty-five (335) questionnaires were distributed to sample employees in all Jordanian mobile telecommunication firms (Zain Jordan, Orange Jordan, and Umniah), selected through proportional stratified random sampling. 236 valid questionnaires were retrieved (70.44% response rate).
The study made use of PLS-SEM to conduct rigorous procedures to establish the validity and reliability of the outer model before testing the overall study model. This is in line with the standard SEM data analysis procedure. After the establishment of the validity and reliability of the measurement model, the researcher tested the hypothesized relationships and examined the predictive power of the model to confirm its goodness of fit.
The findings demonstrated support for four out of six hypotheses. In particular, there were significant relationships between E-Recruitment (ER), E-Selection (ES), E-Compensation (ECOP), and E-Performance Appraisal (EPA) with the predicted OP construct, but there was no significant relationship between E-Training (RT) and E-Communications (ECOM) with OP. Also, all research hypotheses concerning significant relationships between e-HRM dimensions and WFA were supported. Additionally, research hypothesis between WFA and OP were significantly supported. There was full mediation for WFA between ET and ECOM with OP as well as a partial mediation for WFA between ER, ES, and EPA with OP. No mediation effect for WFA between ECOP and OP was found. The current study enriches knowledge on the influence of ER, ES, ET, EPA, and ECOM on OP through WFA. Hence, it is recommended that Jordanian mobile telecommunication firms focus on WFA as it changes the relationship between e-HRM practices and OP.
... As these technologies are introducing new actors like social robots to HRM practices, they unlock numerous possibilities and support various HRM services (Bondarouk & Brewster, 2016;. Consistent with this view, several studies highlight the ways in which computer-aided design, manufacturing and process planning are automating many tasks and enhancing effectiveness and speed (Buckley et al., 2004;Park, 2018). Most notably, an increasing body of knowledge pertains to HRM as an enabler of technological change and innovation at a global level through work reorganization, such as working conditions and employee training (Seeck & Diehl, 2017;Zanko et al., 2008). ...
Although academic production in intelligent automation (e.g. artificial intelligence, robotics) has grown rapidly, we still lack a comprehensive understanding of the impacts of the utilization of these technologies in human resource management (HRM) at an organizational (firms) and individual (employees) level. This study therefore aims to systematize the academic inputs on intelligent automation so far and to clarify what are its main contributions to and challenges for HRM. In a systematic search of 13,136 potentially relevant studies published in the top HRM, international business (IB), general management (GM) and information management (IM) journals, we found 45 articles studying artificial intelligence, robotics and other advanced technologies within HRM settings. Results show that intelligent automation technologies constitute a new approach to managing employees and enhancing firm performance, thus offering several opportunities for HRM but also considerable challenges at a technological and ethical level. The impact of these technologies has been identified to concentrate on HRM strategies, namely, job replacement, human-robot/AI collaboration, decision-making and learning opportunities, and HRM activities, namely, recruiting, training and job performance. This study discusses these shifts in detail, along with the main contributions to theory and practice and directions for future research.
... Recruitment and training received the most attention. For example, studies examined the effects of e-recruitment on organizations and employees (e.g., Buckley, Minette, Joy, & Michaels, 2004), differences between online and offline recruitment (e.g., Baum & Kabst, 2014), competency development (e.g., Athey & Orth, 1999), and the benefits of e-training beyond traditional organizational boundaries, such as for employees at outsourcing companies (e.g., Fisher et al., 2008). This period also saw increasing attention being paid to HR analytics, with studies explaining how and why HR analytics is useful (e.g., Wang & Cotton, 2018). ...
Technology has changed the way we work and how companies manage their employees. This article reviews 60 years of research on the relationship between technology and human resource management, as represented in Human Resource Management. Based on 154 articles, we identify recurring and evolving patterns of research on technology across three time periods (separated by the advent of the personal computer in 1977 and by the popularization of consumer internet services in 1997), three perspectives on technology (tool, proxy, and ensemble view of technology), and three thematic streams (the impact of technology on jobs and organizations, the utilization of technology in HR activities, and the management of technology workers). Drawing on patterns of research that emerged in the past, we provide suggestions for future HR research on newly arriving technology.
... *. By improving the efficiency of recruitment and selection approaches(Buckley, Minette, Joy, & Michaels, 2004; Hubbard & Loos, 3013). *. ...
This study identifies and discusses six technologies that affect recruitment and selection approaches using an American multinational company (AMNC) as a case study. It indicates that technology-based recruitment and selection approaches have had a noticeable impact on the AMNC"s recruitment and selection processes and practices in general, and the three stakeholders (human resource-HR-managers, hiring managers, and job-applicants) in particular. It concludes that the use of technology-based recruitment and selection approaches is not the matter of choice but is a requirement for the success of any company. It also offers the study"s implications and future research directions.
