Effects of different electronic HRM configurations on organizational consequences: An intra-country analysis

Abstract

Purpose: This study focuses on the effects of electronic-Human Resource Management (e-HRM) on organizational consequences. In this analysis, the effects of different configurations are assessed within the same socio-economic context. Design/Methodology: This study adopts a cross-sectional survey of e-HRM actors, such as human resource managers, IT professionals, and line managers. The data analysis was conducted using linear regression. A sample of 300 respondents was selected based on Gill et al.’s framework for obtaining a representative sample. Findings: ‘Integrated e-HRM configurations’ employed in multinational corporations (MNCs) generate positive and improved operational, relational, and transformational consequences or outcomes. In small-to-medium-sized organizations, the operational-user configuration exhibits positive but lower operational, relational, and transformational consequences. However, the socio-economic variables used to categorize e-HRM configurations do not apply in a developing economy context. Practical implications: The application of information technology in HRM is not the sole predictor of organizational consequences. The sophistication of the adopted e-HRM system deserves some consideration too. When managers adopt sophisticated e-HRM systems, they are likely to achieve positive and improved outcomes. More predictor variables need to be uncovered for an elaborate categorization of effective e-HRM configurations. Originality/value: The contextual factors that define effective e-HRM configurations are not consistent across different socio-economic contexts. Company-based categorization of effective configurations is advisable. This study establishes the limitations of current categorization variables in explaining effective e-HRM systems.