Martin, G., and Reddington, M. (2010) Theorising the links between e-HR and strategic HRM: a model, case illustration and reflections. International Journal of Human Resource Management, 21 (10). pp. 1553-1574. ISSN 0958-5192 (doi:10.1080/09585192.2010.500483)
Full text not currently available from Enlighten.
In this paper we develop a model of e-human resources (e-HR) focusing on the relationship between HR strategy, e-HR goals and architectures, and positive and negative e-HR outcomes. This relationship is moderated by a number of key factors, including the organization and resources of the HR function, the absorptive capacity of HR, the skills and preferred styles of HR professionals, the levels of technology acceptance among employees and line managers and the models of change used in implementing e-HR programs. We illustrate certain features of this model using data from a case study of a leading international oilfield services provider. These data provide a partial confirmation of the model's validity but show the need for a more dynamic understanding of the links between e-HR variables and the importance of context in explaining differences between line managers' acceptance of e-HR.
|Glasgow Author(s):||Reddington, Mr Martin and Martin, Prof Graeme|
|Authors:||Martin, G., and Reddington, M.|
|Subjects:||H Social Sciences > H Social Sciences (General)|
|College/School:||College of Social Sciences > Adam Smith Business School > Management|
|Journal Name:||International Journal of Human Resource Management|
|Publisher:||Taylor and Francis|
|Published Online:||8 September 2010|