User Adoption of eHRM - An Empirical Investigation of Individual Adoption Factors Using Technology Acceptance Model
Organizations would reap the intended benefits of Electronic Human Resource Management (eHRM) implementations through its sustained usage and adoption by individuals. This study is centered on the view that actual usage behavior is critical to studying eH
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Abstract. Organizations would reap the intended benefits of Electronic Human Resource Management (eHRM) implementations through its sustained usage and adoption by individuals. This study is centered on the view that actual usage behavior is critical to studying eHRM adoption and needs to be measured in the context of the intended eHRM outcomes; operational, relational and transformational. Using a 10-item scale to measure eHRM usage behavior in a research framework grounded in Technology Acceptance Model (TAM2), this study investigates the factors influencing eHRM adoption in terms of “intention to use” and “actual usage behavior”. Results indicate support for most TAM2 hypotheses. The study also enriches our understanding of organizational context factors; scope of implementation influencing Image-Usefulness relationship and post implementation stage influencing Ease of use-Intention to use relationship. Keywords: eHRM adoption
eHRM usage behavior TAM2
1 Introduction Electronic Human Resource Management (eHRM), a critical element of digital transformation of the Human Resource (HR) function has been a topic of considerable interest in recent times. eHRM is the e-enablement of the HR function that is posited to help organizations achieve cost reduction and efficiency improvement of the HR function, increased service responsiveness towards employees and improving HR’s strategic orientation (Lepak and Snell 1998; Lengnick-Hall and Moritz 2003; Ruel et al. 2004). Extant literature classifies these outcomes into 3 eHRM types; Operational eHRM (cost reduction), Relational eHRM (increased service responsiveness) and Transformational eHRM (improving HR’s strategic orientation). As the world sprints towards organizations digitally connecting their people and adapting to newer ways of working (remote logins, working from home, virtual meetings, online content co-creation, etc.), the paradigm for organizations shifts towards how easy-to-use, intuitive and engaging these digital HR technologies are for their employees. Consequently, eHRM adoption takes a front seat with both researchers © IFIP International Federation for Information Processing 2020 Published by Springer Nature Switzerland AG 2020 S. K. Sharma et al. (Eds.): TDIT 2020, IFIP AICT 617, pp. 231–248, 2020. https://doi.org/10.1007/978-3-030-64849-7_21
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and practitioners alike, because it is in the holistic adoption of these technologies lies the true benefits for organizations As we trace back the last 3 decades, it is important to recognize those points of inflexion that have shaped the innovations in the eHRM space and therefore, the optimism, promise and expectations from eHRM in driving an organization’s HR transformation journey (Iyer 2019). One, the rapid proliferation of the Internet and its capacity to integrate businesses; internally and externally. This eenablement of the HR function has immense potential to help drive cost competitiveness and increase service responsiveness towards employees (Ulrich 1997; Martin and Reddington 20
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