The Implications of Adopting and Implementing Electronic Human Resource Management Practices on Job Performance
Journal of Human Resource Management
Volume 8, Issue 2, June 2020, Pages: 96-108
Received: Mar. 8, 2020; Accepted: Mar. 24, 2020; Published: Apr. 23, 2020
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Talatu Raiya Umar, Department of Management Studies, College of Business and Management Studies, Kaduna Polytechnic, Nigeria
Bilkisu Abdulkadir Yammama, Department of Social Sciences, College of Administrative Studies and Social Sciences, Kaduna Polytechnic, Nigeria
Rashidat Otse Shaibu, Department of Social Sciences, College of Administrative Studies and Social Sciences, Kaduna Polytechnic, Nigeria
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Past literature supports positive links between electronic human resource management practices (E-HRM), and job performance. However, poor application of e-HRM practices in the Nigerian public sector resulted in poor job performance and unwholesome ethical practices. As a result, calls for further research have been suggested, particularly on the direct process through which the adoption and implementation of e-HRM practices such e-communication; e-compensation, e-training and e-performance appraisal are likely to influence job performance. Hence, the purpose of this research is to investigate the relationship between electronic Human resource Management (E-HRM) practices and job performance (i.e. task, contextual, adaptive performance, and counterproductive work behaviour at the individual level. We employed a quantitative approach with survey from 214 academic and non academic staff in five higher institutions in Northern part of Nigeria. Using partial least square structural equation modelling (PLS-SEM), the quantitative results indicated that some of the components of E-HRM practices were positively associated with job performance. For instance, both e-communication, and e-compensation were significantly and positively related to all the dimensions of job performance (i.e. task, contextual, adaptive, and counterproductive work behaviour. Also, e-training was found to be positively related to task and adaptive performance only. Similarly, results showed that e-performance appraisal practice was only related to contextual performance and counterproductive work behaviour. On the contrary, e-training practice demonstrated no significant effect on contextual performance and counterproductive work behaviour. Similarly, no significant direct effect was found between e-performance appraisal and task and adaptive performance. Implications of the findings for future research and practice, as well as the limitations of the study are highlighted.
Job Performance, E-Hrm, E-Training, E-communication, E-compensation, E-performance Appraisal
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Talatu Raiya Umar, Bilkisu Abdulkadir Yammama, Rashidat Otse Shaibu, The Implications of Adopting and Implementing Electronic Human Resource Management Practices on Job Performance, Journal of Human Resource Management. Vol. 8, No. 2, 2020, pp. 96-108. doi: 10.11648/j.jhrm.201200802.17
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