... A significant reduction in costs, increased efficiency, improvisation in client focus, HR's strategic orientation and global orientation are its chief goals (Ruel et al., 2004). Extant literature in this domain has mostly emphasised on two outcomes i.e., increased efficiency or cost reduction associated with HRM (Martin, Reddington and Alexander, 2008;Buckley et al., 2004;Hendrickson, 2003) and improved strategic orientation (Strohmeier, 2009;Snell, Stueber and Lepak, 2002). For instance, Ruel et al's (2004) case study on five large companies that were already using e-HR systems revealed that one of the primary goals of e-HRM was to generate efficiency and reduce costs by way of reduction in headcount and removing administrative HRM tasks. ...
Given the advent and growing popularity of Industry 4.0, the present study aimed to explore the concept and relevance of Electronic Human Resource Management (e-HRM) in contemporary business world. The review revealed that e-HRM, an approach of executing HR strategies, policies and practices in organizations through a conscious and directed support of web-based technology (Ruel, Bondarouk & Looise, 2004), has managed to garner a strategic significance for achieving competitive advantage as well as increasing the value of HR function. It has the potential to enhance efficiency within the HR department thereby allowing human resource to become a strategic partner in accomplishing organizational objectives. The present study has identified and discussed various outcomes of adopting e-HRM in detail. In addition, various e-HRM practices like e- recruitment, e-selection, e- training, e-performance appraisal and e- compensation remained in focus. The review also revealed certain technology, organizational and people factors that have significant bearing on its successful implementation. These factors have been discussed briefly and few suggestions for better implementation of such concept have been provided at the end.
... Дослідження Снела, Штуйбера та Лепака [5] засвідчили, що завдяки використанню інформаційних технологій системи управління людськими ресурсами можуть вирішувати завдання більш стратегічно, гнучко, економічно ефективно і більш орієнтовано на клієнта. Багато експертів прогнозують, що ПК стане центральним інструментом для всіх фахівців у сфері HR [6]. ...
Сучасне ПЗ полегшує управління людськими ресурсами на малих, середніх та великих підприємствах технічного, інформаційного, фінансового й інших напрямів. Але питання інтегрованих програмних продуктів для закладів освіти досі залишається відкритим.Розвиток китайської міжнародної системи сервісу для студентів відбувається стало, проте на думку автора недостатньо стрімко. Для глобалізації процесу навчання іноземних студентів доцільно використовувати інтегровану навчальну платформу. Для такої платформи розроблено низку навчальних курсів. Гармонізація китайської міжнародної системи сервісу для студентів та інтегрованої навчальної платформи дасть можливість підвищити рівень управління людськими ресурсами для закладів навчання.
... Moreover, it frees HRM managers to become strategic members of the top management team (Strohmeir, 2007) and helps to connect HRM to business. Technological advances are being driven primarily by strong demands from human resource professionals for enhancement in speed, effectiveness, and cost containment ( Buckley et al., 2004).The 'early bird' areas of HRM adoption of IT were erecruitment and e-learning ( Snell et al., 2001).In the developed world, advances in ICT has enabled automation of literally any function of HR-staffing, training and development, compensation, pay and benefits, performance management and career development (Wachira, 2010). Recently Bangladesh is trying to go under the umbrella of digital controlling systems with the slogan "Digital Bangladesh", it is only possible by ensuring use of computer technology in all aspects of life especially in the professional perspective (Hossain and Haque, 2013). ...
Human resource is one of the most important resources for any organization. This paper examines the usage and acceptance
level of ICT in human resource management and development at different institutions in Bangladesh. Frequency
distribution, descriptive statistics, chi-square analysis have been used. The data are collected from 67 private, government
and Public Private Partnership (PPP) organizations from different areas in Gopalganj, Bangladesh by purposive sampling
technique. Descriptive statistics shows that the usage level of ICT in most of the areas of human resource management and
development in the private institutions is much more than that of government institutions. On the other hand, the usage level
of ICT in most of the areas of human resource management and development in the banking and financial organizations is
much more than that of other organizations. In x2-test, the selected human resource management and development related
variables – recruitment, maintenance and development, management development, skills development and organizational
development –have strong association with acceptance level of ICT in human resource management and development among
different private, public private partnership and government institutions in Bangladesh.
Keywords: Information and Communication Technology (ICT), frequency distribution, descriptive statistics, x2-test and
Bangladesh.
