THE EFFECT

OF

TECHNOLOGICAL

WORK RELATED OUTCOMES:

EVOLUTION ON

A MEDIATION ROLE

OF

USAGE OF E-HRM.
Abstract
An electronic Human Resource Management (E-HRM) phenomenon is around us from late
1990s when information technology (IT) start revolutionizing everything around us. IT
transformed /reshaped almost all the processes and procedure which are necessary for successful
any organization. Now, it became imperative for organizations to have such kind of systems
which may contribute towards the accomplishment of the organizational goals.
The aim of this paper is helping people to understand e-HRM in local perspective of Pakistan,
providing basic information for corporations which intend to transform conventional HRM to eHRM to catch on the pace of the new era, as well as the companies providing e-HRM solutions.
This research will try to give answer of two important questions (1) Are the employees satisfied
with their jobs by using these system and (2) are these systems really contribute towards the
effectiveness of HRM practices. In Pakistan and particularly in Faisalabad where large scale
organizations have relatively developed their own E-HRM systems and they have planned to
invest more on these systems. This research will be focused only specific areas of HRM rather
than comprehensive picture of E-HRM as mentioned above because very few studies have found
in Pakistan and in the field of E-HRM which examine IT, HRM and organizational factors which
are influence by E-HRM usage. Therefore, this study will try to develop a model which
examines the basic outcomes of any implemented system

Introduction
Due to the rapid advancement in information technology and its applications, it is no more an
option to use these technologies/applications. To keep up the pace with your competitors it has
now become an indispensable part of any organization. It emerges as a strategic partner of any
successful organization. E-HRM offers performance, efficiency, cost reduction and many other
features to meet the requirements of this technological era and will be provided more reliable
ways of implementing successful HRM systems. It is gradually replacing the old ways of HRM
and reshaping the orientation of the field in a way to help it become more and more useful.
Unfortunately E-HRM is still not gaining attention it deserves. There is not much research work
done in developing countries especially in Pakistan and there is yet huge gap to be filled.
The primary objective of this paper is to measure the impact of usages of E-HRM in different
organization, especially with reference to job satisfaction and contribution towards the
improvement in electronic human resource practices.
Finally, this research will provide some empirical evidences for the successful contribution of EHRM system usages. It can also be used for further research and the development of e-HRM in
Pakistan. In order to achieve the aim, the primary research will be conducted in different types of
organizations/ industrial sectors. Traditionally, E-HRM has attracted more attention from service
organizations than from manufacturing organizations. However, to improve operational
performance through E-HRM systems, it is equally important to manage these systems
effectively in both types of organizations.

In order to improve the traditional ways of HRM practices, both types of organizations required
careful evaluation of their existing HRM system and required modification. So that employees
can effectively contribute toward the operational performance of Electronic HRM Practices. This
study aims to examine how job satisfaction and Perceived Effectiveness of HRM practices is
actually control by usages / implementing of E-HRM systems. The research is based on
Technology Acceptance Model (TAM) an established, robust and parsimonious research model,
initially proposed by Davis (1989).

Key words:
HR

Human Resource

HRM

Human Resource Management

E-HR

Electronic Human Resource

E-HRM

Electronic Human Resource Management

HRIS

Human Resource Information System

IT

Information Technology

Review Literature
The term of E-HRM was first introduced in the late 1990s when e-commerce was emerging in
the business world (Olivas-Lujan, Ramirez & Zapata-Cantu, 2007).
T.V. Bondarouk and H.J.M. Rue l (2013) stated that after the advancement in E-HRM
technologies in the world, scholar geared up the efforts to research more about E-HRM and its
impact on the organizations. From the last four years international journals have shown keen
interest in E-HRM by giving considerable space in their editions. It is a sign of success of EHRM that it getting pace and popularity in the professional HR world.
Mehdi, S., Davoudi, M., & Fartash, K (2012) finds that the usage of E-HRM applications make
substantial increase in organizational outcomes. Employees get benefitted by increases job
satisfaction, reduced work stress, better job security, low turnover, etc. Which ultimately increase
HRM effectiveness and with help of E-HRM implementation organizations could increase
efficiency, effectiveness, productivity and reduce HR operational cost.
Akhtar, M. N. (2008) is of the opinion that implementation of E-HRM can improve HRM
processes more efficient, effective HRM, corporate performance, increase the satisfaction level
of employees, and bring considerable development for the organization. They also reported some
problems regarding the implementation of E-HRM.
Amir Kariznoee. et al.,(2012) concluded in their research paper that there is significant positive
correlation between E-HRM usage and job performance. They also claimed that using E-HRM
technology is one of main success factor of any organization. However ,Poorly designed or
implemented IT application could affect the performance of individual or groups.

