The SAGE Handbook of Human Resource Management by Wilkinson Adrian; Bacon Nicolas A; Snell Scott A & Nicolas Bacon & Scott Snell & David Lepak

Author:Wilkinson, Adrian; Bacon, Nicolas A; Snell, Scott A & Nicolas Bacon & Scott Snell & David Lepak
Language: eng
Format: epub
Publisher: SAGE Publications
Published: 2019-04-02T10:53:01.116810+00:00

Discussion

How can we interpret the research model, displayed in Figure 16.2? After analysing the academic e-HRM literature, a clear set of interesting findings emerged. E-HRM is progressive, as well as rational, and the studies published show a substantial set of socio-psychological and techno-economic forces. Beyond being progressive (innovative), e-HRM also has the capability to gain performance benefits for organisations. Technological advancements have made IT evermore powerful, accessible and interesting for large firms, as well as for medium-sized or even smaller and micro-firms, according to Olivas-Lujan et al. (2007). The findings of their study of 2007 would be even more applicable today. There is insufficient empirical evidence as yet to conclude univocally that e-HRM leads to actual economic advantages. Also, it is not easy to measure the benefits of e-HRM, especially when there are ‘soft’ factors present, such as talent management and e-learning. In these cases, sometimes the results are of an intangible nature. Of course, the competencies and skills of employees can be measured, but it is difficult to draw conclusions from this because it is difficult to study the impact of e-HRM in ‘isolation'; organisation contextual factors do interfere with the adoption and usage of e-HRM and, therefore, may have helped to improve employee performance. Furthermore, the evaluation process is time consuming and expensive. E-HRM is also a progressive management technique as it is quite different from older techniques. Computers are taking over the roles normally executed by employees working in the HR department of an organisation. Finally, there were a lot of different factors (socio-psychological and techno-economic) influencing the adoption and implementation of e-HRM within organisations. It is difficult to analyse the management fashion-setting process from the supply side, as management fashion setters are difficult to define from case studies, and the dissemination of rhetoric is difficult to measure. As stated earlier, some parts of the model cannot be explained by analysing case studies alone. We acknowledge that it will be very time consuming to analyse the whole process as displayed in Figure 16.2. Furthermore, some parts of the model are difficult to measure, for example the role of management fashion setters. The case studies reviewed showed no clear evidence that consultancy firms, social media, conference organisers, business media or management gurus play an important role in the implementation and adoption process of e-HRM systems within firms. It is impossible to name all the fashion setters responsible for the diffusion of e-HRM, as there is much ‘hidden’ information that cannot be measured well. And not all rhetoric regarding the diffusion of e-HRM in organisations is documented well. Also, to understand if the decision to adopt and implement an e-HRM system within an organisation is based on the rhetoric from management fashion setters, extra interviews with the managers responsible for the adoption and implementations of these systems would be necessary. This is not only to get an understanding of the emotions that played a role in the decision-making process, but also to get a good overview of the reasoning and arguments the decisions were based on.

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