Electronic HRM: four decades of research on adoption and consequences

Figures & data

Table 1. Literature search terms

	Number of articles
Search query	Web of science	Scopus
e-HRM	8	30
e-HRM	6	10
e-HR	39	71
Electronic HRM	16	39
Electronic Human Resource Management	62	402
Online HRM	6	15
Online Human Resource Management	26	158
Web HRM	9	20
Web Human Resource Management	99	387
Web-based HRM	5	12
Web-based Human Resource Management	61	132
HRIS	136	39
Human Resource Information Systems	689	1847
HRIT	3	1
Human Resource Information Technology	397	1193
Virtual HRM	8	9
Virtual Human Resource Management	55	84
Digital HRM	5	4
Digital Human Resource Management	31	112
Computer-based Human Resource Information Systems	28	395
Total:	1689	4960
	Grand total: 6649

Figure 1. Article selection process.

Table

Year	Author	Method	Sample
1971	Mayer	Quantitative	375 major US corporations
1974	Tomeski & Lazarus	Quantitative	12 federal departments, 22 states, 15 counties, 24 cities, 17 private organizations
1982	Mathys & LaVan	Quantitative	75 private sector companies (37 manufacturing, 5 Retail & Wholesale, 14 Finance, 9 Utilities, 10 Transportation
1985	Magnus & Grossman	Quantitative	1000 US personnel journal subscribers. The majority work in manufacturing, finance or health services. Their titles include: CEO/ owner/partner/corporate officer/vice president (15%), director (22.9%), manager (39.5%), administration/supervisor/officer (14.3%) and specialist/analyst/ assistant or consultant (8.3%)
1986	DeSanctis	Quantitative	171 members of the Association of Human Resource System Professionals. All major industries are represented in the sample, including manufacturing, banking, insurance, transportation, communications, construction, retailing, education, and services. The typical respondent was a ‘manager of HRIS’, but the survey was completed as well by vice presidents, directors, supervisors within personnel, and managers of compensation and benefits
1989	Taylor & Davis	Quantitative	223 business management undergraduates participated in the study; 100 (45%) female and 123 (55%) male
1992	Broderick & Boudreau	Qualitative	Case studies of 10 Fortune 500 companies considered ‘leaders’ in HRIS usage (exploratory interviews with top HR Manager, HRIS Manager, Representatives from HRIS staff, Information Systems, Finance or other areas who regularly worked with the HRIS
1993	Mathieson.	Quantitative	Survey of 78 users of a university HRIS
1994	Kossek et al.	Qualitative	Longitudinal case study. Data were collected at two different times spanning several years. Surveys, interviews, and reviews of company documents were used. 26% were from corporate, 74% from field locations. 23% were managers and 77% were HRM professionals or staff. 72% were experienced users
1994	Martinsons	Quantitative	118 Canadian respondents, 361 Hong Kong respondents
1996	Hannon et al.	Mixed method	14 US-based MNCs. 14 telephone interviews and 11 in-depth interviews with executives
1996	Sturman et al.	Quantitative	Experimental design in a field setting. 80 employees of a Fortune 500 company. Random assignment to 3 conditions
1997	Haines & Petit	Quantitative	Survey of 152 members of the Canadian Association of Human Resource Systems Professionals (CHRSP). They were users who interact directly with a computer-based HRIS to do their work
1997	Powell & Dent-Micallef	Quantitative	65 surveys of CEOs and senior executives in the retail industry
1997	Hubbard et al.	Quantitative	Survey on the perceptions of job-search methods of 32 HRM professionals in top 100 privately owned companies in Georgia
1999	Eddy et al.	Quantitative	124 employed persons enrolled in an MBA course. Experimental design
1999	Martinsons & Chong	Quantitative	Field study of 67 questionnaires of professionals responsible for HRM on the enterprise-level in East and South-East Asia. A second follow-up questionnaire was conducted with the managers whose department most directly affected by the new computer systems (61 of earlier 67)
1999	Elliott & Tevavichulada	Quantitative	154 questionnaires of HRM professionals in public (n = 77) and private (n = 77) sector companies
