Article

The Use of an Automated Employment Recruiting and Screening System for Temporary Professional Employees: A Case Study

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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 $6.00 for every $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.

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... Operational consequences have commonly been explored and empirically validated in the literature in the form of HR effectiveness, efficiency gains, cost and time savings (Kossek et al., 1994;Sturman, Hannon, & Milkovich, 1996). Initially, e-HRM promised to lead to efficiency gains, and most researchers in the past decade advocated e-HRM's strong contribution to the bottom line (Beulen, 2009;Buckley, Minette, Joy, & Michaels, 2004;Chapman & Webster, 2003;Jones, Brasher, & Huff, 2002;Oiry, 2009;Olivas-Lujan et al., 2007;Panayotopoulou et al., 2007;Ruel, Bondarouk, & Looise, 2004;Svoboda & Schröder, 2001). The suggestion from the literature is that more HR work could be accomplished with fewer personnel. ...
... However, there was serious disagreement among researchers, e.g. Reddick (2009) did not find support for operational cost savings and only Buckley et al. (2004) provided numerical data for cost savings due to e-HRM. ...
... For example, an important mixed contribution among researchers emerged in the 2000-2010 decade: e-HRM might on the one hand decrease the administrative burden on HR professionals (Reddick, 2009), while on the other hand increase the burden on employees and line managers (Martin & Reddington, 2010). Chapman and Webster (2003) reported higher time investments by HR staff to filter and respond to applicants due to the growing amount of digital applications, while Buckley et al. (2004) illustrated more efficient screening processes because of e-HRM. Reddick (2009) found no support for an increased volume of HR work, while Ruel et al. (2004) found efficiency gains in the form of a decrease in administrative burden. ...
Article
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Despite the existence of a number of recent reviews of e-HRM research, we still lack a comprehensive understanding of the factors affecting the adoption and consequences of e-HRM. This paper therefore provides a review of four decades of research in this area with the aim to provide a summary and integrative framework as a basis for future research. We found that the factors affecting the adoption of e-HRM can be divided into three areas: technology; organization; and people – we refer to this as the ‘TOP’ framework. In line with we divide consequences into those that are operational, relational and transformational. We also found that there has been a shift both in the goals for e-HRM, from efficiency to improved HR service provision and the strategic reorientation of HR departments; but also that the type of consequences that the literature focuses on has also changed from operational effects, to relational and then transformational outcomes. The paper discussed these shifts in some detail, along with the implications for future research and practice.
... Na medida em que o tamanho da organização (governamental ou não) aumenta, o problema tende a ser cada vez mais difícil de ser administrado (De Bruecker; Van den Bergh; Beliën; Demeulemeester, 2015). Cada vez mais as organizações estão automatizando suas atividades administrativas e de gestão de pessoas para aumentar a velocidade de desempenho, obter mais informações e reduzir o erro humano (Buckley;Minette;Joy;Michaels, 2004). Além disso, o uso de sistemas e tecnologias de informação está associado à percepção de um PFT adequado (Trigueiro-Fernandes et al., 2018). ...
Chapter
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O objetivo deste capítulo é tratar da gestão de pessoas nas organizações públicas no âmbito das tentativas de reformas e de modernização do Estado e do papel da gestão de pessoas nesse contexto de mudança, bem como apresentar argumentos com base em estudos da Organização para Cooperação e Desenvolvimento Econômico (OCDE) e Tribunal de Contas da União (TCU) acerca da necessidade de planejar estrategicamente e dimensionar a força de trabalho na Administração Pública Federal.
... 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. ...
Article
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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.
... Available Online at: http://grdspublishing.org/ 300 jobs at reasonable cost, assisting in the plan of future promotional policies, and maintaining the security of data and personal privacy and all these effectively managed by e-learning (Buckley, Minette, Joy, & Michaels, 2004). ...
... 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). ...
... 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). ...
Article
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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.
