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... be in part dependent on the design and implementation of the eHRM system itself and upon the thorough training of users of the system. This supports previous work on technology acceptance generally (=-=Davis, 1989-=-). Our research also showed that it is essential that managers and employees are fully engaged with the use of e-HRM. These findings go some way to explain blockages in the path between the broad goal...

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...literature is the tendency not to see improvements to the HR process (discussed here as improvements in efficiency or service delivery) as having a strategic value. Strategy is frequently “emergent” (=-=Mintzberg and Waters, 1985-=-) and follows stages of logical incrementalism, a situation where the speed of management processes is important for rapid response to new realities (Quinn, 2003). In this interpretation of strategy, ...

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... frequently “emergent” (Mintzberg and Waters, 1985) and follows stages of logical incrementalism, a situation where the speed of management processes is important for rapid response to new realities (=-=Quinn, 2003-=-). In this interpretation of strategy, the efficiency and effectiveness of management processes are as important as any other strategic objective. There is also some evidence that multiple processes o...

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...perienced by organisations as a result of the introduction of e-HRM? 3. What factors affect the realisation of stated goals for e-HRM? Methodology As HRM is a highly organisational specific activity (=-=Jackson and Schuler, 1995-=-; Tyson, 1995), we have adopted a qualitative case study methodology in ten organisations. While it was not possible to be fully representative of the population of organisations through ten case stud...

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... goals focus on freeing up time for HR professionals to address more strategic issues and 5can be seen as sub-goals of the overall goal of the HR function to meet the strategic needs of the business (=-=Ulrich, 1997-=-; Paauwe, 2004). Lepak and Snell (1998) posited that IT might have operational, relational and transformational effects on HR. Empirical evidence for the achievement of these goals is rare, although s...

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...ls have traditionally been broken down into three types: being cost effective; improving services for internal customers; and addressing the strategic objectives of the business (Martin et al., 2008; =-=Lepak and Snell, 1998-=-). Ruel, Bondarouk and Looise (2004) added a fourth goal for e-HRM; to improve the global orientation of HRM. Martin et al. (2008) suggested that the drivers of e-HRM are to assist in the achievement ...

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...Empirical research has supported the existence of efficiency gains through e-HRM, by reducing HR staff, increasing the speed of processes, reducing costs and releasing staff from administrative work (=-=Strohmeier, 2007-=-; Ruta, 2005; Ruel, et al. 2004). Indeed, Ruel et al. (2004) found that the most common outcomes of e6HRM were a reduction of costs and of the administrative burden on HR practitioners, although these...

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...ficiency objectives, maybe because these had not yet been assessed. Service delivery improvements were generally achieved, supporting improved effectiveness of the HR function as an outcome of e-HRM (=-=Gardner et al., 2003-=-; Bondarouk et al., 2009; Payne et al., 2009). Marks and Spencer 19 aimed to improve the performance information available but had not at this stage achieved this outcome. Interestingly, both IBM and ...

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...ations claimed a transformational impact of e-HRM as an unintended outcome of its introduction. This provides some support for previous work suggesting a strategic impact of e-HRM (Ruel et al., 2004; =-=Olivas-Lujan et al., 2007-=-; Parry, forthcoming). It should be noted however that a more “strategic orientation” as defined by our interviewees may not necessarily mean an increased involvement in implementing business strategy...

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... has supported the existence of efficiency gains through e-HRM, by reducing HR staff, increasing the speed of processes, reducing costs and releasing staff from administrative work (Strohmeier, 2007; =-=Ruta, 2005-=-; Ruel, et al. 2004). Indeed, Ruel et al. (2004) found that the most common outcomes of e6HRM were a reduction of costs and of the administrative burden on HR practitioners, although these outcomes we...