2000	Tansley & Watson	Mixed Method	Two-year ethnographic/case study (observations, 10 interviews, document analysis, field notes). Covered HRM and IS managers working on a three-year global HRIS project for an American corporation (60 countries, 80,000 employees) active in different industries (food processing, agricultural commodity trading, financial risk management and technical services)
2001	Svoboda & Schröder	Qualitative	Case study at Deutsche Bank. Interviews with HRM professionals on the role of IT in changing organizational processes
2001	Ball	Quantitative	Survey of 115 organizations in the Financial Analysis Made Easy (FAME) database about their usage of HRIS applications for different HRM activities
2001	Tansley et al.	Mixed Method	Case study of large UK engineering company (40,000 employees) implementing the HRIS element of an ERP system (SAP)
2002	Jones et al.	Quantitative	Several quantitative studies in which an employee selection system (API) is validated
2002	Neary	Qualitative	Case study of TRW, a major US-based multinational company (active in automotive, aeronautical systems, space and electronics, and information systems) with 100,000 employees. Focused on developing a uniform performance appraisal system
2002	Hagood & Friedman	Qualitative	Case study of the CIA’s development and implementation of a balanced scorecard-based performance measurement system for HRIS. The goal being to justify costs and highlight system effectiveness
2003	Gardner et al.	Quantitative	Survey of 357 HRM professionals and 357 HRM executives on the way IT impacted their jobs
2003	Stanton & Weiss	Qualitative	Two studies on employee monitoring and surveillance techniques. One study from the perspective of managers (responsible for HRM) and another from that of employees
2003	Chapman & Webster	Quantitative	Web-based survey of HR Managers on the use of technologies in the recruiting, screening and selection processes for job candidates. Interviewees are members of the Society for Human Resource Management and represent 125 US organizations
2004	Hempel	Qualitative	Analyses of 22 Master’s degree programs to investigate the ‘technology aspect’ of HRM education. Data included course information from both the Internet and lecturers
2004	Ruël et al.	Mixed Method	Case study (conversational interviews, documents, observations) in 5 large (more than 15,000 employees) organizations
2004	Potosky & Bobko	Quantitative	Experiment with adult student (91% employed) subjects. Cognitively oriented selection tests administered via paper-and-pencil vs. tests administered via the Internet
2004	Buckley et al.	Mixed Method	Case study of 14 US educational publishers and their introduction of a computerized applicant recruitment and screening system
2004	Singh & Point	Mixed Method	Discourse analysis of how 241 leading companies in 8 European countries explain and promote diversity management policies on their websites
2005	Hustad & Munkvold	Mixed Method	700 employees of Ericsson (mainly Norwegian branch). Two third were working in R&D departments. Semi-structured interviews and document analysis over 5 months
2006	Bell et al.	Qualitative	Interviews were conducted with HR representatives from 19 Fortune 500 companies to examine the linkage between electronic human resources (e-HR) and the reshaping of professional competence in HRM
2006	Cronin et al.	Qualitative	Benchmarking study: interviews with 20 HR professionals working in federal agencies
2006	Florkowski & Olivas-Lujan	Quantitative	Survey research with HR managers and executives of 216 large (500 + employees) companies in the US, Canada, UK and Ireland on the diffusion of HRIT. Specifically it was questioned whether the diffusion was caused by internal forces or external forces, or was hybrid
2006	Hooi	Quantitative	Surveys, interviews, observations of 60 Malaysian employees in manufacturing SME’s (more than 250 employees). 21% were public limited companies
2006	Ngai & Wat	Quantitative	Survey of 147 HRM practitioners in Hong Kong
2007	Alleyne et al.	Mixed Method	Case study of a customer service division in a major telecommunications organization which had developed and implemented a company-wide HRM intranet. The sample consisted of HR managers and HR customers
2007	Hussain et al.	Mixed Method	Survey of 101 HRM professionals and interviews with 11 senior executives (to whom the HRM professionals reported) working in small, medium and large UK organizations