Many organizations have encountered competitive disadvantage after deploying new HR

information system. (Walleigh, 1990, in Martinsons and Chong, 1999, p.124). Information
technology has tremendous growth in recent years (Gardner et al, 2003). IT applications have
improved the traditional HRM practices into more effective and efficient HR management
system. Initially it was used to automate the payroll systems. They also pointed out that
organizations needs large investment and skilled management for the successful operations of EHRM. (Lengnick-Hall and Moritz, 2003).
Voermans and Van Veldhoven, (2007), stated that E-HRM can be defined as managerial
support of the HRM functions in organizations by using the internet.Shifting of HRM procedures
from manual to automated HR system was not fully successful and often cause problem with in
HR: Estimates suggests that nearly half of new technology implemented in organizations fails(
Aiman-Smith & Green, 2002 in Fisher and Howell, 2004, p.1).
E-HRM is based on computer and internet and can manage the build the complete HRM system.
Therefore organization requires strong determination to implement the E-HRM and to change the
whole system Safran, (2006). According to Bell, Lee and Yeung (2006) some important benefits
of adopting e-HRM are cost reduction, improvement in efficiency of the HR function and to
increase effectiveness of the HR function.
The rapid growth of Internet and related technologies during this era has increased the automated
practice HRM or Electronic Human Resource Management (E-HRM) (Strohmeier, 2007).
E-HRM makes it possible, to easy access of information for both employer and employee at
anytime and anywhere. (Panayotopoulou, Vakola, & Galanaki, 2007).

Nowadays in this challenging business environment organization cannot afford to lose the
competitive/ strategic advantage over their competitors. Using advance technologies in every
field for the improvement especially in HRM is a key factor. They also cannot associate
themselves to the old way of HRM. (Olivas-Lujan et al., 2007).
With the proper implementation of E-HRM, HR functions could be performing in more efficient
and effective way then the manual job. Because it requires less processes and reduced paper
work. (Olivas-Lujan et al., 2007).
Management can get accurate data/information with less effort and saves the time of HR
department which can be used to develop the skills and other strategic contribution to the
management level. Organizations are gradually implemented IT application/ HIRS and software
to improve their HR practices. (Zafar, 2010).
The academic participation in the field of E-HRM is quite recent and there is yet to cover huge
gap between theory and practices of HRM. (Rul, Bondarouk, & Van der velde, 2007; Wickrama
singhe, 2010). As the Strohmeier (2007) claimed that there is an increasing trend of utilizing of
these systems. Even though the studies on E-HRM are not showing the popular effect of these
systems worldwide. US and European countries among those where these system got some
popularity (Wickrama singhe, 2010).

From emerging economies, only few studies were

conducted in Malaysia (Yusliza & Ramayah 2011a; Yusliza, Ramayah, & Haslindar, 2011;
Yusliza & Ramayah 2011b; Yusliza & Ramayah 2011c).
Cedar Crestone (2006) concluded after HCM survey; companies have taken great interest into
larger scope. The survey was conducted in North America, Europe and Australia among 342
respondents with 80 % respondent from North America and remainder from other countries.

The results are shown in the table below provided empirical evidence of successful
implementation of E-HR in companies of different countries. (Adapted from Cedar Crestone
2006 HCM Survey, pp. 4)
Area of implementation

North America

Rest of world

Improving data accuracy

92%

82%

Employee services improvement

80%

88%

Meeting administrative cost savings goal

77%

59%

Enables HR to serve the organization more strategically

76%

81%

Enables your organization to recruit key talent

68%

41%

decisions

67%

59%

Revenue growth

42%

59%

Enables employees and managers to make better

While the above studies did a reasonably well job at predicting future and attitude towards using
E-HRM, few scholars have examined E-HRM system and its impact in Pakistan. None have
covered the outcomes of E-HRM comprehensively. However this research study will attempt to
cover the basic outcome of any established HR systems that are job satisfaction and effectiveness
of E-HRM activities in our local environment.

