Employing Electronic Human Resources Management to Support Recruitment.

Section 1: Foundation of the Study

In modern dynamic business environments, information technology (IT) plays a

significant role in creating new opportunities and delivering competitive benefits to enterprises.

In today’s electronic world, various leaders in big companies and institutions use electronic

human resources management (E-HRM) (Mahfod, Khalifa, & Madi, 2017). Human resource

managers (HRMs) use E-HRM as one of the leading organizational systems because electronic

applications are very effective and cost-effective. Roman (2017) revealed that HRMs have

moderate knowledge about the E-HRM functions. However, HRMs have used E-HRM to

support human resources (HR) strategies and policies and satisfy the HR needs through web-

based channels (Mahfod et al., 2017). Electronic HRM is one of the critical areas that require

improvement to alleviate the knowledge gap to facilitate smooth employee recruitment and

selection. The purpose of conducting this qualitative descriptive study was to explore the E-

HRM recruitment and selection tools that HRMs use to support the successful recruitment of

qualified employees. While conducting this qualitative descriptive study, the researcher aimed to

provide HRM professionals with knowledge on how to use E-HRM to increase profitability.

Background of the Problem

The human resources (HR) department is a crucial department in any modern

organization. Human resources are a critical asset for the success of an organization with HR

staff expected to employ people through the practices of recruitment and selection (Malik & ul

Mujtaba, 2018). The arrival of information communication technology is essential with the

emergence of globalization, making the world akin to a small global village or economy. E-HRM

is an information technology tool that can be used by HRM to efficiently implement HR policies

and practices (Gani & Anjum, 2017). Human resource personnel use E-HRM strategies to

implement HR policies and practices using information technology.

Since the establishment of E-HRM in the 1990s, HRMs use E-HRM systems to create

value within and across organizations by providing an essential component to create a

competitive advantage (Khashman & Al-Ryalat, 2015). The authors suggested that E-HRM's

primary goals are to improve HR services at a lower cost and less time. Researchers recognize

the significance of HR functions in adding value to business performance. Human resource

personnel use E-HRM systems as the best technology to conduct their HR activities and manage

resources efficiently for organizational success (Iwu, 2016). By introducing the use of E-HRM

functions, HR departments can support the organization to thrive in the increased competition by

hiring highly-skilled employees with a diversity of technical knowledge, skills, and abilities

(Ahmed Butt & Zeb, 2016). However, some HRM personnel lack expertise with functions of E-

HRM strategies in supporting successful selection and recruitment of employees. A well-

executed E-HRM help organizations and HRM to acquire, develop, and deploy intellectual

capital to increase organizations’ profitability.

Problem Statement

In spite of dynamic and technical innovations, financial problems emerge in

organizations when HRMs fail to hire the right people, which lead to poor organizational

performance (Saviour, Kofi, Yao, & Kafui, 2017). Some organizations, including the small and

medium enterprises (SMEs) have moderate E-HRM functions, with 62.1% of HRMs in these

enterprises lacking knowledge of E-HRM strategies (Roman, 2017). The general business

problem was that some managers lack expertise with E-HRM recruitment and selection tools to

support the successful recruitment of employees (Hosain, 2017). The specific business problem

was that some HRMs lack the knowledge of E-HRM recruitment and selection tools to support

the successful recruitment of qualified employees.

Purpose Statement

The purpose of conducting this qualitative descriptive study was to explore E-HRM

recruitment and selection tools used by HRMs to support the successful hiring of qualified

employees. There was no targeted population in the study. Instead, secondary data were used.

The implications for social change included the potential for HRMs to learn of strategies they

can use to improve the recruitment and selection of qualified employees through E-HRM

functions. Human resource managers who deploy E-HRM functions might be able to cut costs

and improve customer services. Reduced costs and improved customer services might be crucial

towards increasing the firms’ profitability and enable the firms to invest in other projects,

thereby reducing unemployment rates in the communities, and by extension, improving the

socio-economic status of community members.

Nature of the Study

In the study, a qualitative research method was the only methodology I used. Leppink

(2017) explained that a qualitative is an exploratory method used by researchers to explore the

research problem using perceptions or views and lived experiences of people who are

knowledgeable or affected by that problem. Researchers used a qualitative method to provide a

better understanding of the social problem from people perceptions, feelings, and thoughts to

provide rich and detailed information that describes the problem in the question (Maxwell,

2019). Thus, the qualitative method was appropriate to describe the research problem based on

the study findings and views of other scholars who have conducted similar studies. A qualitative

research method was the best methodology over quantitative and mixed methods of research. A

quantitative approach was unsuitable for the study because the researcher focuses on using

numerical data to test the research hypotheses. In addition, a mixed method was not fit for the

study because the approach involves combining both qualitative and quantitative approaches

(Leppink, 2017). The quantitative portion of a mixed method study made the approach

unsuitable because the study did not explore the problem with the use of numerical data or

testing hypotheses.

The principal qualitative designs that are commonly used include case study,

ethnography, grounded theory, and phenomenology. Also, the descriptive design is appropriate

for qualitative research and it entails developing theories or themes using available data to

address the phenomenon under investigation (Kim, Sefcik, & Bradway, 2017). Descriptive

design was suitable for this study compared to other qualitative designs because of its flexibility

in allowing the researcher to obtain detailed information by exploring existing studies or archival

data from previously conducted studies (Kim et al., 2017). The purpose of the ethnographic

research design is for researchers to study the culture of a group (Elkatawneh, 2016). The

ethnographic research design was thus not suitable for the study because I was not exploring the

behaviors and ritual traditions of a cultural group. Researchers use grounded theory design to

identify context, causal, and intervening factors of a given issue under study for the discovery of

a practical theory (Wiesche, Jurisch, Yetton, & Krcmar, 2017). I did not intend to come up with a

theory making the grounded theory approach unsuitable for the study. A phenomenological

researcher is useful when exploring the meaning of experiences from participants’ subjective

perspectives (Thompson, Grocke, & Dileo, 2016). My focus in the study was not to study the

lived experiences of a particular phenomenon but explore multiple experiences in a real-world

setting. Therefore, a phenomenological approach was thus not the best method for the study.

Research Question

What E-HRM recruitment and selection tools do HRMs use to support the successful

recruitment of qualified employees?

