Electronic Human Resources Management as a Crucial Factor of Ukrainian Business Renovation

Electronic Human Resource Management (E-HRM) is regarded as a means of enhancing services to the human resources clientele (including both employees and management), improving cost efficiency and effectiveness within the HR department, and enabling HR to evolve into a strategic partner in achieving organizational goals. The objective of the present study is to examine the impact of implementing E-HRM on employee performance within the Organization of Student Affairs, while taking into account the mediating role of client satisfaction. The methodology of this study is applied in terms of purpose and descriptive-survey in terms of data quality, and correlational in terms of the relationships between variables. The statistical population consisted of the employees of the Organization of Student Affairs. Based on the total population size (261 individuals) and using Cochran's formula, a sample size of 155 participants was estimated. The results of the study indicated that the implementation of electronic human resource management has a positive and significant impact on the performance of employees within the Organization of Student Affairs. However, no significant or effective relationship was found indicating that client satisfaction mediates the relationship between electronic human resource management and employee performance within the Organization of Student Affairs.

The study aims to identify the impact of electronic human resource management on organizational performance at the Bank of Commerce and Development, Dhat Al-Imad branch. The researchers adopted a descriptive analytical approach, and a random sample of (34) employees at the Bank of Commerce and Development was selected. A questionnaire was used as a tool for data collection, and the researchers analyzed the data. To test the hypothesis, the researchers used the SPSS statistical analysis program. The study reached a set of results, the most important of which are: There is a noticeable impact of electronic human resource management on the organization's overall performance, highlighting the importance of improving these systems to ensure institutional success. The bank's performance evaluation criteria are clear and understandable to all, which contributes to enhancing transparency and motivating employees to improve their performance. Electronic human resource management has a positive impact on organizational performance, as improving this management leads to increased efficiency and effectiveness of institutional work. The study recommended the following: Updating and developing electronic human resource management systems to facilitate recruitment processes more effectively. These systems should include advanced data analysis tools to assist in selecting the most suitable candidates. Develop a comprehensive electronic performance appraisal system that enables continuous monitoring and evaluation of employee performance. Encourage employees to use diverse and innovative work methods by providing online training platforms and digital workshops that motivate continuous performance improvement. It is recommended to develop an interactive work environment that embraces the concept of teamwork using digital tools that contribute to increased productivity and creativity. It is also recommended to implement electronic systems to monitor employee adherence to work hours and the completion of tasks on time.

In the modern era, the new opportunities created by digitalization significantly impact economic processes. These changes manifest themselves across various levels in all sectors of the economy. The alterations occurring in the management of human resources are also a result of contemporary digital transformation. Organizations are striving to enhance their efficiency and stay competitive by leveraging modern technology in every operational aspect, including production, supply, sales, and management. These changes lead to the emergence of new approaches in managing what is considered one of the primary resources of an organization: human resources. Electronic Human Resource Management is precisely a concept born out of the contemporary era of digitalization. It underscores the necessity for agile and adaptive HR management systems capable of handling resources possessing high levels of knowledge, skills, and the ability to manage these resources effectively. This article on Electronic Human Resource Management is primarily aimed at exploring the inception of this concept and the innovations occurring in the functions of human resource management.

In today's rapidly evolving business landscape, the strategic integration of Artificial Intelligence (AI) and Electronic Human Resource Management (EHRM) has emerged as a significant area of research and practice in the field of human resource management (HRM). This systematic study aims to explore and analyze the strategic role of AI and the power of EHRM in fostering innovative approaches to HRM. The study begins by reviewing the existing literature on AI and EHRM, highlighting their potential benefits and challenges in enhancing HRM practices. It delves into the various strategic roles that AI can play, such as recruitment and selection, performance management, employee engagement, learning and development, and talent analytics. Furthermore, it examines the transformative capabilities of EHRM, including automation of administrative tasks, real-time data analytics, personalized employee experiences, and improved decision-making. The study concludes by emphasizing the transformative potential of AI and EHRM in enabling innovative HRM practices. It highlights the importance of strategic alignment, organizational readiness, and continuous learning to fully capitalize on the benefits of these technologies. By embracing AI and leveraging EHRM systems, organizations can optimize HR processes, enhance decision-making, improve employee experiences, and ultimately drive organizational success in the era of digital transformation.

The global business environment is witnessing digital revolution, and traditional management practices are being replaced with the electronic methods. This study focused on electronic human resource management and employees’ job satisfaction in selected pension fund administrators’ offices in Anambra State. The study adopted descriptive survey research design. A sample of 151 was determined from a population of 243, using Taro Yamane’s Statistical formula. The data gathered from the study were analyzed using descriptive and inferential statistics. Whereas descriptive statistics was used to analyze personal data of the respondents and provide answers to the research questions, inferential statistics of Pearson Correlation and Multiple regression analysis were used to verify the various claims of formulated null hypotheses. Major findings from the study suggest that electronic recruitment, electronic compensation and electronic performance management, have positive significant effects on employees’ job satisfaction in the selected PFAs offices in Anambra State. The study concluded that Electronic human resource management promotes employees’ job satisfaction which is a necessary condition for enhanced productivity. We recommended among others that management should improve on practice of electronic human resource management given its numerous benefits which includes efficiency in operational performance.