Adaption of E-HRM system affects the job satisfaction and the organization (Bondarouk and
Rul, 2009; Elkins and Philips, 2000). Oreg et al., (2011) stated that job satisfaction is an
important variable in a job-related context for understanding employees behavior after the
system changes. Zhang and Wang, 2006 discovered some problems in implementing of E-HRM.
The study was conducted in two different public sector factories. They found that E-HRM design
was not based on standardize procedures therefore, it cause low job satisfaction and other
problems.

Problem Statement
In this research main focus of study is to examine the effect of usage of E-HRM with perceived
level of ease and usefulness on job satisfaction and effectiveness of HRM practices. Because
there are number of studies which reflect the problems associated with E-HRM usages.
Effectiveness of HRM practices are major main concern of the organizations, so it is consider
necessary to find out the actual position whether or not usage of E-HRM effect the HRM
practices. As some researcher explained different view regarding the effectiveness of E-HRM
practices. For example, due to the different work nature and level of skills of employees and line
managers, e-HR practices could produce different results than expected (Runy, 2006; Ruel,
Bondarouk and Van der Velde 2007), Bondarouk, T. V. V, & Rul, H. J. M. J. M (2009) finds that
it is not necessary that working with E-HRM is always helpful because of gap between the actual
requirement and HR applications outcomes which ultimately results in lack of e-HRM usage.
Zhang and Wang, 2006 also reported some issues regarding the implementation of E-Hrm
systems.
Companies/Organizations find it easy to buy the off-the-shelf package of HRIS than to design
and develop their own HIRS with proper requirement of the HR function they needed.
Resultantly, these systems could not produce required output (Bocij, et al., 2003).
This research will primarily focus on E-HRM usages effect on job satisfaction and effectiveness
of E-HR practices in local environment of Pakistan. In order to explore the response of HRdepartment employees, effect of job satisfaction as a moderator between the usages and
effectiveness will be focused and also separately examine so that organizations could implement
the E-HRM system free from these two issues. However the actual implementations of e-HR
systems are not the scope of present study.

Objectives of Research

To examine the effect of usage of E-HRM on the job satisfaction.

How do perceived usefulness and perceived ease of use affect E-HRM practices in
organizations?

To examine the role of job satisfaction towards the effectiveness of E-HRM practices.

To examine the relation between perceived usefulness and E-HRM usages.

To examine the relation between perceived ease of use and E-HRM usages.

Research frame work

Definition of E-HRM
E-HRM can be defined as an umbrella term covering all possible integration mechanisms and
contents between HRM and Information Technologies aiming at creating value within and across
organizations for targeted employees and management (H.J.M. Ruel et al. 2013). It is most
recent definition of E-HRM covered all the aspects which previous definition lacks.
Lepak and Snell (1998) classify E-HRM into three main types
1. Operational E-HRM
2. Relational E-HRM
3. Transformational E-HRM

IT has actually been helping all the three areas respectively. Operational HRM refers to the basic
HR activities in the administrative area. The closest example for this area will be payroll, which
requires a proper system catered to particular industry needs for the calculation of salary due to
current increasing manpower in companies.
The second area, relational HRM, concerns more advanced HRM activities which emphasizes on
HR tools that support basic business processes such as recruiting and the selection of new
personnel, training, performance management and appraisal, and rewards. Online recruitment
and selection is one of the most frequently cited applications of the internet to HRM which also
brings substantial benefits in terms of cost, time, candidate pool and quality of response
( Panayotopoulou, et al., 2007).
Transformational HRM, the third area concerns HRM activities with a strategic character (Rul,
Bondarouk, & Looise, 2004). These will be activities that look into the long term planning from
the department. Examples will be on succession planning and talent management in
organizations. For this purpose, only few software is being introduced in the market and it is
getting popular. The most commonly used will be the succession planning software.
In this research model TAM is combined with two most well studied organizational variables as
dependent variable, job satisfaction and effectiveness of HRM practices. Reason for considering
these variables to evaluate the impact of the usage of E-HRM that some research finding shows
that employees feel uncomfortable with the use of E-HRM system Sven laumer et al., (2012).
Some other findings also reflect that usage of this technology cause problems. Without going
into technical details/findings, I quote some other evidences that strengthen my opinion of using
these variables. Estimates suggests that nearly half of new technology implemented in