Conceptual Framework

The unified theory of acceptance and use of technology (UTAUT) is a suitable

framework for the study. Venkatesh, Morris, Davis, and Davis developed UTAUT in 2003 as a

model to explain how people use information systems and their usage behaviors of the systems.

The UTAUT holds that behavioral intentions shape the ability of users to practice information

technology. The model emphasizes the evidence of behavior influence to use the technology in

organizational processes (Sarfaraz, 2017). Thus, UTAUT is the best framework for the study

because it facilitated an understanding of E-HRM strategies used by human resource managers

during the recruitment and selection of employees. Accordingly, the UTAUT framework

provided a lens to explore differentiated E-HRM recruitment and selection tools employed by

HRMs when hiring the best-qualified employees.

Operational Definitions

Capabilities: Capabilities are exclusive resources that an organization uses to achieve

improved productivity and performance (Rehman, Mohamed, & Ayoup, 2019).

Competitive advantage: Competitive advantage is a condition that puts an organization to

a position it can thrive in a business environment with increased competition by targeting market

consumers perceived as being better or more valuable than that of its competitors (Hosseini,

Soltani, & Mehdizadeh, 2018).

Intangible assets: Intangible assets are resources that do not have a physical nature as

compared to assets such as equipment, buildings, and motor vehicles and are instead latent in

other assets, non-monetary, and are not identifiable in transactions (Vetoshkina & Tukhvatullin,

2015).

Recruitment: Recruitment is the process of searching and hiring the right candidates for

employment from within or outside an organization and motivating them to submit an

application of available jobs in the organization (Devi & Banu, 2014).

Resources: Resources are human and intangible assets that firms use to create and

implement their strategies (Ghapanchi, Wohlin, & Aurum, 2014).

Selection: Selection is the process of screening and selecting applicants, hiring, and

integrating the newly employed practitioner into the organization (Devi & Banu, 2014).

Assumptions, Limitations, and Delimitations

Assumptions

In research, study assumptions are situations and concepts presumed to be true and to

some extent, and not under the control of the researcher (Pyrczak & Bruce, 2017). The first study

assumption was that the HRMs would improve E-HRM's success for recruitment and selection of

potential employees. The second assumption was that archival documents or secondary sources

used provided factual and relevant information about the E-HRM recruitment and selection tools

that HRMs can use to successfully select and recruit qualified employees.

Limitations

Limitations are the shortcomings and potential influences in a study that the researcher

has no ability to control (Pyrczak & Bruce, 2017). The first study limitation was that only

qualitative methodology was suitable in this inquiry. The second study limitation was the fact

that the data was self-reported, in which the researcher collected information from other studies

and provided his or her findings. The third limitation witnessed in this study was that secondary

data were the best data to address the research question. This limited my effort to collect primary

data to support the findings.

Delimitations

Delimitations are choices, which set the boundaries of a study that limit study scope but

are within the control of the researcher (Pyrczak & Bruce, 2017). The first study delimitation

was that the selection criteria used in the study. I only considered studies published in the last ten

years or from 2010 to 2020, which delimited the ability to retrieve other useful articles. The

second delimitation was that the study focused on the use of E-HRM recruitment and selection

tools among HRMs, which affected the efforts to collect information with a focus on other

recruiters in the organizations.

Significance of the Study

Contribution to Business Practice

Some HRMs face several challenges when conducting recruitment of the best-qualified

candidates due to lack of knowledge on E-HRM recruitment and selection tools. These HRMs

face the challenges of recruiting and selecting inexperienced candidates and who may present

false qualifications (Zinyemba, 2014). Other challenges are the expenses for recruiting and

selecting employees with no guarantee of success and increased time to review potential

employees' applications. Thus, valuable information was obtained from the study to understand

how E-HRM recruitment and selection tools can be used while recruiting and selecting

competent employees. The study findings had benefits for HRMs in various organizations to

overcome the challenges of recruiting and selecting employees. In addition, the study findings

were used to make critical recommendations on the best E-HRM’s recruitment and selection

tools that organizations can use to improve their HRM services through reduced cost and time

during the recruitment and selection process.

Implications for Social Change

Study implications for social change included the potential to identify how HRM

personnel could use E-HRM recruitment and selection tools to hire well-qualified employees.

The study was also useful to enhance the ability of HRMs to use E-HRM’s recruitment and

selection tools to support successful selection and recruitment of employees, which are the key

factors in helping organizations deploy intellectual capital for increased performance and

profitability. Increased profitability might also result in firms investing more funds in corporate

social responsibility initiatives within the societies in which they operate, leading to general

beneficial social change.

A Review of the Professional and Academic Literature

In this section, I provided a comprehensive review of the literature on human resources

and E-HRM's selection and recruitment. The purpose of writing a literature review was to

analyze the concept of HRM, recruitment and selection, E-HRM, and E-HRM strategies used

during recruitment and selection (Mahfod et al., 2017). Content for the literature review from

various peer-reviewed sources that align with the study’s purpose was provided. The literature

review section included an overview of the literature search strategy, conceptual framework,

critical analysis, and literature synthesis pertaining to the potential themes identified in the

purpose statement and according to the conceptual framework. Also included in the section are

critical analysis and synthesis of various sources/content of the literature (journals, reports, and

seminal scholarly books). Finally, I provided a review of methodological literature, compare, and

contrast different points of view about previous research and findings relevant to my study topic.

I obtained sources for the literature review from scholarly journal articles, seminal

scholarly books, reports, and approved dissertation and thesis articles. I used the following

academic databases to locate relevant articles; ScienceDirect, ProQuest, EBSCOhost, Research

Gate, Google Scholar, and Emerald Insight. I used the following keywords to explicitly identify

related articles: human resources, E-HRM, recruitment and selection, human resources in SMEs,

and E-HRM in SMEs. I included 52 sources within the literature review, with 50 (96%) of the

sources being peer-reviewed and 44 (85%) within five years of my intended study completion

date.

Conceptual Framework

Business leaders use the UTAUT technique in many HRM practices as a tool to explore

human behaviors in the use of information technology. Leaders apply UTAUT technique to

demonstrate E-HRM usage in the HR department. Leaders use the technique to communicate the

acceptance of information technologies like online or Internet technologies (Mahfod et al., 2017;

Tarhini, El-Masri, Ali, & Serrano, 2016). The fundamental constructs of UTAUT are

performance expectancy, effort expectancy, social influence, and facilitating conditions (Mahfod

et al., 2017). The constructs are useful when describing and providing a better understanding of

the behavioral intention and behavior usage of technology or information systems. Additionally,

the construct provides the basis to determine the extent to which a person can use the systems to

achieve organizational performance (Venkatesh, Thong, & Xu, 2016).