... Eleven articles can be determined in the study of human resource information systems role in organization, (Preet, Assistant, Jindal, & Samim, 2011), (Gizela S tangl , Agnes Slavic Nemanja Berber, 2016), (Hoell, Hoell, & Greenhalgh, 2012), (Preet et al., 2011), (Karikari et al., 2015, (Carole Tansley & Sue Newell, 2007), (Joan C. Hubbard & Thomas, 1998), (Maguire & Redman, 2007), (Ordóñez De Pablos, 1994), (Lengnick-Hall & Lengnick-Hall, 2006), and (Buckley, Minette, Joy, & Michaels, 2004), five papers concentrated on higher education of human resource information system, (Altarawneh & Al-Shqairat, 2010), (Davarpanah & Mohamed, 2013), (Sharma & Nathawat, 2014), (Nisha Bamel, 2014), and (Mohd Fuad Salleh, 2017), eighteen articles can be assigned to the study of human resource information system in general and covered human resource information usage in human resource management area, (Mohammed Owais Qureshi & Syed Rumaiya Sajjad, 2013), (Garg., 2013), (Pivac, Tadić, & Marasović, 2014), (Bhuiyan & Osman Gani, 2015), (Maskuri & Zin, 1999), (Zafar, 2013), (Nishad Nawaz, 2012b), (Germeier, Frese, & Bücken, 2003), (A. Raiden, Williams, & Dainty, 2008), (Hrdevadeshsharma & Nathawat, 2014), (Hussain, Wallace, & Cornelius, 2007), (Gerardine DeSanctis, 1986), (Gascó, Llopis, & Reyes González, 2004), (Ken Gregson, 1996), (Bondarouk & Looise, 2005), (Townsend & Bennett, 2003), (Maier, Laumer, Eckhardt, & Weitzel, 2013), and (Broderick & Boudreau, 1991). ...
... 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. ...
Article
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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.
... Eleven articles can be determined in the study of human resource information systems role in organization, (Preet, Assistant, Jindal, & Samim, 2011), (Gizela S tangl , Agnes Slavic Nemanja Berber, 2016), (Hoell, Hoell, & Greenhalgh, 2012), (Preet et al., 2011), (Karikari et al., 2015, (Carole Tansley & Sue Newell, 2007), (Joan C. Hubbard & Thomas, 1998), (Maguire & Redman, 2007), (Ordóñez De Pablos, 1994), (Lengnick-Hall & Lengnick-Hall, 2006), and (Buckley, Minette, Joy, & Michaels, 2004), five papers concentrated on higher education of human resource information system, (Altarawneh & Al-Shqairat, 2010), (Davarpanah & Mohamed, 2013), (Sharma & Nathawat, 2014), (Nisha Bamel, 2014), and (Mohd Fuad Salleh, 2017), eighteen articles can be assigned to the study of human resource information system in general and covered human resource information usage in human resource management area, (Mohammed Owais Qureshi & Syed Rumaiya Sajjad, 2013), (Garg., 2013), (Pivac, Tadić, & Marasović, 2014), (Bhuiyan & Osman Gani, 2015), (Maskuri & Zin, 1999), (Zafar, 2013), (Nishad Nawaz, 2012b), (Germeier, Frese, & Bücken, 2003), (A. Raiden, Williams, & Dainty, 2008), (Hrdevadeshsharma & Nathawat, 2014), (Hussain, Wallace, & Cornelius, 2007), (Gerardine DeSanctis, 1986), (Gascó, Llopis, & Reyes González, 2004), (Ken Gregson, 1996), (Bondarouk & Looise, 2005), (Townsend & Bennett, 2003), (Maier, Laumer, Eckhardt, & Weitzel, 2013), and (Broderick & Boudreau, 1991). ...
Article
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Abstract This paper aims to review research on the topic human resource information system to establish the current body of knowledge, in this regard, the researchers suggest some promising avenues for future research and the study consists of a systematic review of 155 referred articles on human resource information system. The findings contribute to a more holistic view of the topic and complement the study of human resource information system. Additionally, a conceptual framework is proposed that aims at guiding and informing future research activities. This study may not enable a complete coverage of all articles in the field of human resource information system. However, based on the selected research methodology, it seems reasonable to assume that the review process covered a large share of studies available. And moreover to the best of author’s knowledge, there is no systematic review on human resource information systems previously published in academic journals. Keywords: human resource information systems, HR acquire, HR develop, HR pay, HR retain, HR interact, systemic literature review.
... 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]. ...
... 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. ...
Conference Paper
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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.
... *. By improving the efficiency of recruitment and selection approaches(Buckley, Minette, Joy, & Michaels, 2004; Hubbard & Loos, 3013). *. ...
Article
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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.
... provide job seekers with greater capabilities to more efficiently seek and search basic organizational information and to find job openings that match their skill sets. Conversely, organizations are able to automatically comb through résumés in online databases for keywords that most closely match their requirements (Buckley, Minette, Joy, & Michaels, 2004). The challenge for HR managers is how to most effectively incorporate IT into recruiting processes to facilitate efficient information exchange. ...
