Yu Zhou , Yuan Cheng , Yunqing Zou , Guangjian Liu
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引用次数: 9
Abstract
Using information technology, a growing number of companies have adopted a digital approach to human resource management (i.e., e-HRM). This meta-analytic review systematically integrates research on the antecedents, consequences, and moderators of e-HRM. Our results show that system usefulness, organizational resources, users' knowledge, and social influence could facilitate the adoption of e-HRM; in addition to the technology, organization, and people factors, the social factor can also predict e-HRM adoption and has incremental validity in predicting e-HRM adoption after controlling for the other three factors. Further, the findings indicate that e-HRM positively relates to the overall organizational performance as well as three specific organizational performance categories and that the predictive power of e-HRM for organizations' operational performance is significantly higher than that for their relational performance and transformational performance. Furthermore, the findings also show that the positive link between e-HRM and organizational performance is stronger in countries with higher ICT development levels and countries with lower human capital quality. The theoretical and practical implications for future research and e-HRM practitioners are discussed.
期刊介绍：
The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding.
Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.
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