EFFECTIVENESS OF E-HRM: A CASE STUDY OF^ BRITISH AMERICAN TOBACCO COMPANY LTD
BY
F E L I S T E R W. MWANGI
USIU-A
.... I 600000066982
Africa - Uorary
UNITED STATES INTERNATIONAL UNIVERSITY
F A L L 2012
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EFFECTIVENESS OF E-HRM: A CASE STUDY OF
BRITISH AMERICAN TOBACCO COMPANY LTD
BY
F E L I S T E R W. MWANGI
A project Report Submitted to the Chandaria School of Business in Partial Fulfillment of the Requirement for the Degree of Executive
Master of Science in Organizational Development (EMOD)
UNITED STATES INTERNATIONAL UNIVERSITY
F A L L 2012
S T U D E N T D E C L A R A T I O N
I , the undersigned declare that this is my original work and has not been submitted to any
other college, institution or university other than United States International University in
Nairobi for academic credit.
Signed: Date: ^ | \:iV\2^
Felister Wangari Mwangi (634979)
This project report has been presented for examination with my approval as the appointed
supervisor.
Signed:
Stephen M . Nyambegera, PhD
Date: /://
Signed
, Chandaria School of Business
Signed:
Date:
Deputy Vice Chancellor, Academic Affairs
ii
C O P Y R I G H T
Copyright © Felister Wangari, U S I U , Nairobi, 2012
A l l rights reserved.
No part of this project may be reproduced or distributed in any form or any means,
stored in a database or retrieval systems, without prior permission of the author.
i i i
A B S T R A C T
The research project is on E - H R M which is a relatively new area in Kenya Human
Resource Management. Several studies have been taken on this research area in other
countries and they have recommended further research. The study was building on the
same literature in a Kenyan context. Most organizations are embracing e-HRM to
enhance their businesses effectiveness in order to stay ahead of competition. Researches
carried out have not be able to establish whether e -HRM lead to effectiveness in an
organization. The objective of this study was to assess the effectiveness of e -HRM a case
study of British American Tobacco Company Ltd. The study also measured to what
extent the organization had adopted e-HRM and the benefits of e -HRM to the
organization, H R professions and employees.
The target population was 450 employees and a sample of 275 employees in the various
departments of Administration, Production, H R and Marketing at British American
Tobacco Company. Descriptive research method for the study and the data was collected
through questiomiaires. The data that was collected from the field was analyzed using
frequencies and correlations. The findings were presented in form of tables.
From the findings it is evident that British American Tobacco has adopted different types
of e -HRM to manage its Human Resource. The company is using e-recruitment, e-
learning, e-records management and e-performance management to execute its H R
activities. The adoption of e -HRM has led to increased efficiency and productivity in the
H R function. The recognition and experience of e- H R M system by employees is a
positive move towards providing good Human Resource Management in an organization.
e -HRM at British American Tobacco Company has brought about improved service
delivery to employees, productivity in the H R function and it has enabled the H R to adopt
a greater role in delivering the organization business strategy. A l l this add up to the
achievement ofthe organization mission and vision.
The study has revealed effectiveness of e -HRM in the organization and how it can play a
big role in making H R function more strategic in an organization. The effectiveness of e-
H R M at British American Tobacco has lead to effective systems and procedures of
recruiting, developing, retaining and rewarding talent.
iv
Finally, the researcher gave recommendations for further research in some areas that were
not covered in this study, which include but not limited to how e -HRM can make H R
function more strategic, effectiveness of the different types of e -HRM, and the extent to
which organizations in Kenya has adopted e-HRM.
V
A C K N O W L E D G E M E N T
I give thanks to God who has helped me to finalize this research project. Special
appreciation to my loving daughter Claire Muthoni, for encouraging and supporting me
during this period. I thank Prof Nyambegera for all the guidance throughout the report
writing stages and his patience. I also want to recognize my parents, friends, faculty,
classmates and colleagues who supported and encouraged me throughout my studies.
My appreciation also goes to the Management of Intrahealth International and in
particular the Director, Meshack Ndolo for encouraging me to enroll for this course and
gave me all his moral support.
May God bless you all.
v i
D E D I C A T I O N
This research study is dedicated to Magdaline Muthoni, my mother and friend for her
support in making me who 1 am.
