Antecedents of User Acceptance of Electronic Human Resource Management Systems (e-HRM) at SEAT

2021 ◽  
Vol 12 (4) ◽  
pp. 65-84
Author(s):  
Marcial Vazquez ◽  
Albert Sunyer
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
User Acceptance ◽  
Ease Of Use ◽  
Performance Expectations ◽  
Manufacturing Firm ◽  
Use Of Technology ◽  
Volkswagen Group ◽  
Facilitating Conditions

This research investigates factors that impact the use of electronic human resource management (e-HRM) systems at SEAT, a car manufacturing firm of the Volkswagen Group. This study builds on the unified theory of acceptance and use of technology to analyze the relationships between user acceptance of e-HRM systems and its antecedent factors, namely performance expectations, ease of use, social influence, and facilitating conditions. The empirical study takes advantage of how employees at SEAT use a new e-HRM system implemented by the human resource department in the context of a business digitization strategy. One hundred and sixty-nine employees at SEAT were conveniently sampled to bring light to the most influential predictors of e-HRM user acceptance. Hierarchical multiple regression shows that performance expectations and ease of use have positive relationships towards acceptance of e-HRM technologies. In addition, this research provides some practical implications to guide HR professionals on the implementation of e-HRM systems.

The Benefits of Using Technology in Human Resource Management

2010 ◽  
pp. 1566-1573
Author(s):  
Emma Parry
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Customer Service ◽  
Case Study Research ◽  
Business Case ◽  
Line Managers ◽  
Use Of Technology ◽  
Strategic Role ◽  
Hr Function

The use of technology within human resource management has grown considerably over the last decade with the majority of organizations now using some form of HR information system (HRIS). For instance, in Europe, Watson-Wyatt (2002) found that 70% of the organizations surveyed used the Internet or Intranet to deliver HR services to employees with most respondents planning to enhance substantially their e-HR capabilities over the two years after the survey. In the UK alone, survey research by the Chartered Institute of Personnel and Development in 2005 showed that 77% of organizations used an HRIS. Research from Cranfield School of Management in 2003 found an even higher proportion of companies using HRIS at 82%. An HRIS can perform a number of functions from the simple storage and communication of information, to more complex transactions. As technology advances, the range of functions that an HRIS can undertake increases. The use of HRIS can provide a number of benefits to the HR function, line managers, and the wider organization. On one level, the use of technology has been shown to lead to faster, more accurate and more efficient processes, and reduced HR costs. Technology can also be used to provide HR information and to enable managers and employees to perform simple HR tasks themselves. On another level, the use of HRIS to reduce the administrative and transactional burden on the HR function can lead to a change in the structure of HR and allow the function to play a more strategic role in the organization. The reasons behind an organization’s introduction of an HRIS may vary considerably from the need to facilitate efficient processes or cut costs, to improve communication and customer service, or the desire to create a shift in the role of the HR function from one that is mainly administrative to one that is more strategic. This chapter will discuss the potential impacts of technology on HRM in terms of the possible rationale behind the introduction of an HRIS. The chapter will draw on the past literature on HRIS as well as on case study research conducted by the author in conjunction with the Chartered Institute of Personnel and Development (Parry, Tyson, Selbie, & Leighton, 2006) to examine the possible components of a business case for HRIS and the benefits that such systems can potentially offer to an organization.

The Benefits of Using Technology in Human Resource Management

2010 ◽  
pp. 522-529
Author(s):  
Emma Parry
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Customer Service ◽  
Case Study Research ◽  
Business Case ◽  
Line Managers ◽  
Use Of Technology ◽  
Strategic Role ◽  
Hr Function