The construct of performance expectancy refers to the extent to which a person perceives

that utilizing a particular system assists in achieving gains in job performances (Tarhini et al.,

2016). Relating to this study, the principle of performance expectancy was essential in describing

the perceptions of HRMs regarding E-HRM’s recruitment and selection tools and their use in

attaining recruitment and selection process of employees. Besides, the construct of performance

expectancy helped to determine the attitudes of HRMs towards E-HRM system in terms of

recruitment and selection process.

The principle or construct of effort expectancy refers to the ease associated with the

utilization of the chosen system. The researchers use the construct to explain people's

perceptions regarding the use of information system as a flexible process while conducting

specific organizational tasks (Mahfod et al., 2017). The construct was suitable for the current

study because I used to explain the ease associated with the use of E-HRM’s recruitment and

selection tools during the employment process based on the perceptions of HRMs.

The construct of social influence involves individual perceptions regarding the use of a

new system. The construct entails the extent to which a person provides opinions that other

people must accept the use of the new systems to achieve gains in specific performances

(Venkatesh et al., 2016). In the study, I used the construct to explore the degree to which HRMs

perceive other people's ability to use E-HRM’s recruitment and selection tools in hiring

employees.

The construct of facilitating conditions involves the individual perception that technical

and organizational infrastructure supports the new system's application. Facilitating conditions

emphasize individuals’ perceptions about the effective usage of the new system (Mahfod et al.,

2017). In the study, I used the construct of facilitating conditions to describe the individual’s

perceptions of whether their organization supports the use of E-HRM’s recruitment selection tool

during the hiring process of competent employees. Besides, I used the construct as the

cornerstone to understand the degree to which individual HRM perceives regarding the existence

of technical infrastructure to support the use of E-HRM in the recruitment of qualified

employees. Figure 1 represents the conceptual framework, which summarizes the key constructs

of UTAUT framework and its relationship to the topic of the study.

UTAUT technique was useful to the study as the technique allowed me to understand and

explore the use of E-HRM in recruitment and selection of employees. The framework provided a

basis to describe the individual perceptions of HRMs concerning E-HRM functions in employee

recruitment.

Human Resources Management and Organizational Performance

HRM is a professional discipline that focuses on HR activities, practices, and policies

used in organizations to facilitate competitiveness. HRM pertains to the management of human

talents to achieve an organization’s objective and performance (Richman, 2015). HRM

Performance

Expectancy

Effort Expectancy

Social Influence

Facilitating

Conditions

E-HRM strategies and

tools for recruitment

and selection of

employees

Figure 2. Conceptual framework guiding the study

encompasses the recruitment of talent, labor relations, and various policies focusing on employee

safety and health. According to Parameswari and Yugandhar (2015), scholars consider HRM as

the process of planning, organizing, directing, and controlling of the procurement, development,

compensation integration, and the separation of the human resources to ensure that individuals,

organizational, and social objectives achieved at the end. HRM is a unique employment

management approach used by organizations to achieve competitive advantage through the

strategic hiring of competent and dedicated employees (Sabiu, Ringim, Mei, & Joarder, 2019).

According to Sabiu et al. (2019), HRM is a strategic process of incorporating human resource

techniques to hire dedicated employees with positive behaviors that increase effectiveness of the

organization. Peregrino de Brito and Barbosa de Oliveira (2016) demonstrated that HRM is a key

player in the development of a highly productive workforce, which constituted in the middle of a

debate about competitiveness in business.

Organizations mandate the engagement of HRMs in practices that contribute to positive

organizational performance and create a competitive advantage. Hamid, Maheen, Cheem, and

Yaseem (2017) observed that the role of the HRM is to conduct workforce staffing through the

approaches of employee recruitment and selection. Additionally, organizations employ HRM to

(a) manage issues related to employee welfare, (b) provide employee training and development,

employee security. HRM managers employ HRM practices to motivate the employees, which, in

turn, result in positive organizational performance. George (2017) demonstrated that the role of

the HRM in the organization is to create and allocate jobs, hire potential employees, manage

organizational processes, including promoting and laying off employees, increasing the number

of employees, evaluating employee performance, and training the workforce. Similarly,

Parameswari and Yugandhar (2015) demonstrated that HRMs have crucial roles like conducting

job analyses, planning the personnel needs, making sure well-qualified people are working in the

organization, and managing wages and salaries. Human resource personnel also evaluate

performance, manage and resolve conflicts, and train and develop the workforce. HRMs

motivate their employees by providing an ethical working environment, exercising equality,

training and developing, and providing incentives. HRMs make use of other assets in the

organization to create competitiveness and achieve objectives, which makes HRM more critical

than other resources (Cania, 2014).

HRMs motivate their employees by providing an ethical working environment,

exercising equality, training and developing, and providing incentives. Sabiu et al. (2019)

explained that HRMs use organization’s assets to ensure competitive advantage and business

objectives are achieved in the competitive environment. This makes HRM more critical than

other resources in improving organizational performance. HRM understands the desires of the

organization and focus on acquiring the right workforce and motivating the employees to

collaborate and commit to organizational operations.

Recruitment and Selection

Recruitment. A well-executed recruitment process is essential for an organization to

attract the right kind of employees. Various scholars have provided definitions for the

recruitment concept. According to Devi and Banu (2014), recruitment is the process of looking

for candidates for employment and stimulating the candidates to apply for jobs within an

organization. Slavić, Bjekić, and Berber (2017) also defined recruitment as one of the essential

human resource process that involves the process of aligning individual professional goals and

preferences with organizational goals while looking for potential candidates. Oaya, Ogbu, and

Remilekun (2017) demonstrated that recruitment involves discovering the potential candidates

for actual or anticipated organizational vacancies. Recruitment entails the process of linking

those with job vacancies and needs to fill the vacant position with those seeking for vacant

positions. Bogatova (2017) asserted that recruitment is an activity that includes both the

generation of a pool of applicants seeking employment in the organization providing vacancies

and the selection of qualified persons. HRMs employ recruitment to satisfy the needs of the

organization by attracting applicants with certain skills, abilities, and individual characteristics

matching the job criteria. The agenda of the recruitment process is to attract large numbers of

qualified candidates and provide adequate information so that the unqualified candidates can

self-select themselves out of the job candidacy program (Oaya et al., 2017).

