The DOI matches its Crossref record; 55 of the 56 references it cites were found in a registry or an index.
The link between e-HRM use and HRM effectiveness: an empirical study
Abstract
Purpose: The purpose of this paper is to present results from an empirical study at the a Telecommunication company in Jordan on the impact of electronic-human resource management (e-HRM) use on human resource management (HRM) effectiveness. Moreover, by applying the unified theory of acceptance and use of technology, the study seeks to examine the mediating effect of the intention to use e-HRM on the relationship between e-HRM determinants (i.e. performance expectancy, effort expectancy, and social influence) and e-HRM use. This study adds a major contribution to the e-HRM literature by empirically examining the effect of e-HRM use on HRM effectiveness at both the policy and practice levels. Design/methodology/approach: Data were collected from employees working in Telecommunication company in Jordan about their perception towards the use of the e-HRM system and HRM effectiveness of policies and practices. Findings: The findings provide support for the positive contribution of the use of e-HRM on HRM effectiveness at both the policy and practice levels. It also confirms mediating effects of user intention on the link between e-HRM determinants (both performance expectancy and social influence) and e-HRM use. Research limitations/implications: This study emphasises the relevance of e-HRM in increasing HRM effectiveness. limitations of the study include cross-sectional data and the difficulty to form generalisation from the research restricted to a single company. Originality/value: This study represent a first attempt to examines the impact of e-HRM use on HRM effectiveness at both levels: policy and practice. It also reveals that relationship between e-HRM determinants and e-HRM use is mediated with e-HRM user intention.
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In the citing paper
“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 Obeidat, 2016
In the citing paper
“Technical experience makes it easier to embrace AI and integrate it with the existing HR systems; a company will not adopt a technology unless it has the essential knowledge and ability (Obeidat, 2016; Wang and Siau, 2019).”
From Exploring the antecedents of AI adoption for effective HRM practices in the Indian pharmaceutical sector (2023) · cites this paper as Obeidat, 2016
In the citing paper
“Technical experience makes it easier to embrace AI and integrate it with the existing HR systems; a company will not adopt a technology unless it has the essential knowledge and ability (Obeidat, 2016; Wang and Siau, 2019).”
From Exploring the antecedents of AI adoption for effective HRM practices in the Indian pharmaceutical sector (2023) · cites this paper as Obeidat, 2016
Citations
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Cited by
Sorted by citations
AI-augmented HRM: Antecedents, assimilation and multilevel consequences
Prikshat, V., Malik, A., & Budhwar, P. (2023) · Human Resource Management Review · doi:10.1016/j.hrmr.2021.100860 · Cited by 200
AI-Augmented HRM: Literature review and a proposed multilevel framework for future research
Prikshat, V., Islam, M., Patel, P., Malik, A., Budhwar, P. S., & Gupta, S. (2023) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2023.122645 · Cited by 270
Rasheed, M. A., Shahzad, K., Conroy, C., Nadeem, S., & Siddique, M. U. (2017) · Journal of Small Business and Enterprise Development · doi:10.1108/jsbed-11-2016-0185 · Cited by 143
The impact of HRM digitalization on firm performance: investigating three‐way interactions
Zhou, Y., Liu, G., Chang, X., & Li-jun, W. (2020) · Asia Pacific Journal of Human Resources · doi:10.1111/1744-7941.12258 · Cited by 115
Al-Ajlouni, M. I. (2020) · Employee Relations · doi:10.1108/er-09-2019-0369 · Cited by 99
Metadata
- Authors
- Obeidat, S. M.
- Affiliations
- Qatar University (QA)
- Corresponding author
- Obeidat, Shatha M.
- ORCID
- Obeidat, Shatha M.
- Venue
- Personnel Review
- Publisher
- Emerald
- Published
- 2016-09-05
- Volume
- 45
- Issue
- 6
- Pages
- 1281-1301
- ISSN
- 0048-3486 (ISSN-L)
- OpenAlex
- W2511584701
- Semantic Scholar
- ef080536371484ac162a4069707be9f3e598bf1e
- Cited by
- 124
- References
- 56
- Citations by year
- 2026: 2 · 2025: 9 · 2024: 17 · 2023: 25 · 2022: 17 · 2021: 16 · 2020: 17 · 2019: 13 · 2018: 5 · 2017: 3
- FWCI
- 13.61
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Personnel Review (publishedVersion)
- Qatar University QSpace (Qatar University) (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
- e-HRM, human resource management effectiveness, Unified Theory of Acceptance and Use of Technology, intention to use, performance expectancy, effort expectancy, social influence, personnel policy, human resource management practices, telecommunication employees, Jordan
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