v i i
T A B L E OF CONTENTS
S T U D E N T D E C L A R A T I O N ii
C O P Y R I G H T iii
A B S T R A C T iv
A C K N O W L E D G E M E N T vi
D E D I C A T I O N vii
L I S T O F T A B L E S xi
A B B R E V I A T I O N S xii
C H A P T E R O N E 1
1.0 I N T R O D U C T I O N 1
L I Background of the Problem 1
1.2 Statement of the Problem 4
1.3 Purpose of the Study 5
1.4 Research Questions 5
1.5 Significance of the Study 5
1.6 Scope of the Study 6
1.8 Chapter Summary 7
C H A P T E R T W O 8
2.0 L I T E R A T U R E R E V I E W 8
2.1 Introduction 8
2.2 Adoption of e -HRM by Organizations 8
2.3 Benefits of e -HRM 14
2.4 Effectiveness of e -HRM in an Organization 17
2.5 Chapter Summary 19
v i i i
C H A P T E R T H R E E 20
3.0 R E S E A R C H M E T H O D O L O G Y 20
3.1 Introduction 20
3.2 Research Design 20
3.3 Population and Sampling Design 21
3.4 Data Collection Methods 22
3.5 Research Procedures 23
3.6 Data Analysis Methods 23
3.7 Chapter Summary 24
C H A P T E R F O U R 25
4.0 R E S U L T S AND F I N D I N G S 25
4.1 Introduction 25
4.2 General Background Information 25
4.3 The Extent to which the Organization has Adopted e -HRM 29
4.4 The Benefit ofthe e -HRM 31
4.5 Presentation of Effectiveness of e -HRM in the organization 32
4.6 Chapter Summary 35
C H A P T E R F I V E 36
5.0 D I S C U S S I O N , C O N C L U S I O N S AND R E C O M M E N D A T I O N S 36
5.1 Introduction 36
5.2 Summary 36
5.3 Discussions 38
5.3.1 Extent to which British American Tobacco Company has adopted the different types
of e -HRM 38
5.3.2 Benefits of e -HRM to the Organization, H R Professionals and Individual
Employees 39
ix
5.3.3 Effectiveness of e -HRM at British American Tobacco Company 41
5.4 Conclusion 42
5.5 Recommendations 45
5.6 Recommendations for further study 46
R E F E R E N C E S 47
A P P E N D I X 1 50
X
L I S T O F T A B L E S
TableS.LSample Size 22
Table 4.1 Gender of the Respondents 25
Table 4.2 Age bracket of Respondents 26
Table 4.3 Departments Respondents work 27
Table 4.4 Educational level of Respondents 28
Table 4.5 Years of Service 28
Table 4.6 e -HRM Adoption 29
Table 4.7 Relationship between use of e -HRM and experience in e - H R M 30
Table 4.8 Benefits of e -HRM 31
Table 4.9 Effectiveness of e -HRM 33
Table 4.10 Relationship between improved efficiency and increased productivity and
reduced paper transactions 34
xi
A B B R E V I A T I O N S
e-HRM Electronic Human Resource Management
B A T British American Tobacco
C IPD Certified Institute of Professional Development
H R M Human Resource Management
H R Human Resources
H R I S Human Resource Information System
x i i
C H A P T E R O N E
1.0 I N T R O D U C T I O N
1.1 Background ofthe Problem
The purpose of the study was to assess the effectiveness of e -HRM at British American
Tobacco Company. The increasing use of the information technology and the
accompanying emergence of a Web-based economy have lead to changes in business
conditions and practices, some observers have predicted that these changes wi l l transform
the nature of business (Ulrich, 2000). Since the beginning of the 1990s, organizations
have introduced web-based applications for H R M purposes by transforming traditional
H R M into a web-based/electronic H R M (web-based H R M or e-HRM) (Hempel 2004;
Karakanian 2000; Ruta 2005).
Globally organizations are now seeing the need to integrate technology in the way they do
business. Using technology to deliver human resource services has become an important
strategy for firms seeking to achieve a competitive advantage in the market.
Organizations are now familiar with e-HRM and are ready to invest in it. e -HRM tools
are becoming part of the elaborated E R P systems where e -HRM modules are integrated
with financial and other modules. Hence, web-based H R M shifts H R M department from
its isolated H R M activities, and redistributes it to the organization and its trusted business
partners. The main forces that drive organizations to seek IT-driven H R M solutions are
identified as the need for cost reduction, higher quality services, and cultural change
(Yeung and Brockbank, 1995). Therefore, the implementation of web-based H R M
systems could be treated as a form of innovation.
Bondarouk, Ruel and Heijden (2009) carried out a research on e -HRM effectiveness in a
public sector organization in Netherlands. The study aimed to explore the relationship
between the perceived usefulness and ease of use of e -HRM tools and H R M effectiveness
as seen by two different social groups: line managers and employees. The research
revealed that effectiveness of e -HRM has different meaning for different stakeholders and
this corresponds with suggestions with other recent studies. According to an empirical
research carried out in China by L i n (2011), adoption of I T and e -HRM tools properly,
virtual organizations wi l l be an effective design to facilitate organizational innovation. 1
The study also noted that in order to cope with changing environment and keep
competition, H R managers should keep themselves informed regarding the latest
development in I T and virtual organizations to create winning companies.
According to Parry (2011), past research has suggested that e -HRM may support the H R
function in becoming more efficient, improving service delivery and adopting a greater
role in delivering the firm's business strategy. The study which was earned out in 12
countries among U K , U S A , Austria, Canada, New Zealand, Germany, Switzerland, The
Netherlands, Belgium Norway, Finland and Austria supported past literature on use of e-
H R M suggesting that the use of e -HRM can allow the H R function to increase its
involvement in delivering strategy. However, the research did not support the suggestion
that e -HRM may allow H R to reduce headcount tlirough the completion of transactional
activities in a more efficient manner.
The management of Human resources in Africa has not changed much since our countries
attained their independence (Management in the Public Service in Africa Presentation,
2010). A n exploratory survey of H R M practices carried out by the Ministry of State for
Public Service in Kenya (MSPS, 2007) found out that the day to day work of H R M
practitioners in the civi l service revolves around activities like; Commutation of leave;
confirmation in appointment; preparation of the payroll, deployment of staff, attending
meetings, verification of persoimel data; pension matters, statutory deductions and
arranging for staff training among others.
Many attempts at H R effectiveness start without defining value (Ulr ich and Brockbank,
2005). The fundamental transformation of H R start with a definition of H R value, who
the receivers are and a clear statement of what they wi l l receive from H R services.
According to Torrington (2002), technology brings change more generally to an
organization in terms of structure, job duties, work allocation and even its culture.
Technological changes change thus drives organization change, requiring action of
different kinds from the H R function.
The rapid development of the internet during the last decade has also boosted the
implementation and application of Electronic Human Resource Management (e-HRM)
2
(Yusliza, Yusoff, Ramayah, and Ibrahim, 2011). The increasing use of technology and the
emergence of web-based economy have lead to changes in business conditions and
practices. These changes include those found in customer relations, marketing, inventory
control, and/or other functions clearly affecting the way in which business is
conducted.Human resource management (HRJVI) has also been increasingly affected by
the ongoing emergence of technology. However, it is important to note that all changes
related to the way in which business is conducted affect employees working in these
organizations either directly or indirectly.