The recruitment process is useful for any organization to have the right person, at the

right place, and at the right time, which is vital to the performance of an organization. The

human resource personnel consider recruitment process as an essential approach of analyzing the

requirements of a job and attracting the employees to various job openings (Devi & Banu, 2014;

Slavić et al., 2017). Through recruitment process, the human resource personnel focus on finding

potential candidates within and outside the organization. The recruitment process involves the

steps of designing recruitment objectives, strategy development, conducting the recruitment

process, identifying the intervening factors, and obtaining the recruitment results (Bogatova,

2017).

Selection. Candidate selection is essential for every firm, and it involves HR

professionals making a suitable hire to ensure production and performance value in the firm.

Various scholars have defined the concept of employee selection. Bogatova (2017) demonstrated

that the selection process involves the aspect of choosing the most suitable and qualified

candidate for a specific position from a group of applicants. According to Tomčíková (2016),

employee selection consists of the process of collecting, measuring, and analyzing information

about candidate’s qualifications for specified positions and choosing those individuals who

possess the right skills and abilities to be successful in their jobs. Slavić et al. (2017) defined

selection as the process of recruitment in which employers or HRMs select applicants from a

pool of candidates and make their decisions on the best applicants suited for a specific position

within an organization. Selection process is useful when is evaluating and choosing the best-

qualified and potential candidates to fill the vacant positions based on their qualifications. The

decisions made by the HRMs help in employing the best selection strategy to hire the highly-

qualified and potential candidates (Slavić et al., 2017). Adu-Darkoh (2014) defined employee

selection as the process of choosing the best individuals to fill specific vacant positions. This

management decisions allows the HRMs to select and use suitable selection strategy to follow

during rectruiment and selectio process.

Employers use predetermined selection criteria, including job specifications, job

profiling, and job descriptions. The intent of the selection process is to match the capacity,

knowledge, expertise, and experience of all applicants with the job requirements in a legal and

unbiased manner. HRMs decide to make selections after acquiring enough awareness of the

strengths and weaknesses of each applicant (Chungyalpa & Karishma, 2016). The selection

process involves the steps of screening or shortlisting candidates, conducting reference and

background checks, and conducting candidate interviews. After the interviews, qualified

applicants may undertake tests to determine whether they are a fit for available jobs (Razimi,

Romle, & Kamarudin, 2017).

Recruitment and selection processes are among the vital processes in an organization and

focus on attracting able candidates and selecting the best qualified applicants. Recruitment and

selection process is a complex task for HRMs as it needs management, decision-making, and

proper planning to choose most appropriate and potential workforce (Pashayan et al., 2016).

The increasing competition of acquiring the best talented human resources requires the

management to develop innovations, incorporating management’s decision-making, and hiring

only the best fit for the firm’s culture and ethics specific to the organization. Recruitment and

selection processes are central to all activities carried out by the HRM because without the use of

appropriate methods to select the right staff, none of the functions of HRM would be appropriate

(Tomčíková, 2016). The overall steps carried out in the recruitment and selection of candidates

include job analysis, workforce planning, and candidate recruitment and selection. HRMs

conduct interviews to determine individuals’ level of knowledge and expertise to obtain the best

candidates (Chungyalpa & Karishma, 2016). Organizations used various techniques in

recruitment and selection.

Recruitment and selection methods. Managers make decisions about the best methods

to use to support the recruitment and selection of qualified candidates. Recruitment and selection

methods are necessary for an organization to attract an effective workforce and support business

success and organizational operations. According to Oaya et al. (2017), HRMs conduct the

employee recruitment and selection process using employees’ referrals and recruitment/selection

agencies. Recruitment agencies are the organizations that take contracts of recruiting and

selecting for an organization on an agreed consideration. Samwel, Omari, and Mwanaongoro

(2016) indicated that HRMs use either internal or external processes to hire employees. Hiring of

employees can be internal through approaches such as job posting or rehiring former employees,

succession planning, advertising, and the Internet. On the other hand, hiring of employees can be

external through on-demand recruiting services, college recruiting, outsourcing, referrals, the

recruitment agencies, and executive recruiting (Samwel et al., 2016). According to Singh,

Mathur, Jain, and Sahayaraj (2017), internal sources of recruitment are effective compared to

external recruitment strategies.

The definition of internal and external recruitment sources is essential. According to

DeVaro (2016), internal sources of recruitment include (a) promoting existing employees, (b)

shifting employees to other workplaces, and (c) inviting new employees to apply for the

available positions as indicated in the job postings. External recruitment entails E-recruitment

through the Internet, employee referrals, labor offices, and the use of employment agencies

(DeVaro, 2016). According to Bogatova (2017), modern methods of recruitment that include the

use of the Internet replace traditional recruitment methods. With the new era of new

technologies, the Internet plays a significant role in people’s lives. Also, human resources are

required to respond to the increased competition for globally mobile talents, and rapid advances

in HR technology (Bogatova, 2017). In today’s prevailing dynamic IT environment, a need exists

for technology-based recruitment methods to help HRMs meet the challenges of the 21st century.

Electronic Human Resources Management

The end-users of E-HRM found the benefits and multiple functions of the technology

during their daily tasks. According to Nivlouei (2014), the type of HR practices, the use of

information technology (IT), and the correspondence between practices and IT use to determine

the E-HRM application. E-HRM is a term that involves the structuring and implementation

process of technology-driven HR transformations and the consequences of stated activities in

developing HR network structures in the entire organization. E-HRM covers all the integrations

between the contents of HRM and the information technologies that create value within and

across organizations for targeted employees and management (Nivlouei, 2014). According to Ma

and Ye (2015), the concept of E-HRM, coined in the 1990s, is the process of carrying out HRM

activities with the use of the Internet or Intranet. E-HRM focused on the application of

information technology for networking and supporting collective individuals in shared

conducting of HRM activities. The introduction of E-HRM in the industry has allowed human

resource personnel to condut their actyvities in a more efficient and strategic way with the use of

advanced technologies (Ma & Ye, 2015).