2008	Ngai et al.	Quantitative	Survey of 147 HRM practitioners in Hong Kong on their perceptions of the importance of the Internet for effective HRM
2007	Panayotopoulou et al.	Mixed Method	Research on e-HRM adoption in Greece by means of focus groups and 76 questionnaires. For the focus groups 3 HRM managers from the following sectors were included: manufacturing, banking and telecommunications
2007	Ruël et al.	Quantitative	On-line questionnaire with 100 operational employees, managers and HR professionals in the Dutch ministry of internal affairs
2007	Tansley & Newell	Qualitative	Ethnographic narrative study of an IS and HR manager working in a North-American owned corporation (more than 80,000 employees) during the agenda setting stage of a global HRIS implementation. Over a two-year period the researchers observed 12 global HRIS team meetings. The meetings were about the design, specification and procurement of a $15 million HRIS with a global data warehouse and country-specific integrated employee databases
2007	Olivas-Lujan et al.	Qualitative	Case studies of 4 large Mexican owned firms from 4 different sectors (food and beverages, financial and commercial services, production and distribution of construction materials, information technology and BPO (business process outsourcing)). Semi-structured interviews with Senior HR managers, line managers and employees were conducted
2007	Voermans & van Veldhoven	Quantitative	Online questionnaires of 99 managers and 257 employees of Philips Electronics, Netherlands
2007	Teo et al.	Quantitative	Questionnaire with 110 companies in Singapore
2008	Beulen	Qualitative	Case study with 16 HRM executives at Accenture on the way HRIS supports them in their HRM tasks
2008	Bondarouk & Ruël	Qualitative	3 case studies (structured interviews, field notes and document analysis) of a hospital, an insurance company and a university. 83 interviews were conducted with managerial employees responsible for strategic policy-making in the companies, members of the IT project teams and system end-users
2008	Haines & Lafleur	Quantitative	Survey research of 210 senior HRM executives at leading Canadian corporations
2008	Lukaszewski et al.	Quantitative	2 experimental studies. Using a 2 × 2 experimental design the researchers examined the effects of (a) ability to choose the type of HRM system to which data would be disclosed (choice vs. no choice), and (b) type of information disclosed (medical vs. non-medical) on invasiveness and service satisfaction. Study 1 used 71 and Study 2 used 68 employed participants
2009	Beulen, E.	Qualitative	Case study of 16 HRM executives and managers at Accenture. The interviewed worked at the company’s Argentina, Brazil, China, India, Latvia and Slovakia branches. The purpose was to explore how HRIS supported Accenture’s efforts in retention management
2009	Bondarouk et al.	Qualitative	21 interviews about the adaptation of a career development tool were conducted at the Ministry of Interior and Kingdom Relations in the Netherlands: 10 with line managers and 11 with employees.
2009	Ruta	Qualitative	Case study of a leading international consulting firm focused on the implementation of an advanced HRM portal and the way it contributes to intellectual capital creation, maintenance and leverage
2009	Morris et al.	Mixed Method	Case study (semi-structured interviews, internal publications, media reports, and other published sources) of HRM unit managers of 20 multinational companies in the United Kingdom (6), Continental Europe (6), Asia-Pacific (5) and the United States (2). Also a survey with 263 HRM Managers. Hypotheses were tested using Structural Equation Modeling
2009	Parry & Wilson	Quantitative	On the basis of a literature review the authors derived factors affecting the adoption of online recruitment. Then 14 semi-structured interviews were held with UK HRM managers in order to validate the factors. The factors were then used to conduct a survey with 439 HR managers and directors to investigate which were associated with vacancies advertised via the corporate website or commercial job boards