Technology advances have in the recent past affected the ways in which organizations
manage and organize work. With new evolutions of technology, the development of
electronic human resource management (e-HRM) practices has become more accepted in
many organizations. Today, every Human Resource Department is in the midst of a
seemingly endless transformation, one that not only encompasses the function of Human
Resource department, but also its role within the business, the relationship it maintains,
and the technology it uses and is responsible for deploying. It is clear that transformation
of Human Resources is inevitable. More and more, businesses are realizing that people
are the only true differentiating factor in long term competitive success (Shilpa and
Gopal, 2011)
During the past years, H R processes and procedures have been supported by everything
from complicated file folder system to automation, going from usage of multiple systems
and databases to a single version of the whole system. These are days of e-HR and the
H R professional needs to be aware of and knowledgeable enough to adopt the new
technology for the benefits of his/her business.
A fully developed e -HRM could provide the data gathering tools, analysis capabilities
and decision support resources for H R professional to hire, pay, promote, terminate,
assign duties, develop, appraise and reward employees in ways that fully engage them in
managing their own outcomes, maximize contribution to each employee and support
firm's strategy. e -HRM has the potential to change the traditional H R M function and one
of today's biggest problems in any organization is failing to adapt to the changing world.
Human resource has become a huge investment with people related costs contributing to
the total corporate expenditure. The leading firms have been taking steps to ensure that
3
they extract maximum value from their human resource investments by introducing new
model that govern how human resource is managed.
They are several types of e -HRM which include; Relational e -HRM, Operational e -HRM
and Transformational e -HRM. The operational e -HRM is concerned with the basic H R
activities which include administrative activities such as Payroll administration, and
employees' data administrations. On the other hand Relational e -HRM is concerned with
supportive business processes which include performance management, recruitment and
selection and training and development. Transformational e -HRM is concerned with the
strategic H R activities which include knowledge management. Talent management,
organizational change process, and succession planning among others.
British American Tobacco Kenya Ltd engages in the manufacture and sale of cigarettes in
Kenya. It primarily offers its products primarily under various brands. The company also
offers contract manufacturing services for tobacco related products. It was formerly
known as B A T Kenya Limited and changed its name to British American Tobacco
Kenya, Limited in 1998. The company is headquartered in Nairobi and it's a subsidiary
of British American Tobacco Pic.
According to B A T , the sum total of any blue chip company benchmark is its people.
British American Tobacco Kenya pride itself on recruiting, developing, retaining and
rewarding great talent to promote leadership at all levels within their multicultural
company as a wirming organization. The company has invested in a robust information
and technology infrastructure which is a vital component of a dynamic and world class
organization. The employees have the opportunity of adding value to the business
through application of contemporary technology based solutions.
1.2 Statement ofthe Problem
e-HRM is a new and interesting new field of research at the intersection of Human
resource management and information technology (Strohmeier, 2007). Research across
different e -HRM studies have produce contradictory finding of the tangible benefits of e-
H R M (Bondarouk and Ruel, 2009). L i n (2011) recommended that further research is
needed to paint a clearer picture of e -HRM and Virtual organizations on management of
organization and H R .
4
Past studies in this area have been carried out in the developed world (Bandarouk et al,
2009), (Marler, 2009), (L in , 2011) all trying to establish the effects of e -HRM on Human
Resource Management. There is need to carry out similar study in the developing world
in order to assess the trends and adoption of e -HRM in the region. Despite the wide
spread use of e -HRM in organizations little research has focused on effectiveness of the
systems being adopted by organizations. This study wi l l contribute to this e -HRM
research area.
It is therefore important to fill the existing gaps in the scientific body of knowledge in this
field of e -HRM by gathering more data concerning e -HRM effectiveness and benefits to
the organizations in a Kenyan context.
In light ofthe above, the study seeks to confirm the e -HRM effectiveness at British
American Tobacco Company Ltd a multinational Company located in Kenya.
1.3 Purpose ofthe Study
The purpose of the study was to measure the effectiveness of e - H R M at British American
Tobacco Kenya Ltd.
1.4 Research Questions
Specifically, the study intends to answer the following questions;
1.4.1 To what extent has the organization adopted the different types of e-HRM?
1.4.2 What are the benefits of e -HRM to the different stakeholders: organization, H R
Professionals and individual employees?
1.4.3 Effectiveness of e -HRM at British American Tobacco
1.5 Significance of the Study
1.5.1 Researchers
The study wi l l benefit the researcher by gaining a deeper understanding of e -HRM and
how it's impacting on human resource management and other areas of management. The
researcher was able to establish to what extent the organizations in Kenya have embraced
the e -HRM concept and benefits associated with it.
5
1.5.2 Organizations
The objectives of the study are important to organizations plarming to adopt e -HRM in
Human Resource Management. The study provided them awareness on the advantages
and disadvantages of adopting the concept.
1.5.3 H R Professionals
The research also benefits the H R professionals by adding to the body of knowledge.
They w i l l also get some insights on the benefits and limitations of adopting e -HRM in
their organizations.
1.5.4 Other Researchers
The study wi l l also add to the reference materials available for further studies.
1.6 Scope ofthe Study
The research was case study of British American Tobacco Limited in Nairobi Kenya.
Data was collected from H R staff, Line managers and other employees at the head office
located at Likoni Road in Industrial Area. The research focused on to what extent the
organization has implement e-HRM, the benefits of e -HRM to the organization,
employees and the H R professionals, and effectiveness of e -HRM in the organization.
1.7 Definition of Terms
1.7.1 e- H R M
According to Boundarouk and Ruel (2009), e -HRM can be defined as an umbrella term
covering all possible integration mechanisms and content between H R M and Information
Technologies aiming at creating value within and across organizations for targeted
employees and management.
1.7.2 H R I S
DeSantics (1986), defined H R I S as a specialized information system within the tradition
functional areas of the organization, designed to support the planning, administration,
decision making and control activities of human resource management
6
1.8 Chapter Summary
This chapter discusses the background of the problem, purpose and objectives of the
study. The chapter also explains the scope and the significance ofthe research.
Chapter two gives review and analyze the work of literature in relations to the
effectiveness of e -HRM in organizations. The chapter provided a framework to the
reader so that the research questions can be understood better.
