Huub Ruel

E-HRM Usage and Value Creation : Does a Facilitating Context Matter?

Electronic Human Resource Management (e-HRM) is assumed to be a driving force behind HRM value creation. However, the issue remains of whether empirical evidence supports this assumption. Moreover, is the relationship straightforward and direct or is it conditional, and do contextual factors intervene? This paper presents a study on this issue. Data was collected through a survey conducted in three international firms using e-HRM applications. The findings suggest that e-HRM usage in line with the systems intended purpose and the contextual factors facilitating e-HRM usage are positively related to HRM value creation. Facilitating contextual factors are positively related to HRM value creation as well, but they also moderate the relationship between e-HRM usage and HRM value creation. However, this moderation is the opposite to what was hypothesized: if the facilitating contextual factors are high, then the relationship between e-HRM usage and HRM value creation is weaker. This finding needs further investigation to clarify the intervening role of contextual factors.Electronic Human Resource Management (e-HRM) is assumed to be a driving force behind HRM value creation. However, the issue remains of whether empirical evidence supports this assumption. Moreover, is the relationship straightforward and direct or is it conditional, and do contextual factors intervene? This paper presents a study on this issue. Data was collected through a survey conducted in three international firms using e-HRM applications. The findings suggest that e-HRM usage in line with the system’s intended purpose and the contextual factors facilitating e-HRM usage are positively related to HRM value creation. Facilitating contextual factors are positively related to HRM value creation as well, but they also moderate the relationship between e-HRM usage and HRM value creation. However, this moderation is the opposite to what was hypothesized: if the facilitating contextual factors are high, then the relationship between e-HRM usage and HRM value creation is weaker. This finding needs further investigation to clarify the intervening role of contextual factors.

Electronic HRM in theory and practice

Organizations have increasingly been introducing web-based applications for HRM purposes, and these are frequently labeled as electronic Human Resource Management

Service-Quality Criteria of Web Recruiters: A Content Analysis

Despite the widespread use of ICT systems in erecruiting services, there is little research on how recruiters judge the quality of different e-recruiting services. We explore, from the recruiters’ perspective, staffing quality improvements and limitations since beginning to use e-recruiting services, the most frequent requests emailed by recruiters to an external e-recruiting service, and the criteria recruiters associate with high e-service quality and how e-service quality can be enhanced. We interviewed 73 recruiters and content-analyzed a large data set of e-mail communications between recruiters and service personnel of an e-recruiting portal for university graduates. Surprisingly, recruiters judge the quality of e-recruiting services primarily by the quantity and not necessarily on the quality of applications, high number of visits to the website, clicks on published job ads, page impressions, successful placements, the size of the applicant pool, and the quality of cooperation with other media channels so as to reach more applicants.

Usability Study on Dutch e-Recruting Services: Limitations and Possibilities from the Applicants' Perspective

research, applicants perceived expectations, limitations and service improvements concerning two Dutch e-Recruiting services (Monsterboard.nl and Vacant.nl) are investigated. Data from interviews and video tapes have been analysed. The main perceived limitation in regard to e-Recruiting sites is the lack of personal communication and contact. The majority of usability problems stem from layout issues (Monsterboard.nl), search functionality (Vacant.nl) and lack of information (both). Users foremost desire better search and matching functions and the inclusion of personal elements into e-Recruiting service offerings. Keywords-Recruiting, Usability Study, Service Innovation, Applicant

Organizational Climate for Innovation Implementation and ICT Appropriation : Exploring the Relationship through Discourse Analysis

In this paper we explore the relationship between the organizational climate for innovation and ICT implementation success, defined as the stage in which end-users highly appropriate the newly implemented ICT. This exploration is guided by the question: how are organizational climate for innovation implementation and end-user appropriation of ICT related? We carried out a longitudinal case study in a hospital where new ICT had been implemented. We analyzed the organizational climate for innovation and end-user appropriation by means of discourse analysis. This led to the conclusion the relationship between organizational climate and end-user appropriation needs to be redefined.

Des travaux récents montrent que le type de hiérarchie et les politiques RH pourraient influencer les usages des logiciels collaboratifs

Le premier travail prevu dans le cadre du projet Use.Org consistait a realiser une synthese pluridisciplinaire de la litterature. Dans un premier temps, nous avons synthetise la litterature existante en SI sur les usages des outils collaboratifs. Ensuite, nous avons enrichi cette analyse en l’articulant avec des travaux issus des RH

Conclusions et perspectives "Développer les usages des logiciels collaboratifs "

Au-dela des resultats que nous venons de presenter, nous pouvons revenir ici sur quelques points forts, bases a la fois sur la litterature et sur les onze etudes de cas.

Méthodologie et présentation des 11 études de cas

Apres avoir justifie notre choix de la methodologie d’etudes de cas multiples (21.), nous presenterons LiveLink, la technologie collaborative que nous avons selectionnee (22.), puis les 11 entreprises que nous avons etudiees (23.).