... Moreover, it frees HRM managers to become strategic members of the top management team (Strohmeir, 2007) and helps to connect HRM to business. Technological advances are being driven primarily by strong demands from human resource professionals for enhancement in speed, effectiveness, and cost containment ( Buckley et al., 2004).The 'early bird' areas of HRM adoption of IT were erecruitment and e-learning ( Snell et al., 2001).In the developed world, advances in ICT has enabled automation of literally any function of HR-staffing, training and development, compensation, pay and benefits, performance management and career development (Wachira, 2010). Recently Bangladesh is trying to go under the umbrella of digital controlling systems with the slogan "Digital Bangladesh", it is only possible by ensuring use of computer technology in all aspects of life especially in the professional perspective (Hossain and Haque, 2013). ...
... It is worth emphasizing that the use of this tool does not mean saving time and costs by lowering the efficiency and quality of the recruitment project. On the contrary, it is more transparent, generates wider pool of candidates and helps to select better candidates (Buckley et al. 2004). Video recruitment has many supporters in Western Europe, is very dynamic in the United States and although it is only taking its first steps in the Polish market, it has great potential to remain a key determinant of most recruitment and selection processes. ...
Well-conducted recruitment and selection process is extremely important for the organization, permitting in-depth and objective verification of candidates in terms of meeting employer’s expectations and leads to their employment. Up to now, there has been little research on the impact of e-recruitment on the recruitment process as a whole. The present study fills part of this gap by investigating the effect of e-recruitment on the design of the recruitment process. Therefore, the main purpose of the paper is to analyze how new technology has influenced the recruitment process as a whole. The recruitment process will be presented on the example of ItutorGroup. The paper considers the possibilities of including modern technologies in the recruitment and selection strategies of the organization based on a case study method. The case study describes the project of cooperation of the Work Service personnel consultancy with the international organization ItutorGroup. Its selection and recruitment strategy was based on video-recruitment. The findings indicate that e-recruitment transforms the traditional recruitment process into a time- and space-independent, collaborative hiring process. The most significant changes are recorded in the sequence and increased divisibility of main recruitment tasks. For management, the main task is now that of communicating with candidates. Recruitment and selection strategy based on modern technologies requires an experienced and competent team, two unquestionable benefits are: limiting the length of the process in time and possibility to decrease the costs.
A system for the management of human resources can have a significant impact on employees and various aspects of their work experience within an organization. HRIS is a software solution that combines human resource management and information technology to streamline HR processes and improve overall efficiency. HRIS can have a beneficial or bad impact on employees, depending on how technology is introduced and used.
In this study the aim was to compare IT and Automobile sectors towards the perspective of observing the employee satisfaction towards E-HRM. Technology has grown widely around the globe in all the sectors, and especially Electronic Human Resource Management (E-HRM) is hard to manage in any organization, in the aspect of human capital and satisfaction. A study with collected data of total 50 employees from prominent private organizations is involved, which attempts to analyse the satisfaction level of employees towards E-HRM
Motivation is extremely important in hotels that offer laborintensive services. Motivation is negatively affected by many
human resource management practices, one of which is cronyism, the application consisting of unfair recruitment, transaction, promotion and wage elements in organizations. The aim of
this study was to measure the effect of the perception of cronyism in hotels on employee motivation. In addition, this study
also aimed to determine whether cronyism and motivation
perceptions were linked and if the effects of cronyism on motivation differed in resort hotels and city hotels. Within this context, resort and city hotels located in the cities of İstanbul and
Antalya in Turkey were determined as the application areas. The
data were collected from the employees working in these hotels
by using the survey technique. As a result, a total of 993 questionnaire were obtained. According to the findings of the study,
which was analyzed using a statistical package program, the
perception of cronyism from resort hotels to city hotels
decreased, while motivation increased. In addition, three different cronyism dimensions, namely transaction, (recruitment and
promotion) and wage were determined and it was found that
they all negatively affected motivation. Additionally, it was concluded that cronyism’s effects on motivation did not differ
between resort and city hotels.