7
C H A P T E R T W O
2.0 L I T E R A T U R E R E V I E W
2.1 Introduction
Before the introduction of e -HRM organization had systems in place which they were
using to manage the Human Resource function. Some of the tradition H R practices have
been misplaced by e -HRM. Rapid development of the internet during the last decade has
enhanced the adoption of e -HRM (Strohmeier, 2009). According to Strohmeier (2009),
surveys of H R consultants suggest that both the number of organizations adopting e -HRM
and the depth of application within the organizations are continually increasing (Cedar
Crestone, 2007).
From previous study conducted on this area, not all organizations have adopted e-HRM
concept; some organizations have adopted e -HRM only to manage some of the functions
of Human Resource Management. The adoption of e -HRM by organizations is
determined by many factors which include size, work organization and how the H R
function is organized.
There are various benefits organizations, H R professional and employees can derive from
implementing e-HRM. Previous studies on e-HRM have been conducted by various
researchers in developed countries. Laumer and Eckhardt, (2010) studied e -HRM in an e-
business environment. The survey results revealed that H R Managers most pressing
challenges are staff retention and internal and external employer branding. They
concluded the importance for an e-HRM that needs to be both effective adequately fi l l
vacancies and efficient make best use of scarce resource.
2.2 Adoption of e -HRM by Organizations
When H R department make use of the internet and related technology to support their
activities the process become e-HRM. e -HRM is the complete integration of all H R
systems and processes based on a common H R data and information and on a common
H R data and information and on interdependent tools and processes.
8
Chapman and Webster (2003), as quoted by Yussof et al (2011), notes that e -HRM is now
a vital aspect of many persormel related decisions such as collecting job information,
recruitment, employee selection, training and performance management.
H R professionals caimot ignore technology either in their own operations or in those that
affect the organizations they serve. Depending on the industry they work, they must be
able to understand how people create new technologies that keep their firms ahead of the
competition. They may also need to understand how to apply existing technology to new
applications.
Human Resource Management in the 21^' century has been transformed by the web. Web
based technologies are changing H R function from being immersed in administration
activities to being a strategic partner. Web based technologies allow for faster, and easy
delivery of human resource services to both employees and management.
A recent study by the U K ' s professional H R body (Certified Institute of Professional
Development ( C I P D ) , 2007) provided evidence through a series of case studies that
suggested a small number were using technology to promote transformational shift in
organization. However, the majority remain focused on operational improvements at the
administrative level rather than value adding people management. The changing values,
norms and behavioral patterns of generation Y is forcing firms to come up with new
approaches for managing their talent. Increasingly there has been increasing scarcity of
some skills profiles in the labor market hence the need to know how to retain talent.
2.2.1 e-Recruitment and Selection
Traditional recruitment and selection processes required a lot of face to face
communication with potential employees. The processes were labor intensive with
significant monitoring to ensure the process went flawless. The primary objective of
recruitment is to identify and attract potential employees, e-recruitment can be understood
as recruitment carried out by use of various electronic means (Holm, 2010).
The unavailability of certain candidates in many skill areas has long been identified as a
major obstacle to firm success and growth even in times of economic downturns (Trevor
and Nyberg 2008; Laumer and Eckhardt 2010). Talent availability has become a hot topic
9
as globalization has increased both, supply of and demand for certain skills (Dolan 2004).
The resulting recruiting challenge for firms has been called war for talent. While almost
all H R professionals are aware of the challenges of finding talent, there is no consistent
insight on how to cope with it. At the same time, advances in information and
commimication technology and the ubiquity of the internet can offer substantially new
ways to attract and recruit talent and to organize firm's entire H R function. Hence,
Electronic H R M (e-HRM) can give a firm a substantial competitive edge in a tough
market for skills by establishing a better talent management capability (Lumer and
Eckhardt 2010).
Recent research shows that the internet, in particular, has changed the way H R process
are managed. In the course of the shift between generations and the maturation of the
internet to what is often called a Web 2.0, the way the H R function in organizations is
managed has significantly changed (Strohmeier, 2007). For instance. Generation Y s are
frequent users of social media applications like Facebook.com or Linkedln.com and
spend large parts of their days online via mobile internet devices. Hence I T support for
talent attraction could include online channels like Internet job boards, social media
applications or firm's own career website.
Over the years there has been growth in the use of electronic methods by both recruiters
and job seekers. Overall 75% of employers now use some form of electronic recruitment,
especially email responses to enquiries, and the acceptance of C V s sent by e-mail.
Around half of the employers post vacancies on their corporate website and about a third
use the internet to provide background information for candidates. A fifth of
organizations accept completed application forms by email ( C I P D 2002c).
The impact of the growth of electronic recruitment methods is very variable depending on
whether they are used to supplement or replace more traditional approaches. Corporate
and external websites can be used to advertise vacancies in addition to press adverts,
while handling of enquiries and applications via e-mail can lead to duplication of activity
(electronic as wel l as paper based systems) rather than a replacement of one system with
another.
10
According to C I P D (2002c), key advantages of internet based recruitment include; shorter
recruitment cycle time, reduces costs i f used instead of more expensive methods, it can
reach a wide range of applicants, organizations can display more up to date image and it
also provides global coverage. The method has also disadvantages which include: It is
most effective when used as part of an integrated recruitment process and many
organizations currently lack the resources and expertise to achieve this. It is not yet the
first choice for most job seekers. Not all potential applicants have access to the internet,
so using it alongside press adverts might increase costs, it can lead to more unsuitable
applications being received which have to be screened out, thus increasing costs
(Beardwell et al 2004).
2.2.2 e-learning
To attract and retain talented employees, organizations must offer training and
development opportunities to its employees. With experience it has been noted that some
training can be done via internet or intranet whereas other might not. At the begirming of
the new millennium, corporations view learning increasingly as a competitive weapon
rather than an annoying cost factor. Business success depends more and more on high-
quality employee performance, which in turn requires high-quality training. Corporate
executives are beginning to understand that enhancing employee skills is key to creating a
sustainable competitive advantage. In the quest to remain competitive in today's labor-
tight market, companies are exploiting advances in technology to train employees more
rapidly, more effectively, and at less expense than in the past (Urdan and Weggen, 2010).