This study focused on investigating the relationship between electronic human resources (E-HR) practices, person-job fit, and organizational development in the food and beverage departments of five-star hotels in Cairo, Egypt. The influence of e-recruitment, e-selection, e-training, and e-compensation on organizational development in the food and beverage department. The aim is to identify how these electronic HRM practices contribute to improved performance, job satisfaction, employee engagement, and customer service within the department. The study draws upon existing research to support the findings and recommendations proposed. These outcomes align with prior studies. The researchers collected data from 284 valid questionnaires completed by food and beverage staff at 19 participating hotels. The validity and reliability of the measures were assessed using confirmatory factor analysis (CFA), and structural equation modelling (SEM) was used to examine the direct and indirect relationships between the variables. The mediating role of person-job fit was tested using the Sobel test.The findings showed a direct relationship between electronic human resources management and person-job fit. The results also show that there is a relationship between person-job fit and organizational development.The researcher provides several recommendations for improving e-recruitment, e-selection, e-training and development, and the relationship between the HR department and staff in the context of electronic human resources in the food and beverage departments of hotels. These recommendations include making the e-recruitment processes more employee-focused and adaptable, conducting electronic interviews and fully converting the selection process to electronic methods, facilitating access to online training for employees and connecting performance evaluation results to online training, motivating staff to participate in training on E-HRM software, These recommendations aim to enhance the effectiveness and efficiency of HR practices and promote organizational development in the food and beverage divisions of hotels.

The purpose of this study is to investigate the effect of electronic human resource management (E-HRM) on the performance of academic staff (PAS) at Amman universities. In today's modern freelance and remote working society, employee performance (EP) has become an important topic in recent studies. This performance is more critical for educational institutions as they move to more virtual classes and meeting discussions. The move to the virtual world forced the organization to conduct most of its work online, which requires trust. Prior literature has focused on EP in business organizations, and minimal studies have examined this topic in educational settings among academic staff. The study also examines the mediating role of trust between E-HRM and PAS. Based on the literature, the study proposes a positive effect of E-HRM on PAS, and trust will mediate this effect. The population of this study is the academic staff in Amman, the capital of Jordan. A total of 332 responses were collected using stratified random sampling. The data was collected via an online questionnaire shared among the population. Smart Partial Least Squares (Smart PLS) was used to analyze the data. The finding showed that E-HRM and its dimensions, such as E-selection, E-training, and E-development, positively affected PAS. E-recruitment, E-performance appraisal, and E-compensation have an insignificant effect. The findings also showed that trust partially mediated the impact of E-HRM on PAS. E-HRM collectively is vital to improving PAS, and the selection and training process can play an essential role in enhancing PAS.

Electronic Human Resource Management (E-HRM) plays a crucial role in enhancing operational efficiency, decision-making and coordination within higher education institutions. Open universities, especially those offering skill-based programs, face challenges due to decentralized operations, geographically dispersed staff and varied administrative processes. This study presents a conceptual digital E-HRM framework for such institutions using secondary data, integrating student assessment (theory, practical, viva), course content delivery and evaluation processes. The framework draws on E-HRM typologies, technology acceptance concepts and insights from higher education practices and Indian skill development policies. Findings indicate that combining operational, relational and transformational E-HRM approaches with a structured skill-based course roadmap improves administrative efficiency, faculty management and program delivery quality. The framework also addresses digital readiness, process fragmentation and user adoption challenges, offering a strategic guide for implementing digital HR systems in open universities. The study provides a systematic approach to enhancing HR effectiveness in skill-based education and informs future empirical research.

Exploring both public and private universities in Madhya Pradesh, this research looks at how E-HRM has been implemented and what effects it has had on faculty and staff. The study used a descriptive and comparative research strategy to evaluate the degree of E-HRM adoption, its impact on HR efficiency, and the difficulties encountered during the adoption process. One hundred thirty-five workers had their quantitative data collected via a cross-sectional survey. Across key functions including e-recruitment, e-selection, e-training, performance assessment, and e-payroll, private universities demonstrate much greater adoption levels of E-HRM practices, according to the research. Human resources effectiveness, openness, administrative burden reduction, and decision-making velocity are all areas where private institutions have seen the most development. Inadequate technological infrastructure, insufficient training, funding limits, and opposition to change are some of the significant issues faced by public institutions. There are statistically significant variations in adoption and influence between the two sorts of institutions, as shown by t-test and ANOVA findings. In order for public universities to fully benefit from E-HRM, the report stresses the need of improving digital infrastructure and staff preparedness. Policymakers, university administrators, and human resources experts may use the results to further digital HR practices in the education sector. Keywords: Higher Educational Institutions, Digital HR Transformation, HR Information Systems, Technology Adoption, Institutional Performance.