2009	Strohmeier & Kabst	Quantitative	Large-scale survey with senior HRM managers in 2336 organizations in 23 European countries to examine which general and contextual factors influence cross-national organizational adoption of e-HRM
2009	Imperatori & Bissola	Quantitative	Experiment with 1078 undergraduate students attending Organizational Design, HRM and Organizational Behaviour courses at Catholic University in Milan
2009	Oiry	Qualitative	Four case studies of the French banking sector on role conflicts arising from e-learning. 15 interviews were conducted: 4 with training managers, 4 with e-learning project managers, 1 with union representative, 1 direct manager, 2 employees who had undergone the training, 2 members of training department and 1 expert in the development of e-learning in France
2009	Payne et al.	Quantitative	Quasi-experimental study on employee reaction to the use of an online performance appraisal (PA) system conducted with the traditional paper-and-pencil (P&P) approach. Reactions of a group of 83 employees evaluated with the P&P approach and 152 employees evaluated with the online system were compared
2009	Reddick	Quantitative	Survey of 88 US Human Resource Directors employed in the public sector. Scope and perception of HRIS effectiveness
2009	Smale & Heikkilä	Qualitative	A longitudinal in-depth case study on the integration of a global e-HRM system in Finland. Qualitative data was collected via interviews with key HR personnel and managers, which was complemented by company documentation of negotiation between HQ and subsidiaries during the IT-based integration of HRM
2009	Wilson-Evered & Hartel	Quantitative	Survey with HR staff and line managers in five hospital districts directly involved in the implementation of HR/payroll integrated HRIS (34 respondents) and an automated system (26 respondents) Focus on key determinants of successful information systems implementation
2010	Barut & Dogerlioglu	Quantitative	Survey with HR professionals (81% HR managers or directors) in 31 organizations Focus on success factors and consequences of HRIS implementation
2010	Guechtouli	Qualitative	Case study in an organization with more than 5000 employees. Describes the way an IT system supports environmental scanning procedures. Interviews were conducted with 5 managers., Company documents were also analyzed
2010	Martin & Reddington	Mixed Method	Case study of an e-HRM implementation in two strategic business units of a UK-based global oilfield services provider. There were two stages of data collection: (1) survey with 41 line managers, (2) 9 in-depth interviews with line managers
2010	Olivas-Lujan & Florkowski	Quantitative	Web-based survey of 136 US and Canadian firms on the influence of IT governance arrangements on the intensity of e-HRM usage. 116 interviewees had positions in HRM and 60% worked in higher management
2010	Heikkilä & Smale	Qualitative	18 in-depth interviews with subsidiary HR managers from two European MNCs about the effects of language standardization on the acceptance and use of e-HRM systems

Table

Part 1 – Technology adoption factors
	1970–1989	1990–1999	2000–2010
Current IT architecture	Current applications (Mayer, 1971)	Applications meeting business unit needs (Broderick & Boudreau, 1992)	Current applications, IT infrastructure (Hooi, 2006; Reddick, 2009), availability of computers in organization (Ruel et al., 2004)
	Decision on HRIS characteristics e.g. number of applications (DeSanctis, 1986)	Applications currently running versus those planned (Haines & Petit, 1997)	Quality of e-HRM application, content and design (Bondarouk et al., 2009; Ruël et al., 2007)
			Ease of use, usefulness (Ruta, 2009) and usability (Voermans & van Veldhoven, 2007)
	Computer output reliability, accuracy of personnel data (Tomeski & Lazarus, 1974)	Ease of use and usefulness (Haines & Petit, 1997)	Manager self-service applications (Beulen, 2009)
		Modifying subsystems (Kossek et al., 1994)	Option to use keyword searches in personnel information systems (Chapman & Webster, 2003)
		Digital data reliability (Kossek et al., 1994)	IT usage in organization (Haines & Lafleur, 2008)
		Widespread system availability for employees (Broderick & Boudreau, 1992)	Clear and easy structure of information (Ruel et al., 2004) Reliable technology (Chapman & Webster, 2003)