According to Price WaterCoopers ( P W C ) as quoted by Urdan and Weggen (2010), 70% of
Fortune 1000 Companies cite lack of trained employees as their number one barrier to
sustaining growth. Organizations that offer ongoing education and training enjoy a higher
rate of employee retention and the benefits of a better skilled workforce.
According to (Tai , 2008), organizations use e-learning for strategic reasons, accessibility,
speed, geography, attraction and retention, productivity and investment purposes.
According to Henry, as quoted by (Tai , 2008), organizations have recognized that the
human resource is their most variable resource and training them wi l l increases
11
organization's effectiveness. Organizations use e-learning to make the connection
between learning and strategy facilitate the achievement of their business goals.
Most organizations have adopted e-leaming approach to train their staff on certain
courses. It is not possible to do away with the conventional ways of training but this can
be integrated with e-learning approaches. The e-learning is more cost effective and an
organization is able to reach a larger pool of employees.
Information technology has provided the opportunity for e-learning, through which
learning can be customized, and individuals can learn at their desks, rather than taking
time out to study in a classroom (Sloman, 2001). For e-learning to be effective, it is not
only technology that has to be considered. E-learning has not taken off as had been
expected due to various challenges (Sloman, 2002). E-learning is learner centred,
requiring new relationships between learners, trainers and line managers.
With traditional training methods, companies generally spend more money on
transporting and housing trainees than on actual training programs. Approximately two-
thirds of training costs are allotted to travel expenses, which represents a major drain on
bottom-line profitability. In today's competitive environment, organizations can no longer
afford to inflate training budgets with extensive travel and lodging. I f opportunity cost is
taken into account, the actual costs of training are even higher. Time spent away from the
job traveling or sitting in a classroom reduces per-employee productivity and revenue
tremendously and that is why organization are adopting e -HRM (Urdan and Weggen,
2010)
Today's businesses have more locations in different time zones and employ larger
numbers of workers with diverse cultural backgrounds and educational levels than ever.
Thus, more information has to be delivered in increasingly larger organizations, and this
is a challenge to internal planning, logistics, and distribution. Corporations are now
seeking more innovative and efficient ways to deliver training to their geographically-
dispersed workforce.
12
2.2.3 e-Performance Management
Performance management is the means through which managers ensure that employee'
activities and outputs are congruent with the organizational goals (Hollenbeck et al 2006).
The performance management has three parts: defining performance, measuring
performance, and feeding back performance information, e-performance management is a
way of implementing performance management using web based technology.
As quoted by Islam (2005), Longenecker and Fink (1999) cited several reasons that
formal performance appraisals are to stay in organizations. According to them, formal
appraisals are required to justify a wide range of human resource decisions such as pay
raises, promotions, demotions, terminations, among others. It is also required to
determine employees' training need. The authors cited a recent study on high
performance organizations that the practice of performance appraisal was cited as one of
the top 10 vehicles for creating competitive advantage. However, sufficient caution
should be observed in implementing appraisal system as it can be ineffective. Ineffective
appraisal system can bring many problems including low morale, decreased employee
productivity, a lessening of an employee's enthusiasm and support for the organization
(Somerick, 1993).
E-performance management helps the organization retain and motivate its top talent, e-
performance management is viewed to be more effective than the traditional performance
management as the employee is fully involved and they are able to track their
performance on an ongoing basis.
Cardy and Miller (2003), and Cardy and Miller (2005) as quoted by Bergman (2007),
Research on e-PM systems suggests that they may enhance the efficiency of the process
by increasing the organization's ability to collect and store performance data and simplify
the logistics of the appraisal process for managers, employees and H R practitioners.
Consequently, less time is needed to fill out an online performance management form
than a traditional one, information can be sent much quicker to the recipient and data is
automatically recorded into and accessible from a database, e-performance management
13
may therefore be implemented to improve the efficiency of performance management
administration, in order to reduce time and efforts needed to perform administrative tasks
and to reduce related costs.
Providing e-performance management saves time and effort, managers may have more
time to provide more frequent, more accurate and more continuous feedback than before.
This may lead to higher performance among those they supervise (Cardy and Miller,
2005) as quoted by (Bergman, 2007). Web technology is also assumed to increase the
flow of information about one's own performance as managers can record performance
information year round and employees may access this online feedback any time.
Performance management therefore becomes a daily practice, instead of once a year
conversation.
2.3 Benefits of e -HRM
According to Yeung and Brockbank (1995), as quoted by Foster (1998), the three
dimensions of e -HRM are operational (cost reduction), relational (improving H R
services) and transformational (improving strategic orientation). The organizations, H R
professional and employees in general all benefit from the implementation of e -HRM in
organizations.
e -HRM is a way of implementing H R strategies, policies and practices in organizations
through a conscious and directed support of/and with the full web technology based
channels (Ruel et al, 2004). e -HRM is said to have to have several advantages that an
organization can benefit from when using these technologies. e -HRM facilitates the role
of H R as a strategic partner by freeing the H R professionals from the administrative
activities towards undertaking critical people management activities.
2,3.1 Operational Benefits
The purpose of e -HRM is to improve H R operational processes and allow distributed
access to employees and managers. Foster (2004) as quoted by Shilpa and Gopal (2011),
describes that the application of the internet to the Human Resource function (e-HR)
combines 2 elements: one is the use of electronic media whilst the other is active
participation of employees in the process. These two elements drive the technology that
14
helps organizations lower administration cost, improve employee communication and
satisfaction, provide real time access to information while at the same time reducing
processing time.
Cost reduction is one of the main benefits associated with the adoption of e-HRM.
Different authors (Ruel et al 2004, Watson and Wyatt 2006) have suggested that the
implementation of e -HRM is driven by cost reduction goals of the H R System. The
automation of H R activities also allows streamlining of H R activities which leads to
reduced cycle time.
