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Articoli di riviste sul tema "HRM"

Autore: Grafiati

Pubblicato: 4 giugno 2021

Ultima modifica: 25 luglio 2025

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1

Kim, Kon Shik. "Impacts of and Congruence between Economic HRM System and Social HRM System on Workplace Employee Well-Being and Financial Performance." Journal of Human Resource Management Research 31, no. 3 (2024): 1–31. http://dx.doi.org/10.14396/jhrmr.2024.31.3.1.

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Dhanalakshmi, P., and N. Babitha Thimmaiah. "Green HRM and Sustainability." International Journal For Academic Research and Development 2, no. 1 (2020): 56–62. https://doi.org/10.5281/zenodo.6640594.

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Sustainable Development has become an inevitable part of organizations not only for its survival but also for gaining the competitive edge. Employees are responsible for achieving sustainability goals of the organization. Hence, embedding Sustainability in the functional area of Human Resource Management is very important as it deals with the people management. Considering the growing awareness on greening and sustainability, a systematic review of the domain specific literature was carried out to identify the influence of green HRM practices on organizational sustainability. This work examine

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3

Shahreki, Javad, Audrey Lim Li Chin, Anahita Ghanad, Maniyarasi Gowindasamy, and Sahar E. Vahdati. "E-HRM delivers better HRM services." International Journal of Services and Operations Management 49, no. 4 (2024): 478–500. https://doi.org/10.1504/ijsom.2024.143218.

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E Vahdati, Sahar, Maniyarasi Gowindasamy, Anahita Ghanad, Audrey Lim Li Chin, and Javad Shahreki. "E-HRM Delivers Better HRM Services." International Journal of Services and Operations Management 1, no. 1 (2022): 1. http://dx.doi.org/10.1504/ijsom.2022.10052300.

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5

Hoffmann, Kinga. "Measuring HRM Effectiveness as a Challenge to Contemporary HRM Scientists (HRM Context)." Kwartalnik Ekonomistów i Menedżerów 33, no. 3 (2014): 7–24. http://dx.doi.org/10.5604/01.3001.0009.4590.

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The paper presents the issue of measuring HR effectiveness. Author refers to interna‑tional human resource management and tries to explain how wide and complicated the phenomenon is. The aim of the paper is to recognize the problem of measuring HRM effectiveness. The method used in the research process is a literature overview. Thus the author managed to recognize the problem of measuring HRM effectiveness, indicate the gap in previous scientific work and specify the author’s own field for developing in future. The paper consists of following parts: introduction, theoretical assumptions of the

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6

Hendy, Nhung T. "The HRM Simulation Effectiveness in Teaching HRM." Academy of Management Proceedings 2018, no. 1 (2018): 11383. http://dx.doi.org/10.5465/ambpp.2018.93.

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7

Tiwari, Alpna. "Role of HRM in Designing a Digital Organization." Commercia 1, no. 1 (2025): 251001. https://doi.org/10.5281/zenodo.15108385.

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Human resource management (HRM) is a collection of procedures used in businesses in a variety of industries, including state, commercial, service, and industrial, with the goal of improving working conditions and employee well-being while also boosting organizational financial success. The speed, dependability, efficiency, cost-effectiveness, and adaptability of HR operations have all improved as a result of the widespread adoption of digital technologies. The objectives of this theoretical research are to highlight how HRM has changed in the digital age, investigate how technology has affecte

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8

KLIETSOVA, NATALIIA, YURII KOTVIAKOVSKYI, YAROSLAV MELNYK, SERHII SOLDATKIN, ROMAN UDOVENKO, and VOLODYMYR GURKOVSKYI. "INTERNATIONAL SOCIO-LEGAL APPROACHES TO HUMAN RESOURCES MANAGEMENT IN CONDITIONS OF DIGITALIZATION." AD ALTA: Journal of Interdisciplinary Research 13, no. 2 (2023): 144–50. http://dx.doi.org/10.33543/j.130235.144150.

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The article discusses recently aggravated challenges of international human resource management (IHRM) in the context of rapidly ongoing digital transformation, tightened regulatory requirements, and unprecedented since 1960s growth of unionization. Particular attention is given to the concept of human capital management (HCM) as the logical continuation of HRM, as well as ‘sustainable HRM’, and the matrix of HRM units activities to ensure the implementation of sustainable development is suggested. The possibilities of AI application in social and legal approaches to IHRM within HCM ecosystems

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9

Cassar, Vincent, and Frank Bezzina. "EVIDENCE-BASED HRM THROUGH ANALYTICS: REDUCING THE PROPENSITY OF HRM TO BECOME A CINDERELLA." NAUKI O ZARZĄDZANIU, no. 33 (2017): 3–10. http://dx.doi.org/10.15611/noz.2017.4.01.

