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E-Government and E-HRM in the Public Sector
Abstract
From the Clinton-Gore attempts to “reinvent government” to public reform laws enacted worldwide, it is apparent that governments are responding to calls for improved public sector performance and accountability to citizens (Farazmand, 2004). Within these efforts, the introduction of electronic government (e-government), that is, the Web-based provision of information and services to government stakeholders (Lee, Tan, & Trimi, 2005), is among the most noteworthy. Under the e-government umbrella, e-human resources management (e-HRM), meaning the Web-based management of the employer-employee relationship (Ruël, Bondarouk, & Looise, 2004), is increasingly seen as conducive to enhanced government functioning. The goal of this article is to discuss governments’ use of e-HRM as a means of improving overall public sector performance. Technology and the strategic management of employees can contribute to firm performance and thus highlight the potential usefulness of e-HRM to the public sector. Following a brief overview of e-government, this article defines e-HRM, outlines its advantages, describes the experiences of select countries, and outlines a few challenges surrounding implementation. The article concludes with speculation on future trends.
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