Other operational benefits wi l l include efficient operations systems leading to higher
productivity of the H R professionals. This also leads to reduced cost of administration
due to reduced paper work. From the literature review, findings concerning the
efficiency benefits are limited and mixed. While there is some support for productivity
gains especially due to automation of routine activities, overall gains and losses of
efficiency seem to be difficult to measure and balance. Additionally it remains unclear to
what extent efficiency gains are illusory due to a simple shifting of activities to managers
and employees and/or swapping of H R tasks with I T tasks.
2.3.2 Relational Benefits
According to Keeble and Rhodes (2002), e -HRM should not only be designed to make
the H R processes as efficient and cheap as possible, but the e -HRM technology should be
made useable too, to increase the service experience of the managers and employees. In
this way a client service improvement of the H R system can be achieved. The employees
wi l l also benefit from better communication and accessibility of information. The
retrieval of information required by employees wi l l also be faster.
With e -HRM H R professionals wi l l be able to improve on the customer focus. There w i l l
also be engagement of line managers in dealing with H R issues giving them better
appreciation of H R practices. This wi l l lead to the transformational of H R fiinction in
organizations.
15
A s quoted by Strohmier (2007), (Hanno et al 1996; Ruel et al 2004, Texier 2004)
Information Technology leads to, or at least possesses the potential for, (global)
integration and harmonization of H R activities. Since spatially separated actors can be
networked, e -HRM seems to be a means to standardize H R and to overcome hurdles of
different cultures and languages. In addition, one case study reveals an extensive
decentralization of executing H R activities by shifting responsibilities to line managers
and employees. Thus a combination of centralization of policies on the one hand, and
decentralization of executing these policies on the other, seems to be a major relational
benefit of e -HRM.
2.3.3 Transformational Benefits
With the adoption of e -HRM, more time wi l l be left for strategic decision making with
fewer administrative activities.
The e -HRM wi l l also be able to generate data and information that H R specialists can
strategically act upon. The information and data empowers the H R professionals.
Transformational consequences concern the overall changes of the H R M function that
centrally aim at the role the H R M plays in company performance and strategy support
(Barney and Wright, 1998). Finding of case studies also expose clearly increased
relevance of the H R department as a flexible and proactive business partner Ruta (2005),
or at least report an improvement of H R status comprising a clearer profile and better
image (Ruel et al, 2004). This is supported by the finding that H R Professionals can
focus on more meaningful tasks and are empowered to provide more value to their
organizations.
Reddington et al (2005), comment that the greatest benefits of e -HRM are its
transformational outcomes, especially when used in conjunction with organizational
solutions such as outsourcing and shared services. Technical provides opportunities for
virtual and networked organizations, linking e-learning to knowledge management and
potential for new H R business models (Martin et al, 2005).
16
2.4 Effectiveness of e -HRM in an Organization
Developing and managing interface between people and technology is one of the most
critical issues facing the H R function today (C IPD Survey report, 2005).
Human Resource Management ( H R M ) is concerned with the development and
implementation of people strategies, which are integrated with corporate strategies and
ensures that the culture, values and structure of the organization and the quality,
motivation and commitment of its members contribute fully to the achievement of its
goals.
The main functions of Human resource management include; staffing, performance,
change management and administrative roles. Most organizations have started to realize
that human resource is the most important asset. They therefore have to ensure their
human resource is taken care of in order to enhance their productivity and competitive
edge in the market.
In many organizations, H R was not seen as an administrative role therefore not adding
any strategic value and the academics and practitioners preached the need for H R as a
strategic business partner for H R to survive.
According to Robert et al, in this environment, new organizational needs arise that don't
readily fit into any of today's traditional function areas but imply a broader mandate for
H R . Therefore the need for a reconceived, higher value-added H R capability has
emerged.
The H R function has transformed from file maintenance stage up to being a strategic
business partner. The massive restructuring of organizations in 1990s saw the first large
scale outsourcing of transactional H R activities (payroll, benefit administration and
training) (Wayne, 2005). At the same time, the growth of intranets enabled e-HR and
employee started to be able to self service with respect to a wide variety of H R activities.
Human Resource Management is moving away from traditional personnel, administration
and transactional roles, which are increasingly being outsourced. H R M is now expected
to add value to the strategic utilization of employees and also play the strategic advisory
17
role by advising the business how the employee's program impacts the business in
measurable ways.
Human Resources Management is the art of managing people at work in such a maimer
that they give their best to the organization. I f an organization has good human resource
management systems alignment then the organization is able to achieve its goals and
objectives.
Most organizations have adopted H R systems that assisted them to manage the H R
functions. Human Resource Information System ( H R I S ) is a computer based information
system for managing the administrative and strategic processes related to organization's
employees. E - H R M (Electronic Human Resource Management) is a web based solution
that takes advantage of the latest web application to deliver and online real time human
resource management solution. The main difference between H R I S (Human Resource
Information Systems) and e -HRM is that H R I S is directed towards the H R department
itself as a function whereas e -HRM target group is the whole organization (Shilpa and
Gopal, 2011).
E - H R M is the complete integration of all H R systems and processes based on common
H R data and information and on interdependent tools and practices. I f e -HRM is properly
developed it could provide H R function with the data gathering tools, analysis capabilities
and decision support resources for use when hiring, promoting, terminating, assigning,
developing, appraising and rewarding employees. According to Ulrich (2005),
Technology enables people to act together in new ways in situations where collective
action was not possible before due to lengthy procedures and a lot of paper work.
E - H R M has the potential to change all traditional H R M functions. Employees in
geographically dispersed locations can work together in virtual teams using video, e-mail,
and the Internet. They all can receive the same information and training over the
company's computer network. Effective use of Internet enables companies to search for
talent across time and distance constraints. Recruiting can include, online job interviews,
postings, applications, and screening the potential candidates from websites.
Organizations with e -HRM give their employees an opportunity to access information
and perform many of their personal transactions such as updating personal information
18
and changing benefits allocations thus reducing the need for H R departments in each
location. This therefore enables the H R function to be decentralized and accessible to all
employees.