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10

Hafiz, Muhammad Sikandar Ahmad, and Muhammad Nadeem Dogar Dr. "Sustainable Human Resource Management: Literature look over." Indian Journal of Economics and Business 20, no. 04 (2021): 905–18. https://doi.org/10.5281/zenodo.7072290.

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<strong>Sustainable Human Resource Management: Literature look over</strong> Abstract: This study intends to review existing literature on sustainable human resource management (Sustainable HRM) with the plan of digging up in the literature for an improved perception of the current state of the research field and the research gaps, along with to propose future directions for the research. This paper provides a review of the discourse from pioneering stage to the current one. Sustainable HRM is a contemporary and an evolving discourse. Being an emerging field of study, it doesn’t have a s

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11

Mariappanadar, Sugumar, and Robin Kramar. "Sustainable HRM." Asia-Pacific Journal of Business Administration 6, no. 3 (2014): 206–24. http://dx.doi.org/10.1108/apjba-03-2014-0039.

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Purpose – The purpose of this paper is to examine sustainable human resource management (HRM) based on the synthesis and simultaneous effects of high-performance work systems (HPWS) on organisational performance and employee harm in five Asia Pacific countries. Design/methodology/approach – Data collected using the CRANET survey instrument was analysed using two canonical correlation analyses. Findings – This study found flexible high-performance work arrangements (FHPWA), such as tele-working and compressed working week could have a negative effect on organisational performance. However, it a

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12

Lakhera, Anupama, and Pooja Sharma. "Green HRM." International Journal of Knowledge-Based Organizations 10, no. 3 (2020): 1–8. http://dx.doi.org/10.4018/ijkbo.2020070101.

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Green HRM is a concept that is fast gaining prominence in the field of management. This review article discusses Green HRM for implementing best HR practices for reducing employees' carbon footprint and thus leading to sustainable growth within the organization. It explores how Green HRM can achieve the integration of environment-friendly HR practices and activities in order to achieve long-lasting sustainable development and a reduction of the employee carbon footprint. The data is collected on the basis of secondary sources such as articles, research papers, case studies, and internet websit

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13

Ruël, Huub J. M., Tanya V. Bondarouk, and Mandy Van der Velde. "The contribution of e‐HRM to HRM effectiveness." Employee Relations 29, no. 3 (2007): 280–91. http://dx.doi.org/10.1108/01425450710741757.

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Bondarouk, Tanya, Rainer Harms, and David Lepak. "Does e-HRM lead to better HRM service?" International Journal of Human Resource Management 28, no. 9 (2015): 1332–62. http://dx.doi.org/10.1080/09585192.2015.1118139.

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15

Hauff, Sven, Dorothea Alewell, and Nina Katrin Hansen. "HRM System Strength and HRM Target Achievement-Toward a Broader Understanding of HRM Processes." Human Resource Management 56, no. 5 (2016): 715–29. http://dx.doi.org/10.1002/hrm.21798.

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Ibrahim, Ishaq, and Rany Abu Eitah. "Measuring the influence of green HRM, lean HRM, and agile HRM on sustainable manufacturing." Heritage and Sustainable Development 7, no. 1 (2025): 371–84. https://doi.org/10.37868/hsd.v7i1.1079.

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This research targets Malaysian manufacturing sustainability as one of the most important industries that affect the country’s income. This study aims to examine the relationships between green human resource management (GHRM), lean human resource management (LHRM), and agile human resource management (AHRM) in terms of sustainable manufacturing in Malaysia. For the sake of achieving the objectives of this particular research quantitative method was employed on 562 respondents from the Malaysian manufacturing industry. The data was analyzed via SPSS in the initial and descriptive analysis, whi

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17

You, Seoung Woo, and Ji Hwan Park. "The Impact of the High Commitment HRM System on Employees' Innovation Behavior: The Mediating Role of Acceptance of Organizational Change and the Moderating Role of HRM System Strength." Academic Society of Global Business Administration 21, no. 1 (2024): 56–85. http://dx.doi.org/10.38115/asgba.2024.21.1.56.

