Lions…Tigers…and Bears: the World of E-Hrm
Running head: THE WORLD OF E-HRM
Lions…Tigers…and Bears: The World of e-HRM
Submitted in partial fulfillment of the requirements for the
Degree of Master of Science in Management
College of Business & Management
Cardinal Stritch University
November 29, 2011
Abstract
Rapid development and expansion of the internet has boosted the realization and application of e-HRM. Technological optimist assume, that from a technical perspective, the IT possibilities for e-HRM are endless: in principal all HR processes can be supported by IT. This paper aims at giving a clear definition of what HRM and e-HRM actually is, as well as the current uses and technologies utilizing the e-HRM concept. This paper will also discuss some of the pros and cons associated with e-HRM from 4 different perspectives: individual, operational, relational, and transformational.
Keywords: e-HRM, HRM, technology, management
With the rapid development and expansion of the internet the realization and application of e-HRM has intensified. Technological optimist assume, that from a technical perspective, the IT possibilities for e-HRM are endless: in principal all HR processes can be supported by IT. Surveys of HR consultants suggest that both the number of organizations adopting e-HRM and the depth of applications within the organizations are continually increasing. (CedarCrestone, 2005) In addition, there is anecdotal evidence that e-HRM is becoming increasingly common and may lead to remarkable changes. (Anonymous, 2001)
This paper aims at giving a clear definition of what HRM and e-HRM is, as well as the current uses and technologies utilizing the e-HRM concept. This paper will also discuss various pros and cons associated with e-HRM from four distinct perspectives: individual, operational, relational, and transformational. This paper will conclude with a summary of conclusions about the appropriate and best uses of
Lions…Tigers…and Bears: The World of e-HRM
Submitted in partial fulfillment of the requirements for the
Degree of Master of Science in Management
College of Business & Management
Cardinal Stritch University
November 29, 2011
Abstract
Rapid development and expansion of the internet has boosted the realization and application of e-HRM. Technological optimist assume, that from a technical perspective, the IT possibilities for e-HRM are endless: in principal all HR processes can be supported by IT. This paper aims at giving a clear definition of what HRM and e-HRM actually is, as well as the current uses and technologies utilizing the e-HRM concept. This paper will also discuss some of the pros and cons associated with e-HRM from 4 different perspectives: individual, operational, relational, and transformational.
Keywords: e-HRM, HRM, technology, management
With the rapid development and expansion of the internet the realization and application of e-HRM has intensified. Technological optimist assume, that from a technical perspective, the IT possibilities for e-HRM are endless: in principal all HR processes can be supported by IT. Surveys of HR consultants suggest that both the number of organizations adopting e-HRM and the depth of applications within the organizations are continually increasing. (CedarCrestone, 2005) In addition, there is anecdotal evidence that e-HRM is becoming increasingly common and may lead to remarkable changes. (Anonymous, 2001)
This paper aims at giving a clear definition of what HRM and e-HRM is, as well as the current uses and technologies utilizing the e-HRM concept. This paper will also discuss various pros and cons associated with e-HRM from four distinct perspectives: individual, operational, relational, and transformational. This paper will conclude with a summary of conclusions about the appropriate and best uses of
References: Anonymous. (2001). The factors driving HR online at Ford. E-HR cuts costs, reduces cycle time and improves quality. Human Resource Management International Digest , 9 (5), 12-14. CedarCrestone. (2005). The CedarCrestone 2005 workforce technologies and service delivery approaches survey (8th ed.). Hawking, P., Stein, A., & Foster, S. (2004). e-HR and employee self-service: A case study of a Victorian public sector organization. Jounal of Issues in Informing Science and Information Technology , 1, 1019-1026. Huang, J. H., Jin, B. H., & Yang, C. (2004). Satisfaction with business-to-employee benefit systems and organization citizenhip behavior: An examination of gender differences. International Journal of Manpower , 25 (2), 195-210. Lepak, D. P., & Snell, S. A. (1998). Virtual HR: Strategic human resource management in the 21st century. Human Resource management review , 8 (3), 215-234. Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2010). Human resource management: Gaining a competitive advantage (7th ed.). New York, NY, USA: McGraw-Hill/Irwin. Ruel, H. J., Bondarouk, T., & Looise, J. C. (2004). E-HRM: Innovation or irritation. An explorative emperical study in five large companies on web-based HRM. Management Review , 15 (3), 364-381. Ruta, C. D. (2005). The applicatin of change management theory to HR portal implementation in subsidiaries of multinational corporations. Human Resource Management , 44 (1), 35-53. Srivastava, S. K. (2010). Shaping organization with e-HRM. International Journal of Inovation, Management and Technology , 1 (1), 47-50. Strohmeier, S. (2007). Research in e-HRM: Review and implications. Human Resource Management Review , 17, 19-37. Wright, P. M., & Dyer, L. (2000). People in the e-business: New challanges, new solutions. CAHRS Working Paper Series (Paper 89) . Ithaca, NY, USA: Cornell University, School of Industrial and Labor Relations, Center for Advanced Human Resource Studies.