IRMA-International.org: Creator of Knowledge
Information Resources Management Association
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
View Sample PDF
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

Purchase

View E-Resourcing as an Effective Function of E-HRM Performance Linkage Models on the publisher's website for pricing and purchasing information.

Abstract

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.

Related Content

Robert G. Hamlin. © 2019. 29 pages.
Robert G. Hamlin, Darlene F. Russ-Eft. © 2019. 22 pages.
Wouter ten Have, Ernst Graamans, Steven ten Have. © 2019. 24 pages.
Karen E. Watkins, Victoria J. Marsick, Ilene Wasserman. © 2019. 17 pages.
Joan Ernst van Aken. © 2019. 18 pages.
Robert Garvey. © 2019. 29 pages.
Maria Cseh, Beatriz Coningham. © 2019. 15 pages.
Body Bottom