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This study aims to elucidate the mediating role of acceptance of organizational change in the process through which the high commitment HRM System influences organizational members' innovative behavior. Additionally, the study seeks to empirically demonstrate the moderating effect of HRM system strength on the relationship between acceptance of organizational change and innovation behavior. Existing studies have predominantly treated employees' perceptions as mediating variables in the impact of high commitment HRM systems on firm performance. However, the role of HRM systems in managing organ

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18

Al-Harazneh, Yaser M., and Ismail Sila. "The Impact of E-HRM Usage on HRM Effectiveness." Journal of Global Information Management 29, no. 2 (2021): 118–47. http://dx.doi.org/10.4018/jgim.2021030107.

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This study investigated the impact of electronic human resource management (e-HRM) implementation on the effectiveness of HRM system. The framework of this study was guided by three theories: unified theory of acceptance and use of technology, the social exchange theory, and the leader-member exchange theory. Covariance-based structural equation modelling was used to test the proposed model and hypotheses. The sample consisted of 282 responses from the employees of two telecommunications companies in Jordan. The research findings suggested that performance expectancy had a significant positive

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19

Markoulli, Maria Panayiota, Colin Idzert Sarkies Lee, and Will Felps. "Mapping HRM: A Structural Analysis of the HRM Field." Academy of Management Proceedings 2017, no. 1 (2017): 11875. http://dx.doi.org/10.5465/ambpp.2015.70.

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Sanders, Karin, and Jan Kees Looise. "The Value of HRM?! Optimising the Architecture of HRM." management revu 17, no. 3 (2006): 219–22. http://dx.doi.org/10.5771/0935-9915-2006-3-219.

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21

Aust, Ina, Brian Matthews, and Michael Muller-Camen. "Common Good HRM: A paradigm shift in Sustainable HRM?" Human Resource Management Review 30, no. 3 (2020): 100705. http://dx.doi.org/10.1016/j.hrmr.2019.100705.

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22

Kurniawati, Endah, and Lilis Ardini. "GREEN HRM: A STUDY OF ENVIRONMENTALLY-FRIENDLY HRM PRACTICES." International Conference of Business and Social Sciences 3, no. 1 (2024): 462–73. http://dx.doi.org/10.24034/icobuss.v3i1.400.

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This qualitative research aims to explore the implementation of Green HRM at PT. Go To. The research method used is descriptive qualitative with document study data collection techniques. The documents used in this research are sustainability reports and data contained in the PT. Go To website, as well as other supporting data from mass media and the internet. The data analysis technique used is content analysis. The results showed that PT. Go To has implemented several Green HRM practices, such as the use of renewable energy, reduction of greenhouse gas emissions, reduction of paper use, and

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23

Amer, Abuhantash. "The future of HR management: Exploring the potential of e-HRM for improving employee experience and organizational outcomes." World Journal of Advanced Research and Reviews 18, no. 2 (2023): 647–51. https://doi.org/10.5281/zenodo.8405943.

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Electronic Human Resource Management (e-HRM) is a rapidly evolving field that leverages technology for efficient and effective HR practices. This paper explores the potential of e-HRM in improving employee experience and organizational outcomes. It discusses the historical context of e-HRM, current practices, and future trends while focusing on the benefits and challenges of implementing e-HRM solutions. Through a review of relevant literature, this paper highlights the implications of e-HRM on HR professionals, employees, and organizations.

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24

Obeidat, Shatha M. "The link between e-HRM use and HRM effectiveness: an empirical study." Personnel Review 45, no. 6 (2016): 1281–301. http://dx.doi.org/10.1108/pr-04-2015-0111.

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Purpose The purpose of this paper is to present results from an empirical study at the a Telecommunication company in Jordan on the impact of electronic-human resource management (e-HRM) use on human resource management (HRM) effectiveness. Moreover, by applying the unified theory of acceptance and use of technology, the study seeks to examine the mediating effect of the intention to use e-HRM on the relationship between e-HRM determinants (i.e. performance expectancy, effort expectancy, and social influence) and e-HRM use. This study adds a major contribution to the e-HRM literature by empiri

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25

AZAROVA, Anzhelika, Yuliia MIRONOVA, Anatolii SHIYAN, and Olena YARMOLA. "ANALYSIS OF THE DISADVANTAGES AND ADVANTAGES OF THE MODERN HRM SYSTEMS FOR OPTIMIZING THE FUNCTIONING OF ENTERPRISES." Herald of Khmelnytskyi National University. Economic sciences 316, no. 2 (2023): 89–96. http://dx.doi.org/10.31891/2307-5740-2023-316-2-13.

