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Advancing the Concepts & Practices of Information Resources Management in Modern Organizations

E-Resourcing as an Effective Function of E-HRM Performance Linkage Models

E-Resourcing as an Effective Function of E-HRM Performance Linkage Models
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Author(s): Anastasia A. Katou (University of Macedonia, Greece)
Copyright: 2009
Pages: 10
Source title: Encyclopedia of Human Resources Information Systems: Challenges in e-HRM
Source Author(s)/Editor(s): Teresa Torres-Coronas (Universitat Rovira i Virgili, Spain) and Mario Arias-Oliva (Universitat Rovira i Virgili, Catalonia, Spain)
DOI: 10.4018/978-1-59904-883-3.ch054


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Although many studies, such as Ball (2001), Chapman and Webster (2003), and West and Berman (2001) have shown how e-recruiting and e-selection, e-reward and e-relations, and e-training and e-development can be used at an human resource management (HRM) resourcing, administrative, or learning-level, respectively, the formulation of e-HRM strategies relating HRM policies with business performance have been largely neglected (Lengnick-Hall & Moritz, 2003). The major contributing factor to this negligence may be the difficulty in developing a framework that distinguishes between context, configuration, and consequences of e-HRM, due to the fact that e-HRM is functioning at different but complex and interrelated levels (Strohmeier, 2007). In this article, the inclusion of e-resourcing, and more specifically e-recruiting and e-selection, in an HRM-performance linkage model is presented. Considering that the initial intention of the development of HRM-performance linkage models was not to serve e-HRM, the scope of this article is to adapt an HRM-performance linkage model to e-HRM. To do this, an integrative framework for understanding the link between Human Resource Management and Business Performance is presented and then the integration of e-resourcing in this framework is proposed, providing thus new knowledge on effective e-HRM performance linkage models.

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