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Title Electronic Human Resource Management and Organizational Resilience in Pakistan

Author(s) Khalil Ahmad Khan

Abstract ABSTRACT Despite the growing adoption of Electronic Human Resource Management (e-HRM) to enhance the strategic capabilities of the HR function, research indicates that many organizations have not yet reaped the benefits of achieving this transformational role in operations and strategic contributions—a role that e-HRM promises to deliver. At the same time, studies have not succeeded in providing a consistent understanding of how this can be achieved. To address this issue, the study examined the contribution of e-HRM to organizational resilience through correlation and causal analysis. This research is built upon a synthesis of diffusion of innovations theory, Remenyi's and Zuboff's information technology frameworks, and resource-based view theory. These theories served as the foundation for the creation of correlational and causal models and hypotheses. In a single case study, hypotheses were explored using self-administered questionnaires, in order: 1) to examine the impact of antecedent factors, such as relative advantage, compatibility, complexity, trialability, and visibility, on the adoption of e-HRM practices; 2) to examine whether adoption of e-HRM practices influences operational e-HRM outcomes, relational e-HRM outcomes, and transformational e-HRM outcomes; 3) to establish if the influence of adopting e-HRM practices on transformational e-HRM outcomes is channelled through simple mediation by operational e-HRM outcomes and relational e-HRM outcomes; 4) to determine whether adoption of e-HRM practices and the resulting transformational e-HRM outcomes influence organizational resilience; and 5) to determine whether influence of adopting e-HRM practices on organizational resilience is mediated by operational e-HRM outcomes, relational e-HRM outcomes and transformational e-HRM outcomes. Data was collected from 573 HR managers and executives working in various private and public-sector organizations in Pakistan. The main aim was to investigate their perceptions towards the adoption of e-HRM practices, the outcomes derived from such practices, and the level of organizational resilience exhibited. To analyze the quantitative data, SPSS 21 was used for descriptive statistics, inferential statistics, and regression analysis. SmartPLS 4.1 was used to examine the relationships between latent variables using structural equation modeling (SEM). The main novelty of this study lies in the discovery that operational e-HRM outcomes and relational e-HRM outcomes play a partial mediating role in the impact of adoption of e-HRM practices on transformational e-HRM outcomes and that operational, relational, and iii transformational e-HRM outcomes act as sequential mediators in the influence of e-HRM practices on organizational resilience. The serial mediation pathways through operational and transformational e-HRM outcomes accounted for 11.72%, 15.26%, and 6.68%, respectively, of the total effect on organizational resilience. Similarly, the serial mediation pathways through relational and transformational e-HRM outcomes accounted for 5.50%, 20.28%, and 4.41%, respectively, of the total effect on organizational resilience. The outcomes of this research contribute to the existing knowledge base on the extent of e-HRM adoption in three distinct ways: 1) by investigating the relationship between e-HRM practices, their antecedents, and outcomes; 2) by providing organizations with valuable insights on how to select and adjust their e-HRM practices to fine-tune their e-HRM practices to achieve optimal levels of proximal and distal outcomes, such as HRM valueadded activities, strategic orientation and involvement, sustained competitive advantage, and organizational resilience; and 3) by explaining the role of simple and serial mediators linking e-HRM practices and organizational resilience. Finally, implications and recommendations are put forward for managers and researchers. Keywords: e-HRM, e-HRM practices, operational e-HRM outcomes, relational e-HRM outcomes, transformational e-HRM outcomes, organizational resilience.

Type Thesis/Dissertation PhD

Faculty Management Sciences

Department Management Sciences

Language English

Publication Date 2024-08-27

Subject Human Resource Management

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