Purpose – This study explores the relationship between IVs [Electronic Human Resource Management (E - HRM) and Employee Performance (EP)], MV: Job Satisfaction (JS) and Organizational Commitment (OC) is the focus in the context among Small and Medium-sized (SEMs)Family Enterprises in China. Design/methodology/approach – 150 samples can be collected from Small and Medium-sized (SEMs) Family Enterprises in China by utilizing the convenience sampling method. And analyzing method in this study, the quantitative method can be selected by adopting IBMSPASS and PLS-SEM. Findings – Both E-HRM (β=0.380, p<0.01) and EP (β=0.545, p<0.01) have a significant positive impact on Job Satisfaction (JS). Job Satisfaction (JS) is an important factor affecting Organizational Commitment (OC). Job Satisfaction (JS) was included in the proposed model as an intermediary variable. Research limitations/implications – the moderating role of JS in the relationship between IVs (E - HRM, EP) and OC was studied using quantitative methods. The research background and research data are limited to small and medium-sized family enterprises and employees in China. Originality/value – By studying the relationship between IVs (E - HRM and EP), MV (JS), and OC, this paper will help to better understand how different E - HRM and EP affect JS, and how JS affects employees For corporate OC's. With the increasing market competition and rising labor costs in China, improving employees' OC for enterprises may be an important means to cope with future competition.

Evaluating the Practices of Electronic Human Resources Management (E-HRM) As a Key Tool of Technology Driven Human Resources Management Function in Organizations-A Comparative Study in Public Sector and Private Sector Enterprises of Bangladesh

Electronic human resources management is the use of information technologies for human resources applications that enable easy interaction between employees and employers. Therefore, through electronic human resources management, information about recruitment, performance management, strategic orientation, and education is provided. Competitive business environments have made institutions and organizations to take into account innovations and superiorities to survive. In this context, one of the biggest obstacles that the human resources department has to overcome is the rapidly changing technological environment. The possibilities of technology for human resources management are infinite. In principle, all human resources processes are supported by technology. One of the areas where communication and information technology can be used effectively is events. This chapter describes how communication and information technology can be used effectively when planning and managing human resources in event organizations.

The workforce of a business is the sole vital resource that can spark it and provide it with a direction to thrive. Any organization's means apparatus is its human resource base. To thrive in a fiercely competitive market, organizations must hire individuals with the necessary training, credentials, and experience. They must be mindful of a nation's economic, social, political, and legal aspects when accomplishing this. They must use all internal and external supply sources to be effective. People's morale is raised by internal promotions, and external sources should also be regularly investigated to attract competent individuals with novel concepts. One of the most important tasks for any organization's human resource manager is finding and hiring qualified candidates. There are many strategies that businesses are using to find talent for their workforce. Both internal and external sources, such as transfers, promotions, press releases, job exchanges, executive agencies, educational institutions, labour contractors, employee referrals, hiring at factory gates, etc., can be used to accomplish this. E-recruitment is a concept that is being used by many companies these days since globalization causes the world to become flatter every day, leading to the development of several new technologies and concepts as well as significant infrastructural changes. As a result of significant innovations in technology, human resource management has also advanced. The HR department's general operation is greatly impacted by the Internet. Recruitment, selection, training, on boarding, and database management are all handled by human resources using online resources. The idea of E-HRM emerged as a result of doing this. The evolution of electronic human resource management involves the implementation of online HR plans, policies, and practices. Employment seekers can apply online for positions using e-Recruitment, an online platform. For recruiters to obtain applicant details, job seekers can attach their resumes and application forms here. The purpose of this study article is to ascertain whether E-Recruitment tactics, following their globalization, are employed by Indian enterprises. An investigation has been conducted for this reason at a few of India's well-known banks. This study was carried out in the city of Jaipur; it identifies the general procedures and techniques of e-recruitments, as well as the benefits and limitations of e-recruitment and whether it presents management challenges. The purpose of this paper is to determine how IFI's performance is affected by electronic human resource management techniques, which are represented as e-selection, e-compensation, e-training and development, and e-HR evaluation. To improve and streamline human resource operations and electronic payments, the finance sector has progressively adopted E-HRM methods. The Indian financial sector employs all six of these procedures, which are taken into consideration. The satisfaction of the employees concerning the aforementioned E-HRM activities. To fulfill the study's stated goals, "discover any correlation between employees' backgrounds from different financial institutions and their attitudes toward the adoption of E-HRM practices in NBFC and BFC."

Determinants of Attitude Towards E-HRM: an Empirical Study Among HR Professionals

Electronic human resource management (e-HR) has been a key point of the enterprise management and competition, so the electronic human resource management system has attracted a number of attentions, this paper argues the characters of traditional human resource management and e-HR, and compares the two types of human resource management from five aspects: quality, speed, dependability, flexibility, and cost. I conclude that e-HR can promote the quality, speed, dependability and flexibility of human resource management, moreover, it can decrease the cost of human resource management. In the practices, e-HR is the reconstruction of process of the human resource management, it can save the cost for organization and increase the effectiveness.