organizations fails (Aiman-Smith & Green, 2002 in Fisher and Howell, 2004, p.1). From an
HR perspective, failed implementation can be disruptive, as failures lead to cynicism about
future chain efforts (Reichers, Wanous & Austing, 1997, in Fisher and Howell, 2004, p.1). IT
applications that are poorly planned, developed, or implemented can retard individual and/or
group performance. Many organizations have become internally stresses or competitively
disadvantaged after deploying a major new Information System (Walleigh, 1990, in Martinsons
and Chong, 1999, p.124).
I also found that TAM is frequently used model for user acceptance of information systems.
According to the TAM, perceived usefulness and perceived ease of use determine the actual
system use (Davis, Bagozzi and Warshaw, 1989).
In a longitudinal study (Davis, Bagozzi and Warshaw, 1989) mentioned that ease of use and
usefulness strongly influence the users intention to use an IT system. Keil, Beranek and
Konsynski (1995) have verified TAM in a field study. They also endorsed Davis (1986) findings,
in which he stated that ease of use and usefulness are significantly correlated with usage. Haines
and Petit (1997), are of the opinion that TAM is an acceptable model.

Premkumar and

Bhattacherjee (2008) endorse TAM in their article. They also commented that usefulness and
ease of use are two conditions for the successful information system (Castaeda et al. 2007).
Considered usefulness and ease of use are two important IT characteristics for the
implementation of any IT related system. TAM is widely tested, acceptable and applicable model
for web technology also. Davis and keil et al. (1995) stated that as compared to ease of use,
usefulness is more positively associated with usage. However, ease of use is still considered as
an important variable that can influence the usage of information system.

Perceived usefulness (PU): can be described as expected advantage of using e-HRM that will
help the user in doing his routine HR task effortlessly (F.D. Davis, 1989). On basis of this
assumption following proposition is taken from TAM
P1: Perceived usefulness will be positively related to E-HRM usage.
Usage of e-HRM can be described as degree to which the e-HRM is being used and enhancing
the performance of the system (Loijen, 2008). In this research model Usage of e-HRM is a part
of technological evolution. Usage contributes as an important variable in the model describes
actual use of the system when system is implemented and employees have started working with
it. Usage of any computer application generally and e-HRM particularly is a precondition of its
success. If these systems are not properly used, they are not claimed to be successful. Intention to
use the system affects the usage of system. The success of system is dependent upon the
employees willingness of use of the system (Martinsons and Chong, 1999). The two important
factors appropriation and frequency will be discussed next for evaluation of the system usage.
Appropriation The outcome of the application of e-HRM systems for the employee/user
means: () users change their skills, knowledge, beliefs, attitudes, aspirations and work
commitment, modify their work procedures and communication patterns and adapt/use the
technology in unanticipated ways (Beaudry and Pinsonneault, 2005, P. 494). Appropriation can
be defined as The continuous, progressive, and mutual adjustments, accommodations, and
improvisations between the technology and the users (p.69). When e-HRM is appropriate, the
probability of job satisfaction and effectiveness of HRM rises.

Frequency of Usage: can be defined as how many time users use the system (Loijen, 2008).
Frequency of use plays vital role in predicting the success of e-HRM and employees satisfaction.
Although system designers take all the measure to design the user friendly systems, which means
easy to use because if they design complex system or a part of system or even some features, it
affects the system usage and produces undesirable results. These results lead to dissatisfaction
about the system and can change the perception about job satisfaction. That is why ease of use
considered as significant variable in TAM. Perceived ease of use (PEOU): means expected
comfort and ease in using the particular e-HRM system. ((Davis, Bagozzi and Warshaw, 1989).
Therefore the next hypothesis is also based on TAM.
P2: Perceived ease of use will be positively related to E-HRM usage.
To verify the relationship between PU and PEOU, I assume the following proposition.
P3: Perceived ease of use will be positively related to perceived usefulness.
Job satisfaction: It is the extent to which an employee is satisfied with the job he/she employed
for. Job satisfaction is one of the important and well-studied variables in a job-related context for
understanding employees behavior after implementation of new IT system (Oreg et al., 2011).
The application of new e-HRM systems have certain effects on employees job perception and
the organization (Bondarouk and Rul, 2009; Elkins and Philips, 2000). Job satisfaction may
change during the implementation of HRIS due to different reasons e.g. employees may have
negative impression about HRIS that the implementation of HRIS may have complex operation
execution (Stone and Lukaszewski, 2009). If the HRIS is not user friendly it may cause decrease
in employees job satisfaction level (Beckers and Bsat, 2008. Decline in work motivation
strongly affects the job satisfaction which results in poor performance (Fried and Ferris, 1987;
Ilgen and Hollenbeck, 1991; Singh, 1998).

