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Unit 2: e-Human Resource Management

the e-HRM technology is used determines the impact of the e-HRM technology and is Notes
therefore very important to consider.
2.5.1 e-HRM Activities

Self-service for managers and employees are the key concepts of e-HRM. Managers and
employees, when using the e-HRM web-based technologies, are made responsible for fulfilling
some of the activities of the HR function. In this way a new HR architecture is created. In
this study HR architecture refers to a ‘map’ of responsibilities of different parties for the
fulfilment of HR activities. However, not all the HR activities are suitable for self-service
of managers and employees HR strategy in most cases is aligned with the organization’s
overall strategy, the IT strategy should be aligned with the organization’s overall strategy
too. As the overall strategy of the organization has an influence on the choice for specific
of e-HRM tools, the strategy of the organization arguably has an influence on the design
of the HR architecture.

The impact of the organization’s overall strategy on the HR architecture therefore will be
discussed. The use of e-HRM technology also is expected to lead to changes in time spent
by HR professional spent on specific HR activities. This is expected to be caused by the new
HR architecture, which divides the HR responsibilities over employees, managers and HR
professionals. In the new, driven by the implementation of e-HRM technologies, HR
architecture there is an increased role for managers and employees in the fulfilment of the
activities of the HR function.

2.5.2 Time Spent on HR Activities by HR Professionals
The e-HRM technology enables managers and employees to take care of some of the
activities under the HRM umbrella themselves without the intervention of an HR professional.
This has consequences for the job content of the HR professionals. Less administrative tasks
for the HR department and therefore less administrative positions, more focus on strategic
goals of the organization and therefore an HRM staff consisting mainly of thinkers. Getting
run-of-the-mill things done electronically frees up HR people to do more important stuff
face-to-face.the HR professional in maintaining and developing e-HRM applications. The use of
e-HRM technology is expected to lead to changes in the time spent by HR professionals on:
• Strategic activities
• IT activities
• Administration activities
• Supporting managers
• Supporting employees.
2.5.3 A New Approach to e-HRM

IT can support HR activities in different manners. There is however no typology on how
technology can support e-HRM activities. This however could increase the insights in how
the e-HRM technology is used within the organization. The typology should enable the
organization to look for opportunities for technology support of e-HRM activities or even
benchmark their technology with alternative technologies. Although, there is no typology
on e-HRM support, there are some typologies on what organizations can achieve with IT
supporting HR activities.
Informational e-HRM Support
Informational e-HRM support can be characterised as support that is primarily focussed on
improving the operational efficiency of the HR system. This is realised by the automation
of HRM. This description however, is very broad as all the three types of support contain

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