Hazel Williams

Effecting HRM‐style practices through an integrated human resource information system: An e‐greenfield site?

In examining attempts to move towards HRM‐style practices in organisations, the term “greenfield” helps to conceptualise the break with existing employee relations practices, either on new or on existing sites, or to undertake a philosophical break with the past. Focuses on one stimulus to such transformational change – the development of human resource information systems (HRIS) as an opportunity structure that can enable a break with the past. Considers a case study of a large company implementing an HRIS integrated with other functional systems, to examine whether an e‐greenfield site exists. This is defined as a break with the past in the design and use of a computerised HRIS at either new or old organisational locations, to facilitate a greenfield HR philosophy and enable a more strategic role for HR specialists.

Tipping the scales: ambidexterity practices on e-HRM projects

Purpose – The purpose of this paper is to examine and conceptualise the ways in which a balance can be achieved between optimising the efficiency and effectiveness of electronic human resource management (e-HRM) systems for human resource management (HRM) and enabling innovation to occur during the system implementation. Design/methodology/approach – An interpretive case study of a UK local authority e-HRM system implementation is examined using the notion of ambidexterity as an analytical device. Ambidexterity relates to how an organisation develops the ability to operate efficiently in the now, while at the same time being able to adapt to environmental changes around and ahead of them in order to grow into the future. Findings – As an intra-organisational capability, ambidexterity is found to derive from the simultaneous interplay and balancing of dual capabilities: exploitation and exploration. e-HRM exploitation concerned the capability to generate new knowledge with innovatory effects, created throu...