According to Winarto (2018), E-HRM entails the application of information technology

systems by the HRM so as to be more strategic in the services they provide. Based on such

assumption, E-HRM thus entails the integration of information technologies to create value

within and across the firm. Application of E-HRM in organizations is crucial for cost reduction,

reorientation of human resource personnel to become strategic in their administrative tasks, and

for service improvements (Bondarouk, Parry, & Furtmueller, 2016). E-HRM is a term that

involves the structuring and implementation process of technology-driven HR transformations

and the consequences of stated activities in developing HR network structures in the entire

organization. According to Poisat and Mey (2017), E-HRM, involves carrying out HRM

activities with the application of the Internet or Intranet within the broader context of the

organization. E-HRM entails the application of information technology for networking and

supporting collective individuals in shared conducting of HRM activities. The introduction of E-

HRM in the industry has facilitated a more efficient and strategic way of working for HR

professionals (Poisat & Mey, 2017).

Scholars have asserted that HR managers integrate electronic into HRM practices as a

way to create new avenues that support organizational success. Thus, integrating E-HRM is

crucial in HRM as it makes the activities, processes, and procedures more flexible and less

complicated (Iwu, 2016). Human resource managers use E-HRM because of the accuracy and

minimization of errors, and timeless communication between organizations and employees with

an unlimited distance of message transmission. E-HRM eliminates work complexities and

stimulates the employees to work effectively (Iwu, 2016). The HRMs believe that the

implementation of the E-HRM in their organizations provides comprehensive information about

individual employees and optimal task performance within the organizational environment.

Besides, the employees have a great opportunity to access their records and documents and use

them to update the necessary information (Mahfod et al., 2017). The HRM has embraced the E-

HRM due to their advantage of aiding in the decision-making process and providing accessibility

of comprehensive and applied information about HR tasks.

Types of E-HRM. Previously conducted studies showed different types of E-HRM,

which are characterized as operational, relational, and transformational E-HRM (Bondarouk et

al., 2016). Operational E-HRM practices are also known as the obligatory or zero level practices.

Operational E-HRM practices entail the administrative role of the HR and are utilized in

workplaces for achieving the transactional goals such as improving productivity and minimizing

the cost of the HR activities (Iqbal, Ahmad, Raziq, & Borini, 2019). Besides, The administrative

functions, payroll, and employee personal data characterize operational E-HRM. Operational E-

HRM focused on the automation of administrative HR tasks with the aim of reducing costs,

speeding up processes, and improving productivity (Galhena, 2015). The relational E-HRM

practices focus mainly on the inter-personal relationships. The purpose of these practices is to

improve the HR services’ quality and ensure organizational and procedural justice through

employees’ and managers’ empowerment (Iqbal et al., 2019). Relational E-HRM entailed

incorporating IT systems, which join HR personnel, line managers, and employees to facilitate

collaboration and quality of services (Bondarouk et al., 2016). The relational E-HRM is

associated with supporting the businesses processes through the methods of training,

performance management, recruitment, and other tasks (Ma & Ye, 2015). The key elements in

the relational E-HRM are the e-manager support system and ex-employee support system

(Galhena, 2015). Transformational E-HRM associated with the development in the business

support and the strategic orientation of E-HRM such as the knowledge management and the

strategic re-orientation (Iqbal et al., 2019).

Transformational E-HRM is essential for the development of a change-ready workforce

in alignment to the strategic choices of the organization. Transformational E-HRM includes the

E-recruitment, E-performance management, e-training, and e-compensation (Ahmed, 2019; Iqbal

et al., 2019). It makes it possible to develop hire the right workforce with skills and knowledge

that align with organization’s goals (Galhena, 2015).

Functions of E-HRM. E-HRM is among the current aspects of HRM with a crucial role

in the recruitment and selection process by HR professionals. Priya and Munivenkatappa (2018)

discussed that E-HRM helps to optimize HRM procedures to make the functions of the HR

operate faster. Human resource professionals focus on utilizing E-HRM to minimize the

operational costs and increase coordination of administrative tasks between service managers

and employees within and across the organization. Following the introduction of E-HRM

systems, organizations have shown drastic changes in human behavior, management activities,

and governance. Human resource professionals found the need to use E-HRM to increase web-

based learning to train their employees (Mahfod et al., 2017). Organizations that use E-HRM

observe increment of web-based training that increases the knowledge, skills, and abilities of

individuals to apply for jobs, and change their job-related benefits. Furthermore, web-based

technologies attained using E-HRM leads to the rise of self-services directly to the employees

(Kohansal, Sadegh, & Haghshenas, 2016).

The functions of E-HRM are similar to those of the HRM that focus on planning and

coordination of functions in organizations and specific jobs within the organizations. Managers

use E-HRM as a way to allow employee build their goals individually, to promote organizational

performances, reward employees, and uphold the HR operations in the organization (Islam,

2016). Utilizing E-HRM as a technique to execute HR strategies, practices, and policies allows

HRMs to develop organizational portal that enables members, employees, and human resource

professionals to view, extract, and use information that is crucial to manage the organization.

Moreover, the use of E-HRM eliminates intermediaries in the HR process (Poisat & Mey, 2017).

Managers using E-HRM focus on improving the performance of organizations by integrating

technology and innovation to create value-added activities and development. The major

functions of E-HRM involve the E-performance management system, E-training, E-recruitment,

classical and virtual training, communication, recruitment, selection, and learning (Hosain,

2017).

Managers using E-HRM aim to improve organizational effectiveness and sustainable

development. Managers that use E-HRM focus on building a higher internal profile for the HR

department leading to better work culture. Other functions of E-HRM include improving the

efficacy and efficiency in conducting HR practices and allow the HR department to be strategic

partners in achieving organizational goals (Omran & Anan, 2018). Managers employing E-HRM

focus on creating a more dynamic workflow in the business process, productivity, and employee

satisfaction. Managers that use E-HRM can access information easily, increase connectivity in

all parts of the company as well as allow connectivity and communication on geographical levels

to create virtual teams (Omran & Anan, 2018). Managers employing E-HRM focus on creating

standardization in the HR requirements and improvement of the decision-making process. HR

professionals implement E-HRM to provide quality services to their stakeholders. Moreover, the

use of E-HRM enables organizations to improve performance more quickly (Nagendrababu &

Girisha, 2018).

