Attitude towards E‐HRM: an empirical study at Philips
| Published date | 25 September 2007 |
| DOI | https://doi.org/10.1108/00483480710822418 |
| Date | 25 September 2007 |
| Pages | 887-902 |
| Author | M. Voermans,M. van Veldhoven |
| Subject Matter | HR & organizational behaviour |
Attitude towards E-HRM:
an empirical study at Philips
M. Voermans
Philips International, Corporate HR, Tilburg, The Netherlands, and
M. van Veldhoven
Tilburg University, Department of Human Resource Studies,
Tilburg, The Netherlands
Abstract
Purpose – The purpose of this paper is to present a research project on attitude towards electronic
human resource management (E-HRM). A research model was formulated, based on two theories from
complementary research areas: Davis’ technology acceptance model and Ulrich’s model on HR roles.
Design/methodology/approach – The study used an online questionnaire, in which 99 managers
and 257 employees within Philips (Electronics) Netherlands participated. Managers and employees
answered questions as to their previous experiences with regard to IT systems in general, their
preferred HR roles, and their attitude towards E-HRM systems.
Findings – Differences in perceived usability of current IT systems, as well as the preferred HR roles
strategic partner (high preference) and employee champion (low preference), were related to a positive
attitude towards E-HRM systems. For managers, user support was also found to be a predictor of a
positive attitude towards E-HRM.
Originality/value – This research suggests a multi-factorial framework that can help organizations
in understanding and solving difficulties of implementation with E-HRM systems, as far as attitude
towards these systems is concerned.
Keywords Human resourcemanagement, Electronicmedia, Organizational design, Employeeattitudes
Paper type Research paper
Introduction
Nowadays, companies seek possibilities to run HR operations more efficiently. The
combination of theneed to work more efficiently on the one hand andthe possibilities of
current information and communication technology on the other, have resulted in the
swift development of electronic HR systems (Stanton and Coovert, 2004; Fletcher, 2005).
The introductionof E-HRM is expected to facilitate a moreefficient and strategic way of
working for HR professionals (Gardner et al., 2003; Shrivastava and Shaw, 2003).
E-HRM could be narrowly defined as the administrative support of the HR function
in organizations by using internet technology. However, this definition only includes
the technology factor in E-HRM. In this article we also address the change in content
and positioning of the HR function that runs parallel to the introduction of E-HRM
technology. A multi-factorial framework for studying E-HRM is preferred, that
includes multiple factors like: new technology, organization and work design,
organizational context, and HRM strategy and policy. We will not elaborate such a
framework further here. See Hempel (2004) and Rue
¨let al. (2004) for examples.
Reception and assimilation by employees is considered to be an important factor
when implementing E-HRM. The ability to cope with changes in the HR function and
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Attitude towards
E-HRM
887
Received January 2006
Revised September 2006
Accepted October 2006
Personnel Review
Vol. 36 No. 6, 2007
pp. 887-902
qEmerald Group Publishing Limited
0048-3486
DOI 10.1108/00483480710822418
the support that is provided to employees during E-HRM implementation is also
deemed essential (Haines and Petit, 1997; Fisher and Howell, 2004; Ruta, 2004; Rue
¨l
et al., 2004). However, there is little empirical knowledge on concurrent employee
attitude during E-HRM implementation.
Furthermore, changes in the role that HR fulfills in the organization and the
implementation of E-HRM are related to each other, and should not be considered
separately (Gardner et al., 2003; Fletcher, 2005). The implementation of E-HRM should
fit well with strategic organizational needs regarding personnel in general and HR
redesign in specific. Little is known about this fit, however. In relation to this point, the
possible perception of E-HRM as an attempt by the strategic level within the
organization to offload operational HR work onto employees respectively managers
should be taken into account when analyzing acceptance of E-HRM systems.
This article describes a study that measures the attitude employees have towards
E-HRM systems and tries to gather insight in how this attitude is formed. We base our
study on two theories from complementary areas. The first theory that we use as a
starting point is the Technology Acceptance Model. This model presents a theory of
the acceptance and attitude towards IT systems in general. The second theory is a
model of the role of the HR function in the organization. Such a model can be used to
describe the role actually played by HR within the organization, but also the role as
preferred for HR by different stakeholders like executives, line managers, shop-floor
employees, or union representatives. In this study we measure this HR role-preference,
using Ulrich’s (1997) model of HR roles as a starting point. Both models are now
introduced briefly.
Technology acceptance model
The Technology Acceptance Model (TAM) is an accepted framework in the research
literature on human aspects of technological innovations (Figure 1). The central
relationship in this model describes attitudes that are highly influential in the
acceptance of new technology. The experienced ease of use and the experienced
usability are considered central in explaining the likelihood of future system use. The
model is derived from the theory of reasoned action (Fisher and Howell, 2004). The
purpose of the model is to achieve better insight in processes and outcomes of
information technology (IT) implementations (Davis, 1989). Although the TAM model
has been criticized over the years and slight adjustments have been suggested (Legris
et al., 2003), the crux is still accepted as highly relevant.
In the TAM model we find two mutually related factors that form the basis for the
attitude towards IT: experienced ease of use and experienced usability. In this article
Figure 1.
Technology acceptance
model
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