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...ciency and facilitate a shift in HR role to a more strategic level. The growing literature on this topic has discussed a range of broad goals for e-HRM introduction (Ruel, Bondarouk and Looise, 2004; =-=Marler, 2009-=-), including cost and efficiency savings, strategic aims and improvements in client services. However, few scholars have examined empirically whether organisations are achieving their goals through th...

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...ot yet been assessed. Service delivery improvements were generally achieved, supporting improved effectiveness of the HR function as an outcome of e-HRM (Gardner et al., 2003; Bondarouk et al., 2009; =-=Payne et al., 2009-=-). Marks and Spencer 19 aimed to improve the performance information available but had not at this stage achieved this outcome. Interestingly, both IBM and Nortel showed evidence of the improved servi...

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...ave listed five possible goals for e-HRM - efficiency, service delivery, strategic orientation, manager empowerment and standardisation. Scholars have agreed that e-HRM leads to considerable changes (=-=Gueutal and Stone, 2005-=-; Strohmeier and Kabst, 2009) but have rarely examined the outcomes of e-HRM compared to the initial goals for e-HRM introduction. We might presume that e-HRM systems, developed for efficiency gains, ...

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...d effectiveness of management processes are as important as any other strategic objective. There is also some evidence that multiple processes of strategy creation help organisations to perform well (=-=Hart and Banbury, 1994-=-). Ruel et al.’s (2004) empirical study suggested a fourth goal of e-HRM: to improve the global orientation of the firm through the standardisation of HR processes. By “global 8orientation”, Ruel et a...

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...goals for e-HRM - efficiency, service delivery, strategic orientation, manager empowerment and standardisation. Scholars have agreed that e-HRM leads to considerable changes (Gueutal and Stone, 2005; =-=Strohmeier and Kabst, 2009-=-) but have rarely examined the outcomes of e-HRM compared to the initial goals for e-HRM introduction. We might presume that e-HRM systems, developed for efficiency gains, for improvements in service ...

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...aybe because these had not yet been assessed. Service delivery improvements were generally achieved, supporting improved effectiveness of the HR function as an outcome of e-HRM (Gardner et al., 2003; =-=Bondarouk et al., 2009-=-; Payne et al., 2009). Marks and Spencer 19 aimed to improve the performance information available but had not at this stage achieved this outcome. Interestingly, both IBM and Nortel showed evidence o...

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...as a result of the introduction of e-HRM? 3. What factors affect the realisation of stated goals for e-HRM? Methodology As HRM is a highly organisational specific activity (Jackson and Schuler, 1995; =-=Tyson, 1995-=-), we have adopted a qualitative case study methodology in ten organisations. While it was not possible to be fully representative of the population of organisations through ten case studies, we have ...

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...activities such as performance management. Another limitation could be that our case studies covered mostly larger organisations. The impact of e-HRM may be particularly great in large organisations (=-=Ball, 2001-=-), where the number of employees is such that the automation of processes is cost effective. Further research into the impact of e-HRM in smaller organisations is needed. Although we cannot claim our ...

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...asurement of management processes is difficult. One of the benefits of eHRM systems is that, when designing systems, attempts to codify and describe management processes are likely to have been made (=-=Tyson and Selbie, 2004-=-). Where costs could be attributed to the processes in managing people, these could be identified and measured. In a number of our case study organisations it was somewhat difficult to assess the magn...

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...for giving their time. 3Introduction The use of e-HRM has increased greatly over recent years with most large organisations now using technology to some extent in their management of human resources (=-=CIPD, 2005-=-). E-HRM may improve efficiency and facilitate a shift in HR role to a more strategic level. The growing literature on this topic has discussed a range of broad goals for e-HRM introduction (Ruel, Bon...

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...ategic orientation” as defined by our interviewees may not necessarily mean an increased involvement in implementing business strategy, as described by the SHRM literature (Wright and MacMahon, 1992; =-=Martin-Alcazar et al., 2005-=-). While many of our case study organisations were providing a better service to their internal customers and reducing headcount, there was little evidence that they were actually contributing more to...