Another E-HRM function is how technology contributes to the strategic competitiveness

of an organization. According to Poisat and Mey (2017), reducing costs, improving HR services,

and improving strategic orientation are some of the major E-HRM functions. Using E-HRM

focus on increasing efficiency in the provision of HR services rather than improving the strategic

orientation of HRM. The use of E-HRM allows HR professionals to improve their performance

by participating as internal consultants. The use of E-HRM has helped organizations attain

globalization, which have contributed to the emergence of international HRM (Poisat & Mey,

2017). Also, employees can work remotely due to the technological advancement in the hiring

process as they can carry out tasks from any location. As a result, the E-HRM has contributed to

flexibility and better results among the staff.

E-HRM in Recruitment and Selection

Recruiting through E-HRM selection and recruitment tools is similar to traditional HRM

recruiting efforts. The only difference is the adoption of technology to support recruitment

procedures (Daniel & Malkar, 2017). E-recruitment process involves using technological tools

such as Talentsoft, which contain features facilitating internal recruitment including job postings

using fully configurable process, facilitate and manage mobility requests, identify best

applicants, and retain talent. HRMs have adopted E-HRM in external recruitment with

techniques that help stakeholders browse job opportunities from mobile devices. HRMs use E-

HRM to undertake the recruitment process through social media, Facebook, Twitter, and

WhatsApp, among others (Daniel & Malkar, 2017). Companies and even sponsors rely on job

postings through recruitment media that enables the organizations to grab suitable individuals in

a wide range of applications.

Employers and employees integrate E-HRM in the recruitment process to focus on more

strategic and value-added activities. With E-HRM, employers can minimize administrative tasks

and paperwork and enable professionals to develop more strategic functions of their professions

(Omran & Anan, 2018). The use of E-HRM requires HR professionals to become knowledgeable

in the basic IT rules to make communication using information technology more productive.

HRM that employ E-HRM viewed as change agents. Further, using E-recruitment makes

organizations recognize unique talent globally (Omran & Anan, 2018).

The use of E-HRM is also significant in the selection process. HRMs use E-HRM to sort

out applicants with software such as Recruiterbox, which focused on attracting resumes and

sorting it out with keywords that might be similar to the criteria employed by the organization

(Daniel & Malkar, 2017). The software used in the selection of suitable applicants narrows down

the resume then provides a wide range of options for the interviewer to conduct online tests and

interview potential candidates. Electronic recruitment and E-selection are cost-effective as they

allow free posting of jobs. Managers use E-HRM to make the recruitment and selection process

more effective as it allows one to perform various activities irrespective of the location (Daniel

& Malkar, 2017).

Electronic recruitment is a significant means of helping firms and companies establish

brand identity, attract talented workers, and retain valuable employees compared to traditional

recruitment methods. Malik and ul Mujtaba (2018) explained that E-HRM improves the

convenience of recruitment process as job applicants mainly depend on job posts and

advertisements to submit necessary information online, which allows the HRM to genuinely

recruit suitable candidates. Employers review the credentials of each potential candidate through

the most suitable ways and conditions while comparing the effectiveness of the new E-

recruitment with the traditional-paper approach for recruitment process (Omran & Anan, 2018).

Similarly, Ghazzawi and Accoumeh (2014) explained E-HRM makes the recruitment process

more convenient for potential candidates to submit their CVs online and attract genuinely

suitable candidates. Employers can scrutinize potential candidates’ credentials through the most

suitable ways rather than using traditional recruitment process (Ghazzawi & Accoumeh, 2014).

Managers prefer E-recruitment to attract diverse candidates by making sure they meet the

company goals. The diverse workforce, identified by a diverse culture, education system, and

technical skills, are helpful for organizations to reach new markets and develop new intellectual

capital. Managers view E-HRM as essential in the recruitment and selection process as it

encourages job analysis and personal specification and sourcing of applicants online (Bondarouk

et al., 2016).

Employers use e-recruitment to reduce time and effort. The use of E-HRM promotes the

use of database technologies, online job advertising boards, and search engines that allow

employers to fill job posts efficiently (Bondarouk et al., 2016). Employers make use of E-HRM

to make decisions and conduct job analyses to enhance performance and improve job

satisfaction. E-HRM is applicable in the recruitment and selection process by guiding selecting

the most likely tasks through minimizing common errors. Job seekers can choose a wide variety

of vacant positions from web portals (Lad & Das, 2016).

HR professionals widely adopt E-recruitment and E-selection processes in organizations

to attract candidates. Organizations use reputable product image and online services to attract

many applicants to their website (Poisat & Mey, 2017). The use of E-HRM allows HRMs to

review all applicants and use standardized online tests to screen potential candidates from a pool

of applicants. Organizations focus on using product image, online technology, and other methods

to draw as many candidates as possible to the firm’s website (Mukherjee, Bhattacharyya, &

Bera, 2014). HRMs employ E-HRM to sort applicants and employ sophisticated and

standardized online tests to screen candidates and identify a pool of manageable applicants.

HRMs, using E-HRM, focus on employing an automated hiring management system to contact

the most desirable candidates in the quickest means possible before other companies acquire

them (Mukherjee et al., 2014). Besides, HRMs use E-HRM to reach out to potential candidates

because it is the quickest method to reach out to the potential candidates. Such a process allows

HRMs to make decisions to find and hire efficient personnel (Poisat & Mey, 2017).

HRMs employ E-recruitment and E-selection processes to obtain quality candidates who

are experienced with the required knowledge, skills, and abilities to deal with the organization’s

demands. E-recruitment and E-selection help to obtain suitable applicants that match job

characteristics and easily adapt to the organizational culture (Nasreem, Hassan, & Khan, 2016).

Employers using E-HRM has significantly played a huge role in recruiting a wider pool of

applicants who are not actively but passively seeking employment. The hiring process of

candidates using E-HRM does not depend on the distance, culture, or time constraints that

narrow job application for viable candidates. The applicants also prefer the firms that give

prompt responses and provide complete information about the organization and particular job

opportunities (Nasreem et al., 2016). The use of E-HRM minimizes the resources and period

taken in hiring employees in terms of getting responses from potential candidates. The screening

process focused on comparing the candidate’s qualifications with other potential candidates, and

the organizations take minimal time to fill vacant positions. The E-recruitment and E-selection

are flexible for the larger part of the population, relying on the internet and information

technology (Nasreem et al., 2016).