		Type of HRIS technology: mainframe vs. pc-based (Broderick & Boudreau, 1992)
		Online applications (Haines & Petit, 1997)
Digitization of HR data	Centralization of records (Magnus & Grossman, 1985)	Integration of subsystems (Kossek et al., 1994)	Compatibility across departments (Teo et al., 2007)
	Integration (Magnus & Grossman, 1985)	Current systems architecture (Kossek et al., 1994) Incorporating personnel data in HR database (Broderick & Boudreau,1992)	Alignment across subsidiaries (Morris, et al., 2009)
	Customizing HRIS (Magnus & Grossman, 1985)	Patched updating (Hannon et al., 1996)	Local adaption of HRIS (Beulen, 2009; Smale & Heikkilä,2009)
	Interfacing with corporate headquarter (Magnus & Grossman, 1985)	Amount of data/information to be integrated (Broderick & Boudreau, 1992)	Global integration of applications (Beulen, 2009)
			Language standardization (Heikkilä & Smale, 2010)
			Integrating vendor software with in-house software (Chapman & Webster, 2003)
			Customizing personnel systems (Cronin et al., 2006) intranet (Alleyne et al., 2007)
			Organization-wide HR portal configuration (Ruta, 2009)
Technology project management	Time management for computerization (Tomeski & Lazarus, 1974)	Decision to outsource development (Hannon et al., 1996)	Decision for in-house development vs. commercial applications (Chapman & Webster, 2003)
		Documentation (Haines & Petit, 1997)	Mapping HR processes prior to system implementation (Cronin et al., 2006)
	Selecting software (Magnus & Grossman,1985)
Part 2 – Organizational adoption factors
Organizational characteristics	Organizational size (Mayer, 1971)	Organizational size (Haines & Petit, 1997)	Organizational size (Ball, 2001; Chapman & Webster, 2003; Ngai & Wat, 2006; Strohmeier & Kabst, 2009; Teo et al., 2007)
	Sector (Tomeski & Lazarus,1974)	Departmental size of HR, IS, HRIS (Haines & Petit, 1997)	Sector (Olivas-Lujan et al., 2007; Panayotopoulou et al., 2007; Strohmeier & Kabst, 2009)
		Sector (Martinsons, 1994)	Sector characteristics and culture (Panayotopoulou et al., 2007)
		Age of HRIS department (Haines & Petit, 1997)	Organizational subsidy/branch (Voermans & van Veldhoven, 2007)
Planning and project management traditions	Integration of HR plan with corporate plan	Cooperation among departments (Broderick & Boudreau, 1992; Kossek et al., 1994)	Cooperation among departments, especially HR and IT (Panayotopoulou et al., 2007)
			Mapping HR processes (Tansley & Watson, 2000)
			Cross-functional project team (Tansley & Watson, 2000)
		Identification and planning of current and future organizational needs (Hannon et al., 1996)	Project in hands of HR department (Tansley & Watson, 2000) Clear e-HRM goals and planning (Ruel et al., 2004)
		Strategic planning (Hannon et al., 1996; (Kossek et al., 1994)	Consulting with external advisors on IT vendors (Tansley & Watson, 2000)
Data access and privacy	Securing privacy (Taylor & Davis, 1989)	Standardization of HR processes (Hannon et al., 1996)	Global standardization (centralization) of HRM practices vs. local adaption (Hustad & Munkvold, 2005)
		Degree of centralization of HR management (Broderick & Boudreau, 1992)	Confidentiality and security of input data (Ruel et al., 2004)
			Employment structure: temporary vs fixed personnel (Strohmeier & Kabst, 2009)
		Restricted access (Eddy et al., 1999)	HR ICT governance (Olivas-Lujan et al., 2007)
			Configuration of HRM, degree of formalism (Strohmeier & Kabst, 2009)
		Employee authorization before releasing personal information (Eddy et al., 1999)	Type of information disclosed (Lukaszewski et al., 2008)
			Organizational policies for career development (Bondarouk et al., 2009)
Capabilities and resources	Shortages in personnel and time (Magnus & Grossman, 1985)	Shortages in personnel (Martinsons, 1994)	Financial resources (Hooi, 2006)
			Organizations financial situation (Hustad & Munkvold, 2005)
	Budget limitations (Magnus & Grossman, 1985; Mayer, 1971)	Budget limitations during recession (Martinsons, 1994)	Budget limitations (Reddick, 2009)
			IT expertise (Hooi, 2006), HRIS (Teo et al., 2007)
	Unforeseen costs (Mayer, 1971)	Concerns about economic and operational feasibility (Kossek et al., 1994)	Capacity to acquire IT skills among HR staff (Olivas-Lujan et al., 2007)