The use of technology within human resource management has grown considerably over the last decade with the majority of organizations now using some form of HR information system (HRIS). For instance, in Europe, Watson-Wyatt (2002) found that 70% of the organizations surveyed used the Internet or Intranet to deliver HR services to employees with most respondents planning to enhance substantially their e-HR capabilities over the two years after the survey. In the UK alone, survey research by the Chartered Institute of Personnel and Development in 2005 showed that 77% of organizations used an HRIS. Research from Cranfield School of Management in 2003 found an even higher proportion of companies using HRIS at 82%. An HRIS can perform a number of functions from the simple storage and communication of information, to more complex transactions. As technology advances, the range of functions that an HRIS can undertake increases. The use of HRIS can provide a number of benefits to the HR function, line managers, and the wider organization. On one level, the use of technology has been shown to lead to faster, more accurate and more efficient processes, and reduced HR costs. Technology can also be used to provide HR information and to enable managers and employees to perform simple HR tasks themselves. On another level, the use of HRIS to reduce the administrative and transactional burden on the HR function can lead to a change in the structure of HR and allow the function to play a more strategic role in the organization. The reasons behind an organization’s introduction of an HRIS may vary considerably from the need to facilitate efficient processes or cut costs, to improve communication and customer service, or the desire to create a shift in the role of the HR function from one that is mainly administrative to one that is more strategic. This chapter will discuss the potential impacts of technology on HRM in terms of the possible rationale behind the introduction of an HRIS. The chapter will draw on the past literature on HRIS as well as on case study research conducted by the author in conjunction with the Chartered Institute of Personnel and Development (Parry, Tyson, Selbie, & Leighton, 2006) to examine the possible components of a business case for HRIS and the benefits that such systems can potentially offer to an organization.

scholarly journals Application of information technologies in LR ministeries Personnel management departments

2014 ◽  
Vol 36 (4) ◽  
pp. 746-754
Author(s):  
Alvydas Baležentis ◽  
Gintarė Paražinskaitė
Keyword(s):  
Information Technology ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
Information Technologies ◽  
Driving Forces ◽  
New Technology ◽  
Ease Of Use ◽  
Research Application

Public welfare, power, and knowledge is determined by ability to organize society, and make benefit from new technology solutions, mainly – digital communication. Therefore, there is a demand for holistic analysis of human resource management and information technology, to know the needs of users, possibilities of information technology and results of their application. The goal of this study – to research application of information technologies in the LR Ministries‘ Personnel Management Departments. The study was conducted using methods of scientific literature analysis and experts evaluation. The study provides an overview of the evaluations of experts from thirteen LR ministries. According to the latter was discovered demand for further technologization of human resource management activities. But the quality is rather guaranteed by matching the needs, reduction of duplication of functions and activities, ease of use, and similar issues. That is mainly determined by balance of restraining and driving forces, increased number of the latter.

Persistent innovation and the role of human resource management practices, work organization, and strategy

2016 ◽  
Vol 23 (3) ◽  
pp. 456-471 ◽  
Author(s):  
James Chowhan ◽  
Fred Pries ◽  
Sara Mann
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Work Organization ◽  
Performance Outcomes ◽  
Highly Qualified ◽  
Theoretical Contribution ◽  
Use Of Technology ◽  
Human Resource Management Practices

AbstractThis study makes a theoretical contribution by taking a persistent characteristics approach to explore the relationship between human resource management practices and innovation outcomes at the workplace-level. Innovators are categorized by the degree to which they are successful at achieving new product/processes and/or improved product/processes outcomes year over year. The human resource management practices explored include the use of highly qualified personnel, and skill-enhancing, motivation-enhancing, and opportunity-enhancing sub-bundles of practices. Further, work organization practices are also explored including integration and collaboration, introduction of organizational changes, and the use of technology. The findings indicate workplaces that set strategic goals related to innovation, that motivate their employees, that create opportunity for their employees to act, and that make greater use of technology tend to be more persistent innovators. These findings can contribute to the development of government policy, which seeks to improve innovation performance outcomes.

The Benefits of Using Technology in Human Resource Management

2009 ◽  
pp. 110-116 ◽  
Author(s):  
Emma Parry
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Customer Service ◽  
Case Study Research ◽  
Business Case ◽  
Line Managers ◽  
Use Of Technology ◽  
Strategic Role ◽  
Hr Function

The use of technology within human resource management has grown considerably over the last decade with the majority of organizations now using some form of HR information system (HRIS). For instance, in Europe, Watson-Wyatt (2002) found that 70% of the organizations surveyed used the Internet or Intranet to deliver HR services to employees with most respondents planning to enhance substantially their e-HR capabilities over the two years after the survey. In the UK alone, survey research by the Chartered Institute of Personnel and Development in 2005 showed that 77% of organizations used an HRIS. Research from Cranfield School of Management in 2003 found an even higher proportion of companies using HRIS at 82%. An HRIS can perform a number of functions from the simple storage and communication of information, to more complex transactions. As technology advances, the range of functions that an HRIS can undertake increases. The use of HRIS can provide a number of benefits to the HR function, line managers, and the wider organization. On one level, the use of technology has been shown to lead to faster, more accurate and more efficient processes, and reduced HR costs. Technology can also be used to provide HR information and to enable managers and employees to perform simple HR tasks themselves. On another level, the use of HRIS to reduce the administrative and transactional burden on the HR function can lead to a change in the structure of HR and allow the function to play a more strategic role in the organization. The reasons behind an organization’s introduction of an HRIS may vary considerably from the need to facilitate efficient processes or cut costs, to improve communication and customer service, or the desire to create a shift in the role of the HR function from one that is mainly administrative to one that is more strategic. This chapter will discuss the potential impacts of technology on HRM in terms of the possible rationale behind the introduction of an HRIS. The chapter will draw on the past literature on HRIS as well as on case study research conducted by the author in conjunction with the Chartered Institute of Personnel and Development (Parry, Tyson, Selbie, & Leighton, 2006) to examine the possible components of a business case for HRIS and the benefits that such systems can potentially offer to an organization.