E-HRM in SMEs

SMEs contribute significantly to the socio-economic development across countries.

SMEs play a crucial role in providing employment and innovations. SMEs also focus on

promoting the achievement of competitive advantage and the efficiency in HRM processes in

any organizations (Roman, 2017). Human resource management serves a crucial tool in the

growth and development in SMEs as it promotes service efficiency. The process of recruiting

employees in the SMEs is a complex process compared to that of larger organizations in which

more attractive processes, including the use of recruitment agencies and electronic media.

Instead, recruitment process by HRMs in SMEs entails using qualifications of all candidates to

prevent bias selection (Ahmed Butt & Zeb, 2016). Also, employers across SMEs lack the

personalities of training, and mostly depend on informal and non-coordinated methods to reward

and actively engage their employees (Ahmed Butt & Zeb, 2016).

Human resource managers play a crucial role in addressing such skill gap by supporting

the introduction of unique training within SMEs. The professionals support the development of

strong relationships between the employer and employees, training and development, supporting

career advancement, and HR planning (Jeevapriya & Anbazhagan, 2016). Human resource

management also serves as the central element in SMEs that promote identification, recruitment,

and selection of the qualified employees. Human resource managers play an important role in

development and growth of SMEs. These professionals actively participate in ensuring SMEs

have appropriate competitive tools and provide undifferentiated products and services. Human

resource managers also educate their employees on the workplace benefits of maintaining

workforce diversity. In SMEs, where there is a limited population of workers, HRMs focus on

demonstrating belongingness towards the organizations as well as citizenship behaviors

(Kishore, Majumdar, & Kiran, 2012). One of the major tasks carried out by the HR personnel in

SMEs is to empower the employees in certain decision-making situations. The empowerment of

employees will lead to the realization of particular organization goals and acquiring relevant

skills. In countries like Thailand, SMEs are an essential part of business, which constitutes

99.7% of all the companies in Thailand. Small and medium enterprises are significant sources of

entrepreneurial skills, innovation, and employment. However, the SMEs in Thailand are in the

transition stage for the upcoming ASEAN Economic Community (AEC) from 2015 (Srinuan,

2014). Entrepreneurs are now recognizing the necessity of IT in supporting the increase of

competitiveness and infrastructure of SMEs. The SMEs in some countries, such as Thailand

could employ IT to alter the design and production process and the management process.

However, the internet and IT usage in SMEs in some countries like Thailand is still low. Also,

there is a high usage of the internet among individuals compared to corporations (Srinuan, 2014).

Small and medium-sized enterprises also have reduced number of employees and HRMs

take the necessary steps in using technical and professional skills to recruit potential candidates

and ensure that the applicants are fit for the right positions (Ahmed Butt & Zeb, 2016). The key

role that HR personnel undertake in SMEs is empowering and motivating employees during

decision-making process. Empowering employees allows them to realize and work towards the

expected organizational goals and acquire necessary skills (Ahmed Butt & Zeb, 2016).

The use of E-HRM is essential in promoting activities by enabling training and

recruitment. Implementation of E-HRM has contributed to the easier, faster, and cheaper

accomplishment of operational and strategic HRM processes. It is evident that improvement in

the adoption of technology in business has made e-business systems cheaper and more effective.

Many managers adopt E-HRM to deal with competitive challenges and advantages, such as

intensified global competition and competition from other firms (Roman, 2017). Electronic

HRM has become significant to electronic users to find reliable and high-quality information

(Poisat & Mey, 2017).

Managers adopt E-HRM to enhance increased productivity in organizations, increased

return on investments, and better communication between employees and the management.

Managers use E-HRM to achieve a reduction in the costs and downsizing of staff and to lessen

the administrative burden by introducing automation (Poisat & Mey, 2017). The use of E-HRM

does not directly translate to the time saved into financial benefits; however, using E-HRM

significantly helps in achieving relational goals and the provision of high-quality services to the

internal customers within an organization through improvement of client service orientation of

HR professionals. Employers using E-HRM can streamline transaction services that demonstrate

efficiency in the administration and HR department (Poisat & Mey, 2017). According to

Bondarouk et al. (2016), the use of E-HRM has accrued benefits to the managers in the SMEs by

improving service quality, which enables the HR specialists to demonstrate responsiveness to the

individual customer needs and providing more than the demands requested. HRMs make use of

E-HRM that relying on web-based and data archiving technology to make existing HR functions

more meaningful, systematic, and result-oriented towards the organizations (Islam, 2016).

Stakeholders have an unlimited flow of information using the E-HRM as it employs intranet,

which makes information such as training and courses readily available and accessible to access

future employees within SMEs.

Challenges Encountered in Using E-HRM

E-HRM has various challenges despite its benefits and aiding businesses to achieve

improved performance. According to Poisat and Mey (2017), staffs and HR managers using E-

HRMs requires sufficient training and skills to deliver the required improvements. In some

instances, employees are not fully aware of the full functionality of the system and are not able to

take full advantage of the system. The lack of requisite skills and knowledge about the

functionality of the system has been the main challenge in using the E-HRM. The administration

should focus on allowing HR personnel more time to practice on the system so that they demand

less support once the system has been implemented (Poisat & Mey, 2017). Also, Bondarouk et

al. (2016) advocated the need for training and providing technical skills. The staff members with

the right skills can solve micro-problems, such as data entry, editing, and retrieval. On the other

hand, employees with inadequate skills are not able to operate sophisticated systems. There have

been difficulties in encouraging managers and employees to make use of E-HRM systems since

the managers complain that E-HRM is not good for their time and resort to using traditional

methods. A nation’s culture may constrain the adoption of E-HRM. For instance, countries that

rely on face-to-face relationships and personal connections may find it difficult to adopt E-HRM

as they perceive E-HRM as less personal (Poisat & Mey, 2017).

Previous researchers indicated increased costs and maintenance are among the challenges

associated with the use of E-HRM. For example, Sylvester, Bamidele, and Oluyemi (2015) noted

the cost of implementing any system in an organization goes beyond purchasing the technology

and providing training and systems. The cost of implementation in the organization, purchasing

systems, and training employees of the use of such technology is high (Devika & Prakash, 2018).

