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The role of electronic human resource management in diverse workforce efficiency

Published on 2019in Sa Journal of Human Resource Management
· DOI :10.4102/sajhrm.v17i0.1118
Tonja Blom (NWU: North-West University), Yvonne du Plessis7
Estimated H-index: 7
(NWU: North-West University),
Hamid H. Kazeroony (Walden University)
Abstract
Orientation: Diversity management, focusing on developing and appreciating diverse ideas and building relations among diverse employees, and new electronic human resource management (e-HRM) approaches to employees, often leave employees feeling disrespected and indignant. Thus, instead of human resource practitioners, harnessing the strategic role of e-HRM towards value creation for people and organisation, e-HRM has taken a dehumanising turn. Research purpose: This research questioned how technological changes affecting e-HRM could optimise and enable diversity. Motivation for the study: Current literature does not adequately address this e-HRM dilemma impacting on HRM. Research approach/design and method: A qualitative exploratory case study was used to determine how and to what extent the application of e-HRM technology implementation impacted on diversity management. The human niche and ecological model theories help explain the nature of employees’ interactional relationships and coping mechanisms when intervening factors such as e-HRM are introduced respectively. Main findings: The research revealed disconnectedness between e-HRM, individuals and groups, affecting efficiency. Further research is required to improve humanistic approaches for e-HRM implementations. Practical/managerial implications: Application of human niche theory may guide a more participative approach from the onset. Leaders and managers who follow a pure transactional approach may fuel employee isolationism and hamper diversity management through technology in e-HRM. Contribution/value-add: Our findings provide insight into the unintended consequences of diversity. We indicated how e-HRM systems can lead to relational breakdown in a developing country context. Technology should be integrated in managing diversity, and not just focused on operational efficiencies.
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#1Tanya Bondarouk (UT: University of Twente)H-Index: 16
#2Emma Parry (Cranfield University)H-Index: 15
Last.Elfi Furtmueller (University of Innsbruck)H-Index: 7
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#1Dianna L. Stone (VT: Virginia Tech)H-Index: 26
#2Diana L. Deadrick (ODU: Old Dominion University)H-Index: 9
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#2Zinta S. Byrne (CSU: Colorado State University)H-Index: 20
Last.Thomas M. Cavanagh (Dominican University of California)H-Index: 3
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