scholarly journals User Satisfaction Of Human Resource Management System In Rural Area

2019 ◽  
Vol 8 (5C) ◽  
pp. 73-79
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
User Satisfaction ◽  
Management System ◽  
Health Department ◽  
Ease Of Use ◽  
Future Research ◽  
Human Resource Management System ◽  
Resource Management System

The present study analyses user satisfaction of the Human Resource Management System (HRMIS 2.0) in the health department of Kelantan state through quantitative research method. This helps in determining the department’s level of adoption and acceptance of technology. Therefore, about 212 employees of the health department of Kelantan were surveyed. The survey results showed that even if the perceived ease of use is 59.6%, the satisfaction of HRMIS is 66.2%. This implies that the users in rural areas use the HRMIS system for daily work routine only. The study discusses the implications, limitation and suggestions for future research suggestions.

scholarly journals The Determinants of Employee Attitude towards e-HRM–A Study of Engineering Company in Malaysia

2015 ◽  
Vol 7 (4) ◽  
pp. 117-121
Author(s):  
Muhamad Khalil Omar ◽  
Azzarina Zakaria . ◽  
Badrul Azmier Mohamed .
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Positive Attitude ◽  
Ease Of Use ◽  
Perceived Usefulness ◽  
Survey Method ◽  
Perceived Ease Of Use ◽  
Engineering Company ◽  
Employee Attitude

Electronic Human Resource Management (e-HRM) is “…the application of information technology for both networking and supporting at least at least two individual or collective actors in their shared performing of HR activities” (Strohmeir, 2007). Using a survey method, this study reports the determinant of employee attitude towards e-HRM in an engineering company in Malaysia. There are basically two major independent variables i.e. perceived usefulness and perceived ease of use. The overall results show that the employees had significantly positive attitude towards e-HRM as they perceived that the system is useful and easy to use. Data shows that they intend to use e-HRM and predict that they would use e-HRM in future. The findings of this research provide valuable insights for the management to create a positive attitude towards technological interventions especially in assisting human resource management. Hence, a company should enhance the employees’ understanding of the system through a proper and thorough training so that they will perceive the system as useful and easy to use.

scholarly journals COVID-19 and People Management: The View of Human Resource Managers

2021 ◽  
Vol 11 (3) ◽  
pp. 69
Author(s):  
Sónia P. Gonçalves ◽  
Joana Vieira dos Santos ◽  
Isabel S. Silva ◽  
Ana Veloso ◽  
Catarina Brandão ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Work Organization ◽  
Human Resource Managers ◽  
Use Of Technology ◽  
Resource Managers ◽  
The Future ◽  
Recruitment And Selection

COVID-19 has brought an unexpected need for change within organizations, particularly regarding human resource management. The nature of this global crisis has meant that these processes remain under-systematized. The aim of this study, which uses an exploratory design and mixed-methods analysis, is to contribute to describing the changes in human resource management practices and processes that resulted from this pandemic and to present the outlook of human resource managers for the future. One hundred and thirty-six Portuguese companies participated in the study, with the answers provided by their human resource managers. Results show that the main changes have occurred in the processes of work and safety, training, work organization, recruitment and selection, induction and onboarding, and communication. The profiles that emerged showed an association between the level of change and size of the organization. There was an increase in the use of teleworking and layoffs, and a positive assessment of the organizations’ level of preparation and adaptation to this crisis. Human resource managers reported that the most evident changes in the future will be associated with the use of technology, teleworking, and work organization. These findings are of the upmost importance, as human resource managers are essential pillars in the adjustment of the organizations to this pandemic situation.

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