		Unforeseen (rising) costs during implementation (Kossek et al., 1994)	Technical expertise of project team (Neary, 2002)
	Shortage in technical personnel (Magnus & Grossman, 985)	Shortage in technical expertise (Martinsons, 1994)	Language capabilities of employees (Heikkilä & Smale, 2010)
		Knowledge of technological developments (Martinsons, 1994)	Change management expertise (Reddick, 2009)
		Organizations’ technology level (Hannon et al., 1996)	Lack of awareness of HR system potential (Tansley & Watson, 2000)
		Computer experience of firm (Haines & Petit, 1997)
Part 3 – People factors
Top management support	Lack of top management support (Magnus & Grossman, 1985; Tomeski & Lazarus, 1974)	Lack of top management support (Hannon et al.,1996)	Lack of CEO or manager support (Reddick, 2009)
			Lack of middle or top management support (Tansley & Watson, 2000)
		Support from HR executives and staff (Hannon et al., 1996)	Commitment from management and employees (Hustad & Munkvold, 2005) Top and line management commitment to e-HRM strategy (Olivas-Lujan et al., 2007)
	Top management attitude toward HRIS (Mayer, 1974)	Support from HR executives and staff (Hannon et al., 1996)	Top management support and priority for e-HRM systems (Hustad & Munkvold, 2005; Teo et al., 2007)
		Support from financial executives and staff (Hannon et al., 1996)	Experienced user support (Voermans & van Veldhoven,2007)
			Support from each business unit (Neary, 2002)
User acceptance	User involvement during systems development (DeSanctis, 1986)	HR staff and management involvement in design (Kossek et al., 1994)	HR and IT staff involvement (Tansley & Watson, 2000)
			HR and IT staff involvement from other subsidiaries (Tansley & Watson, 2000)
	Age (Haines & Petit, 1997) insignificant for usage	Involvement of line management (Kossek et al., 1994)	Failure in not involving stakeholder impacted by new technology (Tansley & Watson, 2000)
		User involvement (Kossek et al., 1994), insignificant for satisfaction	Customer involvement (Alleyne et al., 2007)
		Users age, education and HR experience (Haines & Petit, 1997), insignificant for satisfaction	Users age, education, gender, job experience (Voermans & van Veldhoven, 2007), insignificant for usage
		Employee experience in present position negatively impacts HRIS satisfaction (Haines & Petit, 1997)	HR professionals age and gender (Gardner et al., 2003) insignificant for usage
HR skills and expertise	Challenge to train users (Magnus & Grossman, 1985)	Providing training and trouble shooting (Broderick & Boudreau, 1992)	HR professionals lack of IT skills, individual IT competencies (Panayotopoulou et al., 2007)
		Face-to-face training (Kossek et al., 1994)	PC skills of management and employees (Ruel et al., 2004)
		Training HRIS skills (Kossek et al., 1994)	Employee knowledge of languages when using e-HRM (Heikkilä & Smale, 2010)
		HR professionals lack of technical knowledge (Hannon et al., 1996)	HR, manager and employee training (Cronin et al., 2006)
		Employee programming experience (Haines & Petit, 1997)	Training HR professionals in e-HRM usage (Panayotopoulou et al., 2007)
		In house training enhances satisfaction (Haines & Petit, 1997)	Lack of adequate e-HRM training (Martin & Reddington, 2010) e-Learning (Svoboda & Schröder, 2001)
Communication and collaboration between units	Difficulties in communication between HR and IT (Tomeski & Lazarus, 1974)	Difficulties in communication between HR and IT (Kossek et al., 1994)	Communication about e-HRM usefulness (Beulen, 2009)
			Lack of information about implications of new e-HRM (Martin & Reddington, 2010)
	Incongruence between HR and IT needs (Magnus & Grossman, 1985)	Managing power dynamics (Kossek et al., 1994)	Feedback and evaluation after systems implementation (Alleyne et al., 2007)
Leadership and culture		Organizational culture (Kossek et al., 1994)	Organizational culture (Chapman & Webster, 2003; Panayotopoulou et al., 2007)
		Staff resistance to change (Kossek et al., 1994)	Organizational image (Chapman & Webster, 2003)
			HR innovation climate (Olivas-Lujan et al., 2007)
			Subjective norms (Parry & Wilson, 2009)
