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How strategic considerations influence decision making on e-HRM applications

机译：战略考量如何影响电子人力资源管理应用程序的决策

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摘要

Although numerous studies indicate that the added value of human resource management is strongest when HRM decisions are linked to the organizational strategy, practical knowledge about how strategic considerations influence decision-making processes relating to e-HRM is limited. Therefore, the purpose of this study is (1) to examine in three case studies how strategic considerations influence the decision-making process around the introduction of e-HRM applications, (2) to present propositions for further research, and (3) to offer recommendations on how to better include strategic considerations in the decision-making process. Three in-depth case studies of companies' e-HRM implementation were performed using a model on e-HRM strategy formulation (Marler, 2009). The case studies reveal that when specific business drivers are absent from the decision-making process, the main role of e-HRM becomes to provide an infrastructure with a focus on preventing dissatisfaction. In order for e-HRM to be used in a more strategic way, business and HRM should be aligned. Based on the findings, we offer research propositions for academics studying this emerging field of the interconnections between strategy, human resource management and IT systems. In addition, we offer recommendations for HR practitioners on how to optimize the match between business and HRM.
机译：尽管许多研究表明，当将人力资源管理决策与组织战略联系起来时，人力资源管理的附加值最强，但是有关战略考虑因素如何影响与电子人力资源管理相关的决策过程的实践知识是有限的。因此，本研究的目的是（1）在三个案例研究中研究战略因素如何影响围绕e-HRM应用程序引入的决策过程；（2）提出进一步研究的主张；（3）提供有关如何更好地将战略考虑因素纳入决策过程的建议。使用电子人力资源管理策略制定模型对公司的电子人力资源管理实施进行了三个深入的案例研究（Marler，2009年）。案例研究表明，当决策过程中没有特定的业务驱动力时，电子人力资源管理的主要作用将变成提供一个基础设施，以防止不满。为了使e-HRM更具战略性地使用，应使业务和HRM保持一致。基于这些发现，我们为研究战略，人力资源管理和IT系统之间相互联系的新兴领域的学者提供了研究建议。此外，我们为人力资源从业者提供有关如何优化业务与HRM之间匹配的建议。

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