HRIS cause change in employees work-related behavior according to systems workflow

(Wiblen et al., 2010). One of the important reasons why employees resist using an HRIS is
additional early work which also includes learning new techniques/ procedures for operating the
HRIS (Ngai et al., 2008). I assume that usage of e-HRM affect the job satisfaction level situation
that is perceived positive usage of these system leads to increase in job satisfaction and negative
usage is vice versa. Because of this change in job satisfaction level which is due to usage of eHRM, I hypothesize

P4: Job satisfaction shall be increase due to E-HRM

OR
a. Job satisfaction will be positively affected by the proper usage of E-HRM systems.
b. Job satisfaction will be affected negatively by the improper use of E-HRM.
Effectiveness of HRM Practices
HRM effectiveness includes following of three factors:
Uniqueness of HRM
HRM service quality
Efficiency
Uniqueness of HRM
Customized setups of E-HRM and HRM for every organization create unique systems. These
systems are according to the requirement and standards of that particular organization. HRM is
considered to be more valued when it play its role in improving the organizational efficiency and
effectiveness (Lepak and Snell, 1998). HRM is said to be unique when it has qualities of
specialized procedures and firm specific (Lepak and Snell, 2002). Organization could take lead

and competitive advantage by implementing customized or specially designed e-HRM system.

Competitors will have complications to replicate the firm-specific e-HRM system. Competitive
position of organization improves by positive reputation among the competitors.
Efficiency: Efficiency is the degree of usage of resources to accomplish a certain goal. A
process is efficient when it uses few resources with regard to a standard. following are few
important signs through which improvement in efficiency could be expected. The employees can
easily access accurate/ necessary information which result in more efficiency. Automated EHRM systems have fast transaction processes, which saves time of user. (Lengnick-Hall and
Moritz, 2003). E-HRM has all the potential to improve the efficiency of any organization.
Following are the standard efficiency measures for any information system:

Cost saving ( Rul et al, 2004, Bell et al, 2006, Cedar Crestone Survey 2006, Strohemeier
2007)

Better Time Management (Strohmeier, 2007)

Better decision making (Moritz, 2003, Cedar Crestone Survey 2006)

Improve information quality (Gardner et al, 2003)

Improved efficiency (Gardner et al, 2003, Buckley et al, 2004, Hendrickson, 2004, Bell et
al, 2006)

Productivity improvement (Lengnick-Hall and Moritz, 2003)

Service quality: E-HRM systems improve data accuracy, reduce response time and lesser error
with overall development in performance of managers, employees and organization as a whole.
Due to the service quality of HR department it will also be expected to improve efficiency of the
system. Automated e-HRM system has improved the productivity and less required workforce
for the accomplishment of certain goal.(Gardner, Lepak and Bartol, 2003). Service quality can
be defined by Parasuraman et al (1985) service quality as a comparison of expectations of the
HRM services an organization offers to its employees with the performance of these services.
In order to improve the service quality it is necessary to offer more than the customer expects
(Parasuraman et al, 1985). Service quality is considered good if the e-HRM system meets the
expectation/requirements of the employee. By the implementation of e-HRM service quality can
be improved.
Following are the few measures for the service quality improvement:

Improvement in service level (Moritz, 2003 Turek, 2000, Rul et al, 2004, and
CedarCrestone, 2006),

Developed skills of managers and employees (Lengnick-Hall and Moritz, 2003,

Minimize chance of error (Lengnick-Hall and Moritz, 2003, Hendrickson, 2004),

Better response time of HRM (Shrivastava and Shaw, 2004),

Data accuracy (Hussain et al, 2007).