Many organizations have automated some of the major H R activities including e-
recruitment, e-selection, e-leaming, e-compensation, and e-performance management. B y
creating value add to both employees and management through more effective
information flow, H R can claim to create competitive advantage and align the function
more closely with the business strategy and organizational goals.
The new developments are having significant impact on existing H R functions. They are
moving the focus of the H R away from its traditional focus towards becoming a function
that can operate and manage other strategic activities within the business (Sparrow,
2001).
2.5 Chapter Summary
This chapter reviewed literature that has been written in regard to e -HRM. The chapter
also looked at the effectiveness of e -HRM compared to tradition H R processes, types of
e -HRM that have been adopted by different organizations and the benefits of adopting e-
H R M by the organizations, H R professionals and individual employees.
From the literature review, several researches have been carried out in this area. The
previous studies have recommended further studies on measuring the effecting of e -HRM
before and after adoption. From the studies it is also not clear to what extent efficiency
gains are illusory due to a simple shifting of activities to managers and employees and/or
swapping of H R tasks with I T tasks. This study wi l l therefore try to assess the above
gaps.
The next Chapter discusses the research design and methodology used to collect the data
from the field.
19
C H A P T E R T H R E E
3.0 R E S E A R C H M E T H O D O L O G Y
3.1 Introduction
This chapter discusses the research methodology that was used in the field in order to
realize the objectives of the study. The chapter covers sources of data and collection
techniques that were used. It also describes the research design, population and sampling
design, sampling technique and the sample size. It also details the methods used to
collect, analyze and interpret the data. The topical scope of this research is a case study
of British American Tobacco Company.
3.2 Research Design
According to Jankowicz (2005), a research design is a structured approach to data
collection that neatly and economically addresses the research question, answering the
hypothesis or resolving the argument involved. According to Fl ick (2009), research
design is a plan for collecting and analyzing evidence that w i l l make it possible for the
investigator to answer whatever questions he or she has posed. The design of an
investigation touches almost all aspects of the research, from the minute details of data
collection to the selection of the techniques of data analysis.
The study applied description research design. Descriptive design estimates the
proportion of population and describes its characteristics. The descriptive design is used to
obtain information concerning the current status of the phenomena and describe what exists with
respect to variables or conditions in a situation. According to Cooper & Schindler (2000),
descriptive statistics discover and measure cause and effect relationships among variables.
The design which was adopted was most appropriate in the investigation of effectiveness
of e-HRM. The study was guided by three independent variables: effectiveness of e -HRM
at B A T , extent to which the organization has adopted e -HRM and benefits of e -HRM to
the organization, H R professionals and employees.
20
3.3 Population and Sampling Design
3.3.1 Population
A population is a full set of cases from which a sample is taken from Saunders, Lewis and
Thornhill (2003). The population in this study was all employees of British American
Tobacco totaling to 450 employees.
3.3.2 Sampling Design
This method was used to select the units of study. According to Jankowicz (2009),
sampling is defined as the deliberate choice of number of units (companies. Departments,
people), the sample provide you with data from which you wi l l draw conclusions about
some larger group, the population, whom these units represent.
Sampling theory is guided by two principles; the avoidance of bias in the selection sample
and the attaiimient of maximum precision for a given outlay of resources (Kumar, 2005).
In selecting the sampling procedure the researcher w i l l ensure the procedure causes a
relatively small sampling error and helps to control the systematic bias in a better way.
3.3.2.1 Sampling Frame
According to Cooper and Schindler (2000), the sample frame is closely related to
population and is a list of element from which a sample is actually drawn. In this study
our sample frame was the staff establishment at British American Tobacco Company Ltd
which comprises of 450 employees.
3.3.2.2 Sampling Technique
According to Saunders et al (2003), Sampling technique provide a range of methods that
enable one to reduce the amount of data you need to collect by considering only data from
a subgroup rather than all possible cases or elements.
Stratified sampling method wi l l be used to select the units for this study. According to
Denscombe (2003), it can be defined as one in which every member of the population has
an equal chance of being selected in relation to their proportion within the total
population. The aim of the stratified technique is to achieve the desired representation
21
from the various sub-groups in the population. Stratification improves the estimate of the
characterization of the whole population. Within the strata purposive sampling wi l l be
used to pick the samples.
The sample size therefore wi l l be stratified according to the various departments in the
organization which includes Administration, Human Resource, Finance, Production and
Marketing.
3.3.2.3 Sample Size
A sample is any subset of sampling units from a population (Nachmias, 1996). The
sample size is a matter of judgment as well as of calculation. The Economist (1997)
advice of a minimum number of 30 for statistical analyses provides a useful rule of thumb
for the smallest number in each category within your overall sample.
Table 3.1.Sample Size
Category Total population Percentage Sample Size
Human Resource 10 10% 6
Administration 15 10% 6
Finance 25 8% 5
Marketing 40 25% 15
Production 360 47% 28
Total 450 100% 60
3.4 Data Collection Methods
Data collection methods refer to gathering of information to serve or prove some facts. It
helps in clarifying facts and stimulating new ideas. The data collection methods selected
took into consideration the nature of the research, objectives and scope of the study,
financial resources, available time and the desired degree of accuracy. .
22
The study used primary data collection method using semi structured questionnaires with
closed and open ended questions. The questionnaire approach in data collection is
popular because the researcher assistant has control over the types of data recorded at the
time of data gathering. (Peter,2004). The part one of the questionnaires dealt with general
information about the respondent and part two was about the effectiveness of e-HRM.
3.5 Research Procedures
The fieldwork involved the selection, training of the research assistant who went out to
the field to collect the data. The data was collected through questionnaires. Before the
actual collection of data a pilot study was conducted where 10 questionnaires were
administered. The purpose of the pilot study was to assess the effectiveness of the
questionnaire and pick out any ambiguity in any of the questions before the data
collection.