... 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). ...
Article
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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.
... 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]. ...
... An organization that prioritizes its Human Resource (HR) is required to adopt technologies that allow reengineering of the HR function, support organizational change, and design the work instigated by technology, and can support the appropriate managerial climate for the organization [9]. The technology encourages the creation of reliable human resources needs [10]. Snell, Steuber, and Lepak [11] observe that human resource management is capable to meet the challenge and become more strategic, flexible, cost-effective and customeroriented by taking advantage of information technology. ...
Article
People’s stereotypes on the implementation of public services, especially in personnel services in general, particularly in Indonesia, mostly concern with bureaucratic hassle, since it is considered incapable of providing sufficient information, lack of transparency, and slow. The efforts to fix the stereotypes are incessantly conducted by the government through Good Governance in the field of information technology. Today, the role of information technology management must be more strategic in building the personnel data management system. The Government of Indonesia develops an online-based Personnel Service Application System (SAPK) that makes it a center for personnel needs management, career development, retirement, and personnel data update. SAPK is a new opportunity to create intellectual capital and provide a way for employees to contribute to the organization. In this paper, to determine the appropriate action of decision making, the interactive planning method is used as a draft of future design, based on current real conditions. The use of interactive planning method is believed to be the appropriate way to see the possibility of program or activity implementation. The results of this study demonstrate the technological use of Personnel Service Application System (SAPK) makes the personnel management a unified whole and centralized, easily researched and managed. Employees are also encouraged to be more active and independent in self- and knowledge- development. SAPK has the potential to make the time of document processing efficient and to improve the accuracy of data; and to make personnel skill improvement effective and to make decisions making timelier. By using interactive planning, the picture of future planning design is more visible, based on current real issues of State Personnel Agency (BKN).
... Similarly, Ruel et al. [35] suggested the four goals of cost-reduction, improving HR services, improving strategic orientation and global orientation. Much of this literature has focused on two main benefits of E-HRM for the HR function: the improvement of efficiency and reduction of costs associated with HRM [9] and the facilitation of a more strategic role for the HR function itself [22,39]. The common adoption of E-HRM (see for instance [10]) is presumably based upon the expectation of these positive consequences for E-HRM [41]. ...
Article
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The purpose of this research is to analyze the effect of electronic human resources management (E-HRM) acceptance on value creation in organizations. The research population consisted of line and project managers and staff who work with E-HRM tools. Partial least squares were used to analyze the research hypotheses. Results demonstrated that E-HRM has positive and significant effect on value creation. It's worth mentioning that just E-HRM acceptance doesn't result in operational cost reduction. For fulfilling these results, we need managerial decisions which will cause the desired results and affect them.
... 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]. ...
Thesis
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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.
... 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]. ...
Article
Full-text available
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.
... Similarly, Ruel et al. [35] suggested the four goals of cost-reduction, improving HR services, improving strategic orientation and global orientation. Much of this literature has focused on two main benefits of E-HRM for the HR function: the improvement of efficiency and reduction of costs associated with HRM [9] and the facilitation of a more strategic role for the HR function itself [22,39]. The common adoption of E-HRM (see for instance [10]) is presumably based upon the expectation of these positive consequences for E-HRM [41]. ...
Article
The purpose of this research is to analyze the effect of electronic human resources management (E-HRM) acceptance on value creation in organizations. The research population consisted of line and project managers and staff who work with E-HRM tools. Partial least squares were used to analyze the research hypotheses. Results demonstrated that E-HRM has positive and significant effect on value creation. It's worth mentioning that just E-HRM acceptance doesn't result in operational cost reduction. For fulfilling these results, we need managerial decisions which will cause the desired results and affect them.
... Similarly, Ruel et al. [35] suggested the four goals of cost-reduction, improving HR services, improving strategic orientation and global orientation. Much of this literature has focused on two main benefits of E-HRM for the HR function: the improvement of efficiency and reduction of costs associated with HRM [9] and the facilitation of a more strategic role for the HR function itself [22,39]. The common adoption of E-HRM (see for instance [10]) is presumably based upon the expectation of these positive consequences for E-HRM [41]. ...
Article
Full-text available
The purpose of this research is to analyze the effect of electronic human resources management (E-HRM) acceptance on value creation in organizations. The research population consisted of line and project managers and staff who work with E-HRM tools. Partial least squares were used to analyze the research hypotheses. Results demonstrated that E-HRM has positive and significant effect on value creation. It's worth mentioning that just E-HRM acceptance doesn't result in operational cost reduction. For fulfilling these results, we need managerial decisions which will cause the desired results and affect them.