With recent trends of digitalization, many businesses have started to adopt automation. Companies find their manual, predictive and repetitive processes and automate that using RPA. Robotic process automation helps us to scale and efficiently build bots that accomplish the particular task given with less human efforts involved in it. This project allows us to explore the scope of the onboarding of new employees. Here in this paper, we have built a RE framework that fetches the details from the documents uploaded by the employees onboarding and enters it into the web app generating the employee id and mail id along with that it enters into the excel along with other details fetched using RPA platform UiPath. The idea is to reduce the manual work fetching important details from the documents and entering it without errors.KeywordsAutomationRobotic process automation (RPA)UiPathRE frameworkWeb application
Delay-tolerant networks (DTNs) have potential of working in disconnected environment and tolerate high delays. Due to its promising service behaviour, researchers are encouraged to work in the area of DTNs. Over the last few years a verity of work has been carried out in the area of DTNs. To enlighten the researchers about current trends and to understand the scope of further research, 134 research papers have been referred and formulated a graphical and organized perspective. We have performed a bibliometric analysis by designating referred papers using research objectives, citations, publishers, article efficiency and article type. This analysis would cater a perception for researchers, students, experts and publishers to investigate modern research trends in the area of delay-tolerant networks.KeywordsDelay-tolerant networksGraphical interpretationTrends analysis
Recently, organizations are becoming more intelligent, flexible, and efficient by using new digital technologies in human resources management (HRM). The HRM solutions are considered as an important source to support strategic decisions, create value within and across organizations for employees and management. Today, organizations are facing challenges for gig workers to retain the level of progression and development required for business continuity. Gigs are generally self-employed who are very hard to manage without having a solid e-HRMS that can fulfill their needs in addition to the permeate employee needs as well. The main objective of this chapter is to highlight digital transformation in HRM and dive into the e-HRM concept, development stages, types, and strategies. In addition, it shows how e-HRM contributes to increase the effectiveness of human resources. It will also discuss multiple dimensions about the gig work management (GWM) including the contracting methodologies, policies, and behaviors that the e-HRM need to consider for the gig workers.
Recently, organizations are becoming more intelligent, flexible, and efficient by using new digital technologies in human resources management (HRM). The HRM solutions are considered as an important source to support strategic decisions, create value within and across organizations for employees and management. Today, organizations are facing challenges for gig workers to retain the level of progression and development required for business continuity. Gigs are generally self-employed who are very hard to manage without having a solid e-HRMS that can fulfill their needs in addition to the permeate employee needs as well. The main objective of this chapter is to highlight digital transformation in HRM and dive into the e-HRM concept, development stages, types, and strategies. In addition, it shows how e-HRM contributes to increase the effectiveness of human resources. It will also discuss multiple dimensions about the gig work management (GWM) including the contracting methodologies, policies, and behaviors that the e-HRM need to consider for the gig workers.
The development of modern intelligent systems poses numerous challenges in their strategic alignment and their effectiveness to a greater extent. Enterprise modelling has been emerging as a significant and effective paradigm for holistic and systematic enterprise analysis and design. We develop a multi-view approach based on enterprise modelling and simulation that bridges the strategy execution gap of talent acquisition processes and the underlying intelligent information systems (IS) design. The approach integrates a set of techniques and tools that are rooted in the conceptual modelling paradigm. We demonstrate the value of the proposed approach in a case study, and then we discuss its practical and theoretical implications.
On the basis of the technology organization environment (TOE) framework, a research model has been devised to examine the determining factors with regard to the adoption of electronic human resource management (e-HRM) in the organization. This study evaluates the impact of technological context (information technology infrastructure and information technology competence), organizational context (perceived benefits of e-HRM and top management support), and environmental context (coercive pressure and normative pressure) upon the adoption of e-HRM. In order to validate the proposed hypotheses, structural equation modeling (SEM) was applied. Data were collected from 382 executives of the human resource (HR) department of full-member firms from Bangladesh Garments Manufacturers and Exporters Association (BGMEA). Amongst the TOE aspects, results of the data analysis reveal that information technology (IT) infrastructure, IT competence, top management support, and normative pressure towards e-HRM have significant influence upon the adoption of e-HRM.
The aim of this study is to analyze the impact of digital work design on social relationship skill through Digital-Mediated Communication (DMC) for learning methods in the digital era. This study presents how to improve social relationship skill for university lectures. Data were collected by using questionnaire techniques with SmartPLS as the analysis tool. The result found that all hypotheses are confirmed. The Implementation of DMC not only improves social relationship skill but also improve the virtual empathy that rarely appear during digital interaction. The model of social relationship skill improvement through DMC and digital work design can be used by researchers and practitioners to study and achieve the future in various organizations.
Recently, organizations are becoming more intelligent, flexible, and efficient by using new digital technologies in human resources management (HRM). The HRM solutions are considered as an important source to support strategic decisions, create value within and across organizations for employees and management. Today, organizations are facing challenges for gig workers to retain the level of progression and development required for business continuity. Gigs are generally self-employed who are very hard to manage without having a solid e-HRMS that can fulfill their needs in addition to the permeate employee needs as well. The main objective of this chapter is to highlight digital transformation in HRM and dive into the e-HRM concept, development stages, types, and strategies. In addition, it shows how e-HRM contributes to increase the effectiveness of human resources. It will also discuss multiple dimensions about the gig work management (GWM) including the contracting methodologies, policies, and behaviors that the e-HRM need to consider for the gig workers.
