E-HR and international HRM: a critical perspective on the discursive framing of e-HR

Abstract

In the current global economic climate, international HRM is facing unprecedented pressure to become more innovative, effective and efficient. New discourses are emerging around the application of information technology, with ‘e-HR’ (electronic-enablement of Human Resources), self-service portals and promises of improved services couched as various HR ‘value propositions’. This study explores these issues through our engagement with the emergent stream of ‘critical’ HRM, the broader study of organizational discourse and ethical management theories. We have found that while there is growing research into the take-up of e-HR applications, there is a dearth of investigation into the impact of e-HR on the people involved; in particular, the (re)structuring of social relations between HR functions and line managers in the move away from face-to-face HR support services, to more technology-mediated ‘self-service’ relationships. We undertake a close reading of personal narratives from a multinational organization, deploying a critical discourse lens to examine different dimensions of e-HR and raise questions about the strong technocratic framing of the international language of people management, shaping line manager enactment of e-HR duties. We argue for a more reflexive stance in the conceptualization e-HR, and conclude with a discussion about the theoretical and practical implications of our study, limitations and suggestions for future research.

Keywords::

• critical discourse analysis
• e-HR
• ethics
• innovation
• language
• relationships and IHRM
• voice

Notes

^1. Recent evidence suggests that integrated HR functions are being replaced (wholly or partially) with the tripartite framework of delivery through shared services, centres of excellence and business partnering, and strategic alignment achieved through a small corporate centre described as the fourth leg of the stool that has often been overlooked in debates about moves towards this kind of structure (Reilly et al. 2007; Martin et al. 2008; Hird et al. 2009).

^2. Bandura (1994) defines self-efficacy as people's beliefs about their capabilities to perform a defined task and is regarded as the foundation of human agency. Within the context of e-HR, this refers to: capability in assuming accountability for maintenance of the accuracy and integrity of people-related data, such as personal details and performance data; capability to make sense of and convert people-related data/reports in ways that support effective people management in routine and more complex, non-routine people-related responsibilities. ‘User acceptance’ has been shown to be a key factor in shaping the success of technology change, closely linked to the perceived value of e-HR in terms of usefulness and ease of use (Davis 1989).