... Na medida em que o tamanho da organização (governamental ou não) aumenta, o problema tende a ser cada vez mais difícil de ser administrado (De Bruecker; Van den Bergh; Beliën; Demeulemeester, 2015). Cada vez mais as organizações estão automatizando suas atividades administrativas e de gestão de pessoas para aumentar a velocidade de desempenho, obter mais informações e reduzir o erro humano (Buckley;Minette;Joy;Michaels, 2004). Além disso, o uso de sistemas e tecnologias de informação está associado à percepção de um PFT adequado (Trigueiro-Fernandes et al., 2018). ...
Book
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Este livro discute aspectos centrais relativos ao Planejamento e dimensionamento da força de trabalho no contexto da Administração Pública Federal - APF. Nesse contexto, é necessário primeiramente compreender o estado atual da gestão de pessoas na APF, que sem dúvida, foi influenciado pelas decisões dos governos e gestores públicos que precederam os atuais. Este livro é composto por 4 capítulos. O primeiro capítulo, de autoria de Fábio Jacinto Barreto de Souza e Edson Mello Jr., aborda a gestão de pessoas nas organizações públicas no âmbito das tentativas de reformas e de modernização do Estado e o seu papel nesse contexto de mudança, bem como apresenta argumentos com base em estudos da OCDE e TCU acerca da necessidade de planejar estrategicamente e dimensionar a força de trabalho na Administração Pública Federal, deixando claro o que ainda necessita ser realizado para chegarmos à eficiência no uso dos recursos humanos. No capítulo 2, de autoria de Raissa Damasceno Cunha, Gabriela Yukari Iwama, Patricia Guarnieri e Víthor Rosa Franco, o conceito de Planejamento da Força de Trabalho (PFT) é exposto, sendo os conceitos e possibilidades de aplicação apresentados. No capítulo 3, os autores Víthor Rosa Franco, Gabriela Yukari Iwama e André Luiz Marques Serrano abordam em detalhes uma das principais técnicas utilizadas pelo PFT: o dimensionamento da força de trabalho, que é o principal aspecto desse livro. Por fim, o capítulo 4, de autoria de André Luiz Marques Serrano e Vithor Rosa Franco apresenta o modelo de dimensionamento da força de trabalho proposto para o contexto geral do serviço público, detalhando seus pressupostos e variáveis, bem como justificando sua escolha em detrimento de outros modelos existentes.
... Today, Green HRM has become a new trend and business strategy for many organizations where HR departments play an active role in sustainable use of natural resources and the protection of the natural environment (Ahmad, 2015). Moreover, in accordance with the literature, e-HRM helps to improve the efficiency and reduce the costs associated with HRM (Buckley et al., 2004). Based on these available literature evidences and supports, this paper proposes following proposition: ...
Article
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The objective of this review is to analyze the contribution of human resource management (HRM) in creating good governance in the organizations. A theoretical framework concerning the characteristics of good governance and the contribution of human resource management based on those characteristics were developed. The relationship between human resource management and creating good governance in the organizations, which is based on social, ethical, democratic, and economic basis, involves some important aspects concerning people management aspects such as participation, consensus orientation, accountability, transparency, responsiveness, effectiveness and efficiency, equity and inclusiveness, and following the laws and regulations. The integration of characteristics of good governance with possible approaches and practices of HRM leads to developing a model which underpins the contribution of HRM to create and practice good governance in the organizations. Based on this model, propositions and recommendations for future research on this theme are presented.
... 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. ...
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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). ...
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... 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). ...
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The history of e-HRM research extends back about 4 decades. In that time, researchers have provided a rich foundation for a better understanding of issues such as e-HRM implementation, e-HRM usage, and e-HRM outcomes. The past decade in particular saw an impressive growth of publications, but more work is still needed because the field of the intersection of HRM and information technology is dynamic: HRM strategies, policies, practices and instruments as well as information technologies progress. In this chapter, we identify and describe the challenges that lie ahead for e-HRM research based on five earlier publications in the period 2009–2012. We reflect on them and modify them based on recent research outcomes. We conclude that, given the sizeable challenges identified, e-HRM research is far from ‘dead’; it is more alive than ever. Furthermore, the number of e-HRM researchers from the HRM field as well as from the IT field needs to grow in order to meet the research challenges that lie ahead.
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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.
Chapter
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.
Chapter
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.
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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.
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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.
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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.
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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.
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