When and how does e-HRM optimize communication pace and processing time?

Abstract

Purpose

This study aims investigate the effects of electronic human resource management (e-HRM) on communication pace and processing time reduction through the mediation of organizational agility. The study also investigates the moderating role of technological attitude (TA) on the relationship between e-HRM and organizational agility.

Design/methodology/approach

The data was collected from 331 information and communication technology (ICT) companies – one respondent from each company working in the Human Resource Management (HRM) department. The data was analyzed through the partial least square structural equational model (PLS-SEM) using WarpPLS7.0 software to test the study’s hypotheses.

Findings

We found that e-HRM has positive significant effects on communication pace and processing time reduction through the mediation of organizational agility. Furthermore, TA is found to be positively moderating the relationship between e-HRM and organizational agility.

Research limitations/implications

The study adds significant value to the existing knowledge base on e-HRM by providing empirical insights about the role of e-HRM in optimizing the communication pace and processing time of today’s businesses.

Practical implications

The study also provides invaluable insights to practitioners to replace conventional HR systems with e-HRM to better perform HR functions by optimizing communication pace and processing time in the current fast-paced era.

Originality/value

E-HRM has become an issue of great significance in the contemporary corporate landscape to improve operational efficiency. Despite its widespread adoption in the corporate world, empirical evidence on e-HRM, particularly on its consequences, is still inconclusive.

Citation

Aslam, M.S. and Akram, A. (2024), "When and how does e-HRM optimize communication pace and processing time?", Journal of Economic and Administrative Sciences, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/JEAS-01-2024-0037