Applications of Artificial Intelligence (AI) in Human Resource Management (HRM) have been rapidly evolving in many industries to identify and select the right candidates for employment. This study has looked at flight crew recruitment within the Chinese civil aviation industry which has experienced exponential growth and subsequently suffered from a chronic shortage of flight crew. This study aims to investigate the suitability of AI in the recruitment and selection of flight crew in China. To research this, we constructed an exploratory study to collect data through semi-structured interviews. The results suggest that AI has potential as a tool to identify and select flight crew, but it provides more benefits when recruiting and selecting graduate pilots compared with experienced professionals.
Organizational knowledge and human capital are increasingly regarded as key levers of competitive advantage in today’s global, dynamic and complex business environment. People are the ultimate knowledge creators and bearers; although organizations may have memory systems, they do not think by themselves. Human resource management (HRM) has a strategic role facilitating knowledge management (KM) initiatives, specifically in activities such as: recruitment, training and compensation. Although many studies raise the question of how HRM shapes KM, limited research in Latin America has explored this matter. This chapter aims to explore how HRM policies and practices have been designed in three organizations located in Mexico, in order to support KM initiatives. The findings suggest that the strategic role of HRM in supporting KM initiatives must be expanded. HRM policies, practices, and compensation systems, such as incentives and bonus packages to motivate employees to create and share knowledge, need to be redefined. Recruitment, selection and, training and development must be tailored to obtain a successful implementation of the KM program.
In this study, drawing from adaptive structuration theory (AST) and embeddedness theory, we investigate the relationship between the interaction of HRM digitalization and HRM system maturity on firm performance as well as the moderating role played by HR strategic and business involvement. On the basis of a sample of 211 listed enterprises of China, our results indicate that the interaction of HRM digitalization and HRM system maturity is positively related to firm performance and that the relationship is strengthened by HR strategic and business involvement. The implications of our findings for research and practice are discussed.
This study aimed to identify the impact of electronic human resource management practices through the main study dimensions represented in the (e-recruitment, e-selection, e-training, e-performance appraisal, e-communications, e-compensation) on the operational performance through the main dimensions represented on the (Time, cost, quality of service and flexibility) in the telecommunications sector of Jordanian represented by the three companies of Cellular Communications (Zain, Orange and Umniah).The results of the study have shown the existence of a positive statistically significant impact to dimensions of electronic human resources management (e-recruitment, e- selection , e-training, e-performance appraisal, e-communications, and e-compensation) on the dimensions of operational performance (time, cost, quality of service, and flexibility). The results also showed a lack of statistically significant differences in the estimates of the study sample towards electronic human resources management practices attributed to sex and qualification. Moreover, the study showed significant differences in the estimates of the study sample of the operational performance of the business attributable to qualification. The finding indicated presence of statistically significant differences in the estimates of the study sample of operational business performance attributable to experience and qualification.
Conducted a comprehensive meta-analysis based on 665 validity coefficients across 576,460 data points to investigate whether integrity test validities are generalizable and to estimate differences in validity due to potential moderating influences. Results indicate that integrity test validities are substantial for predicting job performance and counterproductive behaviors on the job, such as theft, disciplinary problems, and absenteeism. The estimated mean operational predictive validity of integrity test for predicting supervisory ratings of job performance is .41. Results from predictive validity studies conducted on applicants and using external criterion measures (i.e., excluding self-reports) indicate that integrity tests predict the broad criterion of organizationally disruptive behaviors better than they predict employee theft alone. Despite the influence of moderators, integrity test validities are positive across situations and settings. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This paper comprehensively examined the linkages between systems of High Performance Work Practices and firm performance. Results based on a national sample of nearly one thousand firms indicate that these practices have an economically and statistically significant impact on both intermediate outcomes (turnover and productivity) and short- and long-term measures of corporate financial performance. Support for the predictions that the impact of High Performance Work Practices is in part contingent on their interrelationships and links with competitive strategy was limited.
Recent research suggests that HR practices can have considerable impact on both individual and organizational performance. These findings strongly suggest that not knowing this HR research can be costly to organizations. In this article, we pinpoint areas where HR practitioners seem to be most unaware of research findings related to effective HR practices, based on responses by a large sample of HR managers. The seven questions that exhibited the greatest disagreement between current research findings and respondents' beliefs are explored, along with their management implications and suggestions for implementing the findings.