Considering all the stated factors of HRM effectiveness it is concluded that E-HRM usage
strongly affect the effectiveness of HRM. Therefore I assume that,

P5: The effectiveness of HRM shall increase due to the E-HRM usage.

Conceptual Framework

Technological Evolution

Work Related outcomes

Perceived
Usefulness of

Job Satisfaction

E-HRM

P-1

P-4
Usages of E-HRM

P-3
P-2
Perceived Ease of
Use of E-HRM

Effectiveness of

P-5

HRM Practices:

Research Variables
In this research model total (8) constructs will be used. Some constructs are further divided into
sub constructs. The reliability analysis and factor analysis shall be done in order to check the
validity and reliability of these constructs. Following are the construct

Perceived usefulness

Perceived ease of use

Appropriation

Frequency

Job satisfaction

Uniqueness

HR Service quality

Efficiency

Independent Variables

Dependent Variables

Instrument development
The instrument would be used in this study has been developed from previous studies because
using well established and accepted scales can provide high convergence and discriminate
validity. A five-point Likert-scale will be used for measuring the response from employees, with
response format 1 (strongly disagree) and 5 (strongly agree). Following constructs will be used
in the research model:

Perceived usefulness (PU): The scale of Venkatesh et al, (2003) will be used to take response
against PU. Four (4) items will be used in questionnaire for measuring PU. This item is reliable
and found alpha high i.e. = 0.90.
Perceived ease of use (PEOU): The scale of Venkatesh et al, (2003) will be used to take
response against PEOU. To measure the effect of PEOU four (4) questions adapted and will be
used in questionnaire. The alpha coefficient for PEOU is found high = 0.86
Appropriation: To measure the effect of appropriation four (4) questions adapted from ( Rul,
2001), and will be used in questionnaire. Having good alpha coefficient = 0.74
Frequency: To measure the effect of Frequency three (3) questions adapted from (Y. Loijen,
2008), will be used with alpha coefficient = 0.81.
Job satisfaction: To measure the effect of Job satisfaction three (3) questions adapted from
(Thatcher et al.2002), will be used to record an employees satisfaction at work. These questions
are based on Bartol (1983), Thatcher et al. (2002), and Lee et al. (1999). With alpha coefficient
( = 0.83).
Effectiveness of HRM:
Uniqueness of HRM : This scale is originally taken from Lepak and Snell (2002) and was
modified by (Y. Loijen, 2008). The scale is adapted to measure the response from
user/employees. Having alpha good coefficient = 0.82.
HR Service quality: This scale originally designed by Parasuraman et al (1985, 1991) and later
on modified by (Y. Loijen, 2008). This scale will be used to measure the response for service
quality from employee with alpha coefficient = 0.83.

Efficiency: This scale was developed by (Y. Loijen, 2008) and found suitable to measure the
response from user/ employees for efficiency of the system. With good alpha coefficient
= 0.78.
Content validity and reliability
All the items used in the questionnaire have proven as valid and reliable in previous researches. I
simply adapted the suitable items/variables from these researches according to the requirement of
my perceived research model. For the reliability purposes composite reliability (CR) and average
variance extracted (AVE) determine the quality of the variable (Fornell and Larcher, 1981). Both
should be higher i.e. CR > 0.7 and Ave > 0.5. According to this criterion all the constructs are
valid and reliable. Because all the constructs are fulfilled this condition well. In order to confirm
content validity, these variables were also discussed with the (6) HR managers from
industrial/services sector and project supervisor.

Data Collection Method

The data will be collected by primary sources. In order to maintain the validity, the data will be
collected through well-defined questionnaires.
Source of Data
The research is purely based on primary data. The data will be gathered through questionnaire.
Sampling Methods
A random sampling technique will be used for gathering samples. Sampling frame included
almost all types of industries with in the Faisalabad & Lahore range/ Division.
Sample size of 200- HRM managers and employees/personnel of HR department mainly from
industrial/manufacturing unit from Faisalabad and Lahore will be collected. The sampling unit is
an individual person.
Data Analysis Technique
Factor Analysis technique will be used to ensure the validation of questionnaire. Even though,
all the items are taken from various established studies. However in order to conform the validity
of the instrument it have its own importance. Furthermore for the analysis of data, Structure
Equation Modeling technique will be used with help of LISREL.
Research Time Frame
This research study will be completed approximately in six month.