			Openness to new ideas, receptiveness (Martin & Reddington, 2010)
			Change management leadership (Wilson-Evered & Hartel, 2009)
			Visionary leader promoting e-HRM (Tansley & Watson, 2000)
			Presence of system champion (Hustad & Munkvold, 2005)
			Presence of HR technology champion (Olivas-Lujan et al., 2007)
			Aligning e-HRM, HR and corporate strategy (Tansley & Watson, 2000)
			Trust between members of e-HRM project team (Tansley & Watson, 2000)
			Staff resistance to change (Reddick, 2009)
			Security/privacy fears (Reddick, 2009)
			Negative perception of HR staff (Martin & Reddington, 2010)
			Changing mindset of employees and line managers (Ruel et al., 2004)
			Employee champion preferences (Voermans & Van Veldhoven, 2007)
			Strategic preferences and differences among involved parties (Voermans & van Veldhoven, 2007)
			Group morale (Wilson-Evered & Hartel, 2009)
			Workplace distress (Wilson-Evered & Hartel, 2009)
			Jos satisfaction (Wilson-Evered & Hartel, 2009)
			Confidence with technology skills (Wilson-Evered & Hartel, 2009)
			Positive or negative beliefs about advantages of new systems (Parry & Wilson, 2009)

Table

Operational e-HRM consequences
	1970–1989	1990–1999	2000–2010
HR efficiency	Faster reporting (Tomeski & Lazarus, 1974)	Faster diagnosis of HR problems (Broderick & Boudreau, 1992)	Time savings (Cronin et al., 2006; Panayotopoulou et al., 2007)
			Efficient screening systems (Chapman & Webster, 2003), Buckley et al., 2004)
			Increased automation of HR duties (Reddick, 2009; Ruel et al., 2004)
	Freeing HR staff for important tasks (Tomeski & Lazarus, 1974)	Freeing HR staff for important tasks (Martinsons, 1994)	HR operating efficiency (Beulen, 2009; Reddick, 2009; Ruel et al., 2004)
			Productivity of HR staff (Reddick, 2009)
			HR professionals administrative competency becomes less important (Bell el al., 2006)
	Productivity, more HR work with less HR personnel (Tomeski & Lazarus, 1974)	Time savings (Kossek et al., 1994; Sturman et al., 1996)	Decrease in administrative burden (Reddick, 2009; Ruel et al., 2004)
		Increased automation of HR duties (Kossek et al., 1994)	Increased workload for line managers (Martin & Reddington, 2010)
		Productivity, more HR work with less HR personnel (Broderick & Boudreau, 1992)
HR effectiveness	Information processing (Tomeski & Lazarus, 1974)	Accuracy of administration activities (Broderick & Boudreau, 1992)	Accuracy of data/reports (Reddick, 2009)
			Technical HRM effectiveness (Haines & Lafleur, 2008; Ruël et al., 2007; Ruta, 2009)
			Increased number in under-qualified applicants (Chapman & Webster, 2003;
	Accuracy of data/reports (Tomeski & Lazarus, 1974)	Uniformity of data (Hannon et al., 1996)	Increased information responsiveness by HR (Gardner et al., 2003)
			Greater information autonomy for HR (Gardner et al., 2003)
			Flexibility of HR professionals (Reddick, 2009)
			Standardization of HR processes (Cronin et al., 2006)
			Cheating issues (Chapman & Webster, 2003)
			Training flexibility (Oiry, 2009)
			Increased number of applications from minorities (Chapman & Webster, 2003)
HR cost savings	Cost savings (Tomeski & Lazarus, 1974)	Cost savings due to effective administration, record keeping, outsourcing (Broderick & Boudreau, 1992; Hannon et al., 1996)	Cost savings (Svoboda & Schröder, 2001; Chapman & Webster, 2003; Ruel et al., 2004; Buckley et al., 2004; Panayotopoulou et al., 2007; Olivas-Lujan et al., 2007; Oiry, 2009)
			Eliminated paperwork (Reddick, 2009) – no empirical support
Relational e-HRM consequences
HR service improvements		Improved benefits administration for employees (Sturman et al., 1996)	Improved quality of HR services (Reddick, 2009)
		HR provides centralized services (Kossek et al., 1994)	Improved services to employees (Panayotopoulou et al., 2007)
			Faster responses from HR department (Olivas-Lujan et al., 2007; Reddick, 2009)
			Improved training and development services (Beulen, 2009; Oiry, 2009)
			Empowered employees and managers (Beulen, 2009; Reddick, 2009)
			HR professionals spend more time on IT support activities (Gardner et al., 2003)
HR relationship management		Dependence on software vendors, outsourcing partners (Hannon et al., 1996)	Improved collaboration (Panayotopoulou et al., 2007)
