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A Contingency Perspective on the Implementation of E Performance Management
Abstract
A lot has been done in the research into information technologies for HR purposes. Beginning in the 1960- s, personnel management was an early candidate for office automation in payroll, benefits administration, and employee records holding (Ball, 2001). Typically, this information was stored in flat databases being interrogated via simple searching of key words. Growth in strategically focused HRM produced demands for information and communication developments in human resource information systems (HRIS). Growth in strategically focused HRM produced demands for information and communication developments in e-HRM. Empirical reports since then have indicated that the use of e-HRM has become more confident although still mainly for administrative purposes, and that e-HRM projects mainly remained technology-driven events, with the focus on the growing sophistication of information technology. As a result, in the first years in this field, e-HRM was subject to high failure rates and, today, the situation is little better (Bondarouk & Ruël, 2007; Keebler & Rhodes, 2002): While there have been periods during the last thirty years when human resource information systems have been more successful in the industry eye, there is no reason to think that it has become less serious. (Bondarouk & Rüel, 2007) The purpose of this article is to contribute to the discussion on the implementation of e-HRM in organizations by developing a contingency framework of what the organizational conditions are likely to support the process of adoption of one specific e-HRM application, e-performance management.
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