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This article is devoted to the analysis of the advantages and disadvantages of modern HRM systems for optimizing the work of enterprises. Among the most common HRM information systems, such as built-in, cloud and mobile systems, «Zoho People», «OrangeHRM», «CakeHR», «Workable», «BambooHR», «SAP SuccessFactors», «Workday HCM», «DeloPro», «HugeProfit», «ISpro», «Scala HR», «Axapta HR Management», «IRenaissance Human Resources / Payroll», «Hurma System», “Vchasno» were researched. A detailed study of the disadvantages and advantages of the mentioned HRM systems helps to determine the optimal syst

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26

Wang, Lijun, Yu Zhou, and Guoyang Zheng. "Linking Digital HRM Practices with HRM Effectiveness: The Moderate Role of HRM Capability Maturity from the Adaptive Structuration Perspective." Sustainability 14, no. 2 (2022): 1003. http://dx.doi.org/10.3390/su14021003.

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In recent years, increasing attention has been paid to digital human resource management (HRM) practices. Nonetheless, the impact of digital HRM practices is not yet fully understood by practitioners and researchers. Drawing from adaptive structuration theory (AST), we suggest that HRM capability maturity is a key boundary condition for understanding the effectiveness of digital HRM practices. By employing a path analysis approach on a sample of 1770 enterprises in China, this study found that the use of digital HRM practices impacts HRM effectiveness through the internal consistency of HR pra

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Ahmed, Ammar, and Habil Slade Ogalo. "From HRM to E-HRM: Contemporary Developments from Scholarly Work." Annals of Contemporary Developments in Management & HR 1, no. 1 (2019): 1–6. http://dx.doi.org/10.33166/acdmhr.2019.01.001.

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The present article aims to shed light on the concept of Human Resource management. Therein, the authors have attempted to underline some of the important developments in the arena of HRM and where it leads the understanding to. The article elaborates on the growing shift from HRM to E-HRM and why it is becoming inevitable for businesses to understand and accept it. The discussion also highlights detailed explanation of the features and prospects of E-HRM and its uniqueness in comparison with traditional HRM practices. In parallel, the article also expounds on HRM as a strategic concept whilst

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28

Greenwood, Michelle, and R. Edward Freeman. "Ethics and HRM." Business and Professional Ethics Journal 30, no. 3 (2011): 269–92. http://dx.doi.org/10.5840/bpej2011303/413.

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Gall, Gregor. "HRM in practice." Personnel Review 24, no. 3 (1995): 43–55. http://dx.doi.org/10.1108/00483489510089641.

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SPECTOR, BERT. "HRM at Enron:." Organizational Dynamics 32, no. 2 (2003): 207–20. http://dx.doi.org/10.1016/s0090-2616(03)00019-6.

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Budhwar, Pawan S., and Naresh Khatri. "HRM in Context." International Journal of Cross Cultural Management 1, no. 3 (2001): 333–56. http://dx.doi.org/10.1177/147059580113005.

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Vassalou, Leda. "Measuring HRM innovativeness." International Journal of Human Resources Development and Management 5, no. 4 (2005): 342. http://dx.doi.org/10.1504/ijhrdm.2005.008507.

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Pilania, Aarzoo. "Green HRM Practices." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 08, no. 05 (2024): 1–5. http://dx.doi.org/10.55041/ijsrem33488.

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Green Human Resource Management (Green HRM) integrates environmental sustainability into core HR practices. It goes beyond just business operations and promotes eco-friendly practices throughout the organization. Green HRM encompasses the entire employee lifecycle, from attracting environmentally conscious talent during recruitment to influencing employee behavior through training and performance management. By effectively implementing Green HRM practices, organizations can not only reduce their carbon footprint through practices like reduced paper usage or energy-efficient buildings, but also

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34

Janssens, Maddy, and Chris Steyaert. "HRM and Performance: A Plea for Reflexivity in HRM Studies." Journal of Management Studies 46, no. 1 (2009): 143–55. http://dx.doi.org/10.1111/j.1467-6486.2008.00812.x.

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Innes, Peter, and Retha Wiesner. "Beyond HRM intensity: Exploring intra-function HRM clusters in SMEs." Small Enterprise Research 19, no. 1 (2012): 32–51. http://dx.doi.org/10.5172/ser.2012.19.1.32.