			Improved relationships with HR (Alleyne et al., 2007), upper management (Reddick, 2009)
			Enhanced team spirit (Svoboda & Schröder, 2001)
			Dehumanized selection processes (Chapman & Webster, 2003)
HR attitude management	Impersonality of computerization (Mayer, 1971)	Employee perceptions of privacy invasiveness (Eddy et al., 1999)	Lack of human contact (Oiry, 2009)
			HR seen as crucial and enabling technology by HR professionals (Hussein et al., 2007)
	Upper management and HR management satisfaction with HRIS (De Sanctis, 1986)	Employee perceptions of fairness (Eddy et al., 1999)	Improved employee awareness, appreciation and use of systems (Reddick, 2009)
		HR directors positive perception of applicants doing online applications (Hubbard et al., 1997)	Employee commitment (Olivas-Lujan et al., 2007)
			Employee perceptions of privacy invasiveness (Lukaszewski et al., 2008) Role conflicts (Oiry, 2009)
			Levels of supervisor accountability (Payne et al., 2009)
		User satisfaction with HRIS (Sturman et al., 1996; Haines & Petit, 1997)	Levels of personnel data security (Payne et al., 2009)
			Employee and manger satisfaction with HR intranet (Alleyne et al., 2007; (Panayotopoulou et al., 2007), e-HR service (Ruel et al., 2004)
			Satisfaction with HR processes (Cronin et al., 2006)
			Satisfaction with HR department services (Lukaszewski et al., 2008)
			Satisfaction with performance appraisals (Payne et al., 2009)
HR communications		Consistent communication of HRM policies (Broderick & Boudreau, 1992)	Improved communication between HR and employees (Panayotopoulou et al., 2007; Ruel et al., 2004)
			Employees participating in online discussions (Ruel et al., 2004)
			Improved employee access to HR information (Panayotopoulou et al., 2007)
HR status		HR status, role as information brokers and decision enablers (Kossek et al., 1994)	Enhanced professional standing of HR (Hussein et al., 2007)
			HR professionals using external professional links, outsourcing, networking (Gardner et al., 2009)
			HR professionals shift from administrative to strategic role (Bell et al., 2006)
			Company image, employer of choice (Panayotopoulou et al., 2007)
Transformational e-HRM consequences
HRM globalization		Consistent HRM practices throughout the firm (Broderick & Boudreau, 1992)	Alignment HRM and corporate strategy (Ruel et al., 2004)
			Alignment HR functions with organizational objectives (Panayotopoulou et al., 2007)
			Alignment of corporate and employee goals (Panayotopoulou et al., 2007)
		Integration of decentralized units (Kossek et al., 1994)	HRM replication capability across subsidiaries (Morris et al., 2009)
			Identification of (global) talent company (Neary, 2002)
HRM			Made HR a strategic partner (Reddick, 2009)
Strategic change management			Scope of HR toward strategic management (Reddick, 2009)
			Strategic HRM effectiveness (Haines & Lafleur, 2008; Ruel et al., 2004)
			Supports risk taking and innovation (Ruel et al., 2004)
			HR professionals spend more time on transformational activities (Gardner et al., 2003) HR professionals role as strategic business partner (Haines & Lafleur, 2008; (Panayotopoulou et al., 2007)
			HR professionals role as change agent (Haines & Lafleur, 2008)
HRM knowledge management			Improved strategic information analyses (Ball, 2001) Knowledge sharing culture (Ruel et al., 2004; Ruta, 2009)
			Increased knowledge management: creation, capture, transfer and use (Reddick, 2009)
			Development and maintenance of intellectual capital (Ruta, 209)
			Globally available resources for learning (Svoboda & Schröder, 2001)
			Quality of information base for performance appraisals and ratings (Payne et al., 2009)
			Emergence of competency management systems (Hustad & Munkvold, 2005)
Succession planning			Improved HR planning (Beulen, 2009)
			Improved recruiting and retention systems (Reddick, 2009)
			Reduced turnover (Beulen, 2009; Buckley et al., 2004)
			Transparent and flexible internal labor market (Ruel et al., 2004)
			Uniformity and completeness in managing and evaluating employees (Neary, 2002)
			Digitalized employee development planning (Panayotopoulou et al., 2007)

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