Result of formal study

As far as result is concerned, it would be inferred from the analysis of data collected from
different respondent through questionnaire.

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Questionnaire
Here, we used a 5-point Likert scale on which 5 indicated an individuals strong agreement
with the statement and 1 indicated an individuals strong disagreement.
Simply Tick ( )or write the number .
1=strongly disagree, 2= disagree, 3= Neutral, 4= Agree, 5 =Strongly Agree
Survey Questionnaire
1

Respondent Number

Whats your age?

Gender: male / female or M/F

Which general education have you finished?

4 1-Ph.D, 2-MS/MPhil, 3- Master, 4-bachelor, 5-Other

5

How long have you been working in this organization?

Whats your role in the organization?

1. HR professional, 2-IT professional, 3- Other

For how long have you been using e-HRM?

HR professional
8

What is your function?

1-Compensation, 2-Performance management, 3-Work design,4Personnel planning, 5-Talent management 6-Labor relations, 7Recruitment and selection, 8-Training, 9-Career

Demographics

development,10- Safety 11-Supervising employees, 12-eHRM,13-HR administrative processes.

9

For which of the following HR domains are you responsible?

1. Compensation 2. Performance management, 3. Work design,
4. Personnel planning, 5. Talent management 6. Labor relations,
7. Recruitment and selection, 8. Training, 9. Career
development, 10. Safety, 11. Supervising employees,
12. E-HRM, 13. HR administrative processes

10

For which of the following HR related subjects do you use

e-HRM?
1. Compensation, 2. Performance management 3. Work design,
4. Personnel planning, 5. Talent management 6. Labor relations,
7. Recruitment and selection, 8. Training, 9. Career
development, 10. Safety 11. Administration of personnel data

IT Characteristics

Perceived ease of use

11 I find it easy to get e-HRM to do what I want it to do

12 Interacting with e-HRM requires a lot of mental effort

13 My interaction with e-HRM is clear and understandable

14 Overall, I find e-HRM easy to use

15 Using e-HRM improves productivity of HR-related activities

16 Using e-HRM, I can realize the HR-related activities faster

17 Overall, I find the system useful for my HR-related activities

18 I find e-HRM helpful for dealing with my HR related activities

19 (documentation) state it intends

20 IT experts will not agree with my way of using the e-HRM tools

21 I use the e-HRM applications different from the initial purposes

22 I do not use the e-HRM applications in the optimal way

Perceived usefulness

Usage of e-HRM
Appropriation
I use the e-HRM tools in accordance with what manuals

Frequency
23 I use e-HRM in my daily work

24 I use e-HRM very intensively

25 For how many hours a weak do you use e-HRM? :

26 Overall, I am satisfied with my job

27 I am satisfied with the way I work at the moment

29 Using the e-Hrm system is a good idea

30 Using the e-Hrm system is a wise idea

31 Using the e-Hrm system is pleasant

Job satisfaction

28

I am satisfied with the important aspects of my job

Attitude toward e-Hrm

Effectiveness of HR activities:
Since the e-HRM introduction, you may say that your organization uses two approaches in HRM:
traditional, or face-to-face, and electronic, or via e-HRM. Next statements ask your opinion about the
Human Resource Management in your organization in general, as a combination of these two
approaches.
HRM, seen as a combination of face-to-face and electronic approaches, in our organization:
32 is not widely available in the labor market

34 is widely considered the best in our sector

35 is developed through (job) experiences

36 is unique to our organization

37 is difficult for our competitors to imitate or duplicate

33

is not available at our competitors organizations

38 is customized to our particular needs

39 distinguish my organization from our competition

Quality Service

Human Resource Management can be seen as service delivery. It is now provided through two
channels in your organization: face-to-face and electronically. Looking at such a combination of
face-to-face and electronic HRM services, what is your opinion about their quality?
40

The HR services are performed right the first time

The HR services guarantee error-free administration

42 do so

43 The HR department is willing to provide service

46 Duplication of HR documents is minimised

47 Administration of HR documents is efficient

41

The HR department provides its services at the time it promises to

HR professionals inform employees exactly when new HR

44 activities will be performed
When I need advice on HR issues the HR department helps me
45 quickly
Efficiency of HR Activities