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Cited by 73Employer Branding and e-HRMAI and HR TechnologiesHuman Resource and Talent Management

The unexpected side of relational e-HRM: Developing trust in the HR department

Bissola, Rita, Imperatori, Barbara·2014·Employee Relations
DOI 10.1108/er-07-2013-0078
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Abstract

Purpose – The purpose of this paper is to examine whether the organizational redesign opportunities currently offered by web-based technological innovations contribute to rebuilding and strengthening the employee-HR department relationship, rendering personnel management policy criteria more transparent, increasing perceived fairness and thus helping to instil trust in the HR department, albeit in a diverse virtual context. Design/methodology/approach – The authors designed a survey involving 526 Gen Y employees and tested the hypotheses using structural equation modelling analyses. Findings – The results confirm a positive relationship between relational e-HRM system adoption, procedural justice and trust in the HR department. Research limitations/implications – The results provide evidence that technology can support the development of institutional trust in virtual environments and thus contribute to the growing e-HRM literature, to the more consolidated strategic HRM research domain and to the debate on trust in technology-mediated relationships. Practical implications – The paper provides valuable and at times unexpected results on the new potential role of the HR department in the current fluid and insecure labour market, thereby forming the basis for defining some useful guidelines to design and implement the e-HRM architecture. Originality/value – The paper focuses on understanding how relational e-HRM could impact on the direct employee-HR department relationship, from the Gen Y employees perspective, that is almost neglected in the growing literature. Moreover it suggests some unexpected insights on the role of technology innovativeness in moderating the impact of e-HRM on trust in the HR department.

Integrity signals

Registry

Crossref · 10.1108/er-07-2013-0078

Cites

83 of 83 references verified0 citation errors · 0 not checkable

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Claims other papers make about this one

Each is checked against this paper’s own text: does it say what the citing paper says it does?

  • Technology-driven HRM impacts transformational outcomes, such as improving strategic orientation towards HRM.

    “Finally, technology-driven HRM impacts transformational outcomes (Lepak & Snell, 1998), such as improving strategic orientation towards HRM”

    From AI-augmented HRM: Antecedents, assimilation and multilevel consequences (2023) · cites this paper as Bissola & Imperatori, 2014

  • Previous research has conceptualised macro-level consequences of technology-driven HRM into operational, relational and transformational consequences.

    “Previous research has conceptualised macro-level consequences of technology-driven HRM into operational, relational and transformational consequences”

    From AI-augmented HRM: Antecedents, assimilation and multilevel consequences (2023) · cites this paper as Bissola & Imperatori, 2014

  • HRM (AI) assimilation will positively influence HR efficiency.

    “Research Proposition 11: HRM (AI) assimilation will positively influence HR efficiency.”

    From AI-augmented HRM: Antecedents, assimilation and multilevel consequences (2023) · cites this paper as Bissola & Imperatori, 2014

  • HRM (AI) assimilation will positively influence trust towards the HR department.

    “Research Proposition 14: HRM (AI) assimilation will positively influence trust towards the HR department.”

    From AI-augmented HRM: Antecedents, assimilation and multilevel consequences (2023) · cites this paper as Bissola & Imperatori, 2014

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Related

Authors
Bissola, R., & Imperatori, B.
Affiliations
Università Cattolica del Sacro Cuore (IT)
ORCID
Venue
Employee Relations
Publisher
Emerald
Published
2014-05-27
Volume
36
Issue
4
Pages
376-397
ISSN
0142-5455 (ISSN-L)
DOI
10.1108/er-07-2013-0078
OpenAlex
W1584994948
Cited by
73
References
84
Citations by year
2026: 1 · 2025: 5 · 2024: 19 · 2023: 6 · 2022: 6 · 2021: 9 · 2020: 5 · 2019: 5 · 2018: 8 · 2017: 4 · 2016: 2 · 2015: 1 · 2014: 2
FWCI
6.60
Type
journal article
Language
en
Open access
closed
Licence
www.emerald.com/insight/site-policies (tdm)
Locations
  • Employee Relations (publishedVersion)
  • Archivio istituzionale della Ricerca - Bocconi (submittedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employer Branding and e-HRM
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › AI and HR Technologies
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Human Resource and Talent Management
Keywords
procedural justice, perceived fairness, technology innovativeness, organizational redesign, institutional trust

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