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Bos-Nehles, Anna C., and Jeroen G. Meijerink. "HRM implementation by multiple HRM actors: a social exchange perspective." International Journal of Human Resource Management 29, no. 22 (2018): 3068–92. http://dx.doi.org/10.1080/09585192.2018.1443958.

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Brewster, Chris, Wolfgang Mayrhofer, and Adam Smale. "Crossing the streams: HRM in multinational enterprises and comparative HRM." Human Resource Management Review 26, no. 4 (2016): 285–97. http://dx.doi.org/10.1016/j.hrmr.2016.04.002.

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Meijerink, Jeroen G., Tanya Bondarouk, and David P. Lepak. "Employees as Active Consumers of HRM: Linking Employees’ HRM Competences with Their Perceptions of HRM Service Value." Human Resource Management 55, no. 2 (2015): 219–40. http://dx.doi.org/10.1002/hrm.21719.

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MS., Sabeeha Banu, and Nirma OP. "A REVIEW ON GREEN HUMAN RESOURCE MANAGEMENT." Shanlax International Journal of Arts, Science and Humanities 6, S2 (2019): 157–63. https://doi.org/10.5281/zenodo.2572980.

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<em>Across the world, growing industrialization has led to the need for employee motivation and engagement, employee retention, increasing the brand value and reducing labour turnover on the one hand and on the other hand increasing environmental hazards and ecological imbalance has made the stakeholders to be desperate towards environmental sustainability. Hence business territory intellectually expanded the role of human resource management function in accordance with environmental sustainability through Green HRM. The paper intends to explain the concept of Green HRM, advantages of implemen

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Lee, Dong-Joon, and Soo-Yeol Park. "A Study on the Conceptualization and Perception Discrepancies of HRM Strength Attributes: A Focus on Perceptual Differences in the Domestic Corporate Management Environment." Korea International Trade Research Institute 19, no. 6 (2023): 195–215. http://dx.doi.org/10.16980/jitc.19.6.202312.195.

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Purpose - This study focuses on the restructuring of the terminology and subdimensions of HRM Strength, as it is deemed not suitable for the domestic corporate environment. Design/Methodology/Approach - The research involved the formation of three groups (6 companies, with 2 domestic banks, 3 major companies, 2 venture companies, and 15 HR directors and general employees), and conducted interviews through Focus Group Interviews (FGI). Findings - The study results indicate that the conceptualization of HRM Strength by Bowen and Ostroff (2004), specifically in terms of distinctivenes

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Oswal, Nidhi, and G. L. Narayanappa. "Evolution of HRM to E-HRM to Achieve Organizational Effectiveness and Sustainability." International Journal of Business Administration and Management Research 1, no. 2 (2015): 22. http://dx.doi.org/10.24178/ijbamr.2015.1.2.22.

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This paper aims to study the role of HRM in contribution to organizational effectiveness (OE) and understand the evolving relationship between them over past years and in the future. This paper will also focus on evolution of HRM over the period of time and the challenging role of HRM in the 21st century. In last, paper will discuss about introduction of Information and Communication Technology (ICT) to HRM in terms of e-HRM and how e-HRM can contribute towards organizational sustainability.

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Валиев, Шерзоджон Илхомжанович. "ИНСОН РЕСУРСЛАРИНИ БОШҚАРИШ ТИЗИМИНИНГ УМУМИЙ ТАВСИФИ". Results of National Scientific Research 2, № 2 (2023): 115–23. https://doi.org/10.5281/zenodo.7704399.

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Ушбу мақолада инсон ресурсларини бошқариш тушунчаси, унинг ривожланиш босқичлари, инсоннинг бошқарув субъекти ва объекти сифатидаги ўрни, инсон ресурсларини бошқаришнинг мақсади, вазифалари, функциялари, усул ва услублари ҳамда тамойиллари баён этилган.

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Kim, Mijeong, and Woonki Hong. "The Adoption and Utilization of Algorithmic HRM: The Impact of Organizational Management Orientation." Korean Academy of Organization and Management 48, no. 1 (2024): 83–101. http://dx.doi.org/10.36459/jom.2024.48.1.83.

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The increasing use of advanced technologies in human resource management, such as big data driven decision making, HR analytics, and AI-enhanced selection processes, is a notable trend. Algorithmic HRM refers to the application of advanced algorithms to automate tasks within human resource management or to facilitate data-driven decision making. This study seeks to investigate the differences in the adoption and utilization of algorithmic HRM among organizations based on organizational management orientations. In particular, this study posits that companies

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Buddhakosai, Waradee, Manakorn Sukmak, Worata Klinsawat, et al. "Discrimination of tiger using a novel high resolution melting (HRM) and multiplex SNP-specific HRM (MSS-HRM) technique." Forensic Science International: Genetics 13 (November 2014): 30–33. http://dx.doi.org/10.1016/j.fsigen.2014.07.001.

