Desired goals and actual outcomes of e-HRM: e-HRM goals and outcomes
Abstract
Much discussion exists in the academic literature about the potential goals of e-HRM, but few scholars have looked at whether these goals are actually realised and what factors have an impact on this. This study examined the goals stated by organisations for the introduction of e-HRM, whether these goals were actually achieved, and the factors affecting this through ten case studies in a range of UK organisations. The results demonstrated that e-HRM is introduced in order to improve efficiency, service delivery, standardisation and organisational image, to empower managers and transform HR into a more strategic function. Efficiency, service delivery and standardisation goals were commonly realised. Some evidence of a transformational impact of e-HRM was found, as the HR staff had more time and information to support the organisation in achieving its business strategy. However, no evidence was found of an actual increased involvement of HR in business decision making.
Integrity signals
Registry
Cites
Statistics
Claims the paper makes
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?
Relational consequences emphasise the interactions and networking of different actors in sustaining the relationships with an employee by improving HR services and empowering employees.
“relational consequences emphasise the interactions and networking of different actors in sustaining the relationships with an employee by improving HR services and empowering employees”
From AI-augmented HRM: Antecedents, assimilation and multilevel consequences (2023) · cites this paper as Parry & Tyson, 2011
HRM (AI) assimilation will positively influence HR empowerment.
“Research Proposition 13: HRM (AI) assimilation will positively influence HR empowerment.”
From AI-augmented HRM: Antecedents, assimilation and multilevel consequences (2023) · cites this paper as Parry & Tyson, 2011
Cites
Perceived usefulness, perceived ease of use, and user acceptance of information technology
Davis, F. D. (1989) · MIS Quarterly · doi:10.2307/249008 · Cited by 68,483 · see citing works
Virtual HR: Strategic human resource management in the 21st century
Lepak, D. P., & Snell, S. A. (1998) · Human Resource Management Review · doi:10.1016/s1053-4822(98)90003-1 · Cited by 454 · cited 3× · see citing works
“We also found evidence of relational outcomes of e-HRM (Lepak and Snell, 1998).”
BackgroundRuël, H., Bondarouk, T., & Looise, J. K. (2004) · management revu · doi:10.5771/0935-9915-2004-3-364 · Cited by 441 · cited 10× · see citing works
“This provides some support for previous work suggesting a strategic impact of e-HRM (Ruel et al., 2004; Olivas-Lujan et al., 2007; Parry, forthcoming).”
BackgroundMethodResultInfluentialRuël, H. J. M., Bondarouk, T. V., & Van der Velde, M. (2007) · Employee Relations · doi:10.1108/01425450710741757 · Cited by 226 · see citing works
An examination of e-HRM as a means to increase the value of the HR function
Parry, E. (2011) · The International Journal of Human Resource Management · doi:10.1080/09585192.2011.556791 · Cited by 193 · see citing works
Self-citationTechnology, Outsourcing & Transforming HR
Martin, G. (2008) · doi:10.4324/9780080560984 · Cited by 44 · see citing works
Flagged first, then by citations
Cited by
Sorted by citations
Vrontis, D., Christofi, M., Pereira, V., Tarba, S., Makrides, A., & Trichina, E. (2022) · The International Journal of Human Resource Management · doi:10.1080/09585192.2020.1871398 · Cited by 1,134 · see citing works
“…also referred to as eHRM, has gained increasing attention as scholars have sought to understand the external influences rather than internal influences on organizational operations and HRM practices in particular (e.g. Alcaraz et al., 2012; Parry & Tyson, 2011; Strohmeier, 2007; Strohmeier, 2009).”
BackgroundThe influence of technology on the future of human resource management
Stone, D. L., Deadrick, D. L., Lukaszewski, K. M., & Johnson, R. (2015) · Human Resource Management Review · doi:10.1016/j.hrmr.2015.01.002 · Cited by 618 · see citing works
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 · see citing works
The unexpected side of relational e-HRM: Developing trust in the HR department
Bissola, R., & Imperatori, B. (2014) · Employee Relations · doi:10.1108/er-07-2013-0078 · Cited by 73 · see citing works
.Thathsara, A. D. S., & Sutha, J. (2021) · International Journal of Engineering and Management Research · doi:10.31033/ijemr.11.1.1 · Cited by 15 · see citing works
“According to [17] stated that the business performance can be enhanced through enhancing the workforce efficiency by implementing the E-HRM practices.”
Background
- Authors
- Parry, E., & Tyson, S.
- Affiliations
- Cranfield University (GB)
- Corresponding author
- Parry, Emma
- ORCID
- Parry, Emma
- Venue
- Human Resource Management Journal
- Publisher
- Wiley
- Published
- 2010-11-21
- Volume
- 21
- Issue
- 3
- Pages
- 335-354
- ISSN
- 0954-5395 (ISSN-L)
- OpenAlex
- W2135294028
- Cited by
- 268
- References
- 6
- Citations by year
- 2026: 19 · 2025: 18 · 2024: 28 · 2023: 27 · 2022: 16 · 2021: 28 · 2020: 13 · 2019: 26 · 2018: 21 · 2017: 13 · 2016: 11 · 2015: 12 · 2014: 16 · 2013: 12 · 2012: 6
- FWCI
- 11.91
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Human Resource Management Journal (publishedVersion)
- CERES (Cranfield 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 › Human Resource and Talent Management
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › AI and HR Technologies
- Keywords
- e-HRM, human resource management systems, goal achievement, efficiency, service delivery, standardization, corporate image, managerial empowerment, strategic human resource management
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review