Another challenge encountered in implementing the E-HRM is the maintenance required of the

technology itself. Also, the vision, mission, and objectives of the company have significant

effects on IT implementation. IT professionals have the right to understand organizational

strategies and policies to improve the operations and recognize the usefulness of technologies in

driving organizational goals (Petkova, 2017). One of the challenges encountered in

implementing E-HRM is the lack of enough funds to acquire, update, and maintain the systems.

The challenges exist partly due to the lack of expertise to operate IT systems and the reluctance

of organizations to train, educate, and develop their employees. Other challenges encountered in

implementing the E-HRM is insufficient financial support, fear of changing the way staff do

things, and a lack of commitment and involvement by all employees (Petkova, 2017).

Technical challenges inhibit the implementation of E-HRM systems in an organization.

The lack of integration of E-HRM applications and data as a resource are some of the technical

challenges of implementing E-HRM. According to Ceric (2017), staff members indicate that

there is a difference between the implementation of E-HRM and the talent management system

and recruitment system employed by HR personnel relying on traditional means. The

incompatibilities of varying E-HRM systems with employees’ talent management systems lead

the HR professionals to invest more to transfer data from one system to another (Ceric, 2017).

Another challenge associated with the implementation of E-HRM is inadequate education and

training of HR professionals, line managers, and end-users, which leads to getting inaccurate

information or any information keyed in. A majority of the workforce spends most of their time

in the production process and rarely uses computers. Besides, the end-users and HR

professionals do not trust the E-HRM to produce desired results (Ceric, 2017).

The design of the E-HRM may also affect the adoption of the E-HRM. A system that is

not user-friendly raises the level of administration required for managers. Adopting similar E-

HRM applications without considering the uniqueness of a company destroys the competitive

advantage of adopting the systems (Poisat & Mey, 2017). Similarly, Ceric (2017) indicated that

the design of the E-HRM and user-friendliness of the system impede the implementation and

adoption of the E-HRM system. The familiarity with technology and organizational culture and

experience with the IT usage hinder the adoption of the E-HRM system. According to Ceric

(2017), cost implications are one of the challenges linked with implementing E-HRM systems,

since a majority of organizations cannot afford the systems. Many HR professionals are reluctant

in adopting the E-HRM systems due to the data entry errors arising from the system use. The

implementation of E-HRM has been challenging due to improper use because of rigid mindsets

and the existence of threats to the HR itself (Ceric, 2017). Many HR professionals have

questioned the security of the information generated and aligning the E-HRM system with the

business requirements.

It is evident that substantial initial investment is required to implement the technology-

based systems in the HR platform. According to Vashishth (2014), SMEs experience the

challenge of the initial implementation of E-HRM systems as compared to large organizations.

The acceptance of technology implementation is a considerable challenge towards implementing

E-HRM systems. Human resource managers are reluctant towards implementing the HR systems

due to the demand for skills, knowledge, employment risk, and employee spending (Vashishth,

2014). Roman (2017) explained that SMEs face a challenge to implement E-HRM systems as

compared to large-sized organizations due to reluctance from managers to support the use of

such system. Human resource managers are reluctant towards implementing the HR systems due

to the demand for skills, knowledge, employment risk, and employee spending (Roman, 2017).

Human resource managers are also skeptical about the implementation of the systems due to

security concerns that require maintaining a fully-fledged backup system of the overall E-HRM

system. As a result, the data and information become prone to corruption, hacking, and

eventually data loss. Open databases accessible to everyone destroy personal information due to

illicit access (Vashishth, 2014).

Similarly, researchers reveal that the lack of management support has been a major

challenge towards the implementation of the E-HRM systems. According to Bondarouk et al.

(2016), one of the factors affecting E-HRM adoption is the leadership and culture of an

organization. Ghazzawi, Al-Khoury, and Saman (2014) also indicated that managers view the

standards that do not relate to the content of the job, and appraiser bias significantly impedes the

process. The managers fail to carry out appraisal interviews using E-HRMs since they

underestimate its potential benefits or may lack the required skills to operate the systems

(Bondarouk et al., 2016). IT-friendly settings with visionary, supporting, and encouraging

leaders are more likely to adopt E-HRM systems. Transformational leaders raise the level of trust

among the members by addressing the security and privacy fears. Moreover, Saini (2018)

indicated that the challenges in implementing the E-HRM are knowing when and whether to act.

The HR personnel sometimes find it difficult to determine whether the software or program

adopted delivers what it promises, especially given the level of excitement that prevails with the

launch of new technology.

Transition

The problem addressed in the qualitative descriptive study was the lack of knowledge on

E-HRM's selection and recruitment tools among some HRMs. I conducted the research using a

qualitative descriptive design, which was appropriate for the study because of the level of

flexibility in exploring views of other researchers, which other qualitative research designs

cannot provide. In Section 1 of the study, I discussed HRM practices and use of E-HRM to

support HR practices through web-based channels. HRMs also use E-HRM as organizational

systems because of the efficacy and cost-effectiveness of electronic applications. Organizations

use E-HRM systems for recruitment and selection process. In addition, I provided detailed and

comprehensive discussions of HRM and E-HRM, as well as the use of E-HRM's selection and

recruitment tools in the recruitment of employees. Also, I shed light on the lack of knowledge

regarding the use of E-HRM's selection and recruitment tools by some HRMs.

In section 2, I provided a description on research methodology used in the study. A

description of the role of the researcher in the study was provided. In addition, I presented a

discussion on study participants, data collection procedure with the focus on the role played by

the researcher in the entire process, the research method and design, population and sampling,

ethical research, and data collection instruments. Further, I discussed in detail the data collection

technique, data organization technique, data analysis, and validity and reliability. Lastly, I

provided the transition and summary to the next section.

In Section 3, I discussed the process of themes generation to address the research

question. I also reviewed the application of the research findings to professional practice and

implications for change. I further described the recommendations for actions and further

research. Finally, I discussed reflections of my experience in the research process and a

conclusion to summarize the findings of the study.

Section 2: The Project

In the second section, I included an outline of the purpose statement as defined in the first

section. I further discussed the researcher's role in the study; and the concept of the personal lens

or worldview. The second subheading is participants, in which I discussed the research

participants in detail. Other sections discussed in the section included research method and

design, population and sampling, ethical research, data collection instruments, data collection

techniques, data organization technique, data analysis, reliability, and validity.