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De Alwis, Adambarage Chamaru, Berislav Andrlić, and Marko Šostar. "The Influence of E-HRM on Modernizing the Role of HRM Context." Economies 10, no. 8 (2022): 181. http://dx.doi.org/10.3390/economies10080181.

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Human Resource Management (HRM) practitioners must play multiple roles to achieve both functional and organizational objectives. In the current business environment, Electronic Human Resource Management (E-HRM) is a pervasive application of Information Technology (IT), and its global adoption is now widespread. This study’s primary objective is to determine the effect of E-HRM implementation in Sri Lanka on the evolving HRM function. The study employed a qualitative methodology. On the basis of prior research, a study framework was formulated. After collecting the findings, the researcher anal

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Randev, Kadumbri Kriti, and Jatinder Kumar Jha. "Sustainable Human Resource Management: A Literature-based Introduction." NHRD Network Journal 12, no. 3 (2019): 241–52. http://dx.doi.org/10.1177/2631454119873495.

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The concept of sustainability has deeply penetrated in all functions of management such as supply chain, organisational behaviour, human resource, strategic management and so on. But recently, sustainable human resource management (S-HRM) has garnered a significant amount of attention from industry practitioners and academicians due to the escalation of adverse impact of existing HRM approaches on employees, society and the environment ( Mariappanadar, 2003 , International Journal of Social Economics, 30(8), 906–923; 2014a, Human Resource Management Review, 24(4), 313–329; 2014b, Sustainabilit

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Alkhamis, Faisal Abdulkarim. "The Impacts of HRM Practices on Employee Outcomes: The Mediating Role of HRM Effectiveness." Revista de Gestão Social e Ambiental 18, no. 1 (2024): e6313. http://dx.doi.org/10.24857/rgsa.v18n1-128.

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Purpose: This study aimed to examine the impacts of human resource management (HRM) practices on employee outcomes (employee commitment, employee satisfaction, and employee turnover intention) through HRM effectiveness. Theoretical Framework: The literature recognized the importance of HRM effectiveness in achieving both organizational outcomes and employee outcomes. Numerous variables were examined as mediating variables between HRM practices and organizational as well as employee outcomes such as work attitudes, employee engagement, knowledge management, employee performance, and HRM effecti

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Björkman, Ingmar, Mats Ehrnrooth, Kristiina Mäkelä, Adam Smale, and Jennie Sumelius. "From HRM practices to the practice of HRM: setting a research agenda." Journal of Organizational Effectiveness: People and Performance 1, no. 2 (2014): 122–40. http://dx.doi.org/10.1108/joepp-02-2014-0008.

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Purpose – The purpose of this paper is to develop an “HRM-as-practice” research agenda. The authors suggest that the HRM-performance literature would benefit from an actor-centric approach and a focus on activities, and that the HR roles research needs to shift its attention toward a more dynamic perspective of HR work and link this further to performance. Design/methodology/approach – The paper first provides an overview of strategy-as-practice (SAP) literature, and then review how extant HRM literature deals with three core notions of SAP: practices, praxis and practitioners. Based on this,

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Khan, Khalil Ahmad, and Nadeem Talib. "e-HRM practices with Transformational e-HRM outcomes: The mediating role of proximal outcomes." Journal of Workplace Behavior 4, no. 2 (2023): 1–25. http://dx.doi.org/10.70580/jwb.04.02.0196.

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The aim of this quantitative study is to analyze the impact of e-HRM practices on operational, relational, and transformational e-HRM outcomes. It also aims to explore if the adoption of e-HRM practices influences transformational e-HRM outcomes through the mediation of operational and relational e-HRM outcomes. Remenyi's and Zuboff's IT frameworks and the RBV paradigm serve as the foundation for the research framework. The study found evidence supporting these theories, showing that e-HRM practices have a significant impact on operational, relational, and transformational e-HRM outcomes. It a

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Li, Mengwei, and Clint Chadwick. "Go from HRM Practices to HRM capabilities: A Dynamic Capabilities Perspective." Academy of Management Proceedings 2020, no. 1 (2020): 13977. http://dx.doi.org/10.5465/ambpp.2020.13977abstract.

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