3.6 Data Analysis Methods
These are the methods used to analyze the data which was collected in the field which
involves putting the data into a systematic form. The key considerations were to taken
into account when analyzing the data wi l l be components of the data analysis plan,
distinguishing of data types, distinguishing different types of analyses and selection of the
statistical software to be used. According to Cohen, Manion & Morrison (2007) during
this stage the researcher need to consider the following 2 factors; What needs to be done
with the data when its collected and how it w i l l be processed and analyzed and how wi l l
the results of the analysis be verified, cross checked and validated.
The data collected was coded. According to Cohen et al (2007), Coding operation is the
stage through which the categories of data are transformed into symbols that may be
tabulated and counted.
According to Cohen et al (2007), tabulation is technical procedure where the classified
data is put in the form of tables. The researcher used SPSS to tabulate the collected data.
This wi l l enable us save time to study the large number of variables. Analysis work after
tabulation was based on the computation of various percentages and coefficients by
applying various well defined statistical formulae.
23
The researcher used a mix of data analysis types using descriptive statistics. The
descriptive analysis helped the researcher to meaningfully describe the distribution of
scores or measurement using statistics. The main type of descriptive statistics that was
used include mode, median and mean.
3.7 Chapter Summary
This chapter described the approach used in research design and data analysis methods.
The research design selected helped the researcher to answer the research questions and
come up with conclusion. On the other hand, the data analysis methods selected helped
the researcher to analyze the data that was collected from the respondents. The next
chapter outlines the results and findings of the study.
24
C H A P T E R F O U R
4.0 R E S U L T S AND F I N D I N G S
4.1 Introduction
The chapter presents the results findings from the data collected from the respondents
sampled for the study. Data was assessing the effectiveness of e -HRM at British
American Tobacco Company Ltd. The data was presented using frequency distribution
tables and percentages begging with personal details and then the specific information
that addresses the objectives of the study. Out of the 60 questionnaires sent out only 40
questionnaires were received back. This translates to a response rate of 66%.
4.2 General Background Information
This section represents the demographic information of the respondents which are
organized in section of gender, age, level of education, work experience. Features of the
respondents are vital to this study. They provide a base for further analysis of the specific
research objectives and their findings using descriptive statistics, tables, frequencies and
percentages. Demographic analysis is crucial since demographic factors affect
respondent's social, economic and political behavior hence they are tools in analysis of
research objectives.
4.2.1 Gender of Respondents
The study found it necessary to establish the gender of the respondents. Gender as a
variable was categorized as male or female and the specific frequency and percentages
accordingly as shown below in table 4.1.
Table 4.1 Gender ofthe Respondents
Gender Frequency Percentage
Male 30 75
Female 10 25
Total 40 100
25
The results indicated that majority of the staff working at B A T are men (75%) compared
to females at (25%). This implies that the gap between the genders in terms of
employment is quite high at (50%). The finding also implies that most of the
manufacturing organizations are dominated by men.
4.2.2 Age of the Respondents
The researcher wanted to know the age bracket of the respondents to ascertain their
approach on issues on e-HRM. From the table 4.2, age was grouped in bracket 2 0 - 3 0
years, 31 - 40 years, 4 1 - 5 0 years and over 50 years.
Table 4.2 Age Bracket of Respondents
Age Frequency Percentage
2 0 - 3 0 years 15 37.5
31 - 40 years 12 30
41 - 50 years 8 20
Above 50years 5 12.5
Total 40 100
It was established from the study that 37.5 % of the respondents were between20 - 30
years, 30%) were between 3 1 - 4 0 years, 20 %> were between 41 - 50 years, and 12.5%
were above 50 years. The findings indicate that majority of the respondents are of age
between 20 - 30 years which represents (37.5%). This is a prime age of young and
energetic employees and very conversant with information technology and therefore their
response reflects highly what is on the ground about e-HRM.
4.2.4 Departments Respondents Work
A n analysis was carried out to establish how e-HRM has affected different departments in
the organization as per table 4.3.
26
Table 4.3 Departments Respondents Work
Department Frequency Percentage
Administration 5 12.5
Human resource 4 10
Finances 3 7.5
Marketing 10 25
Production 18 45
Total 40 100
It was established from the study that 7.5 % of the respondents worked in finance
department, 12.5% Administration, 10% Human resource, 25% Marketing and 45 %
Production. This implies that majority of the respondents are working in production and
marketing departments this is can be attributed to the fact that the organization is a
manufacturing entity.
4.2.3 Level of Education ofthe Respondents
The researcher sought to establish the distribution of the respondents by level of
education which was categorized as Diploma, Higher Diploma Undergraduate and
Postgraduate. The levels of education sometime affect how respondents answer their
questions and attitudes towards information technology. The table 4.4 shows the results
that were received from the respondents.
27
Table 4.4 Educational Level of Respondents
Educational level Frequency Percentage
Diploma 6 15
Higher Diploma 8 20
Undergraduate 14 35
Postgraduate 12 30
Total 40 100
It was established from the study that 15 % of the respondents had Diploma, 20 % had
Higher Diploma and 35 % were Undergraduate and Postgraduate were 30%. This is
shows that majority of the employees are educated and have the qualifications required to
perform their jobs.
4.2.5 Years of Service in the Organization
It was important to seek this information to establish the number of years the respondents
have worked at B A T to ascertain their experience on issues related to e -HRM in the
organization.
Table 4,5 Years of Service
Years Frequency Percentage
Less than 1 year 4 10
1 - 3 6 15
4 - 5 10 25
Above5 years 20 50
Total 40 100
It was established from the study that 1 OVo of the respondents had worked for a period of
less than one year, 15 %> for a period between 1 - 3 years, 25% for a period 4 - 5 years
28
and 50% for a period of 5years and above. This implies that majority of the respondents
have worlced with the organization for long.This is shown in the table below.
The research indicates that majority of the respondents have worked at B A T for a period
of over 5 years. This period is long enough to have experience on how organization e-
H R M creates impact on Human Resource on the employees in the organization.
4.3 The Extent to Which the Organization has Adopted e -HRM
Table 4.6 e -HRM Adoption
Strongly agree %
Agree% Disagree Strongly Disagree
Is your organization using e-H R M system
20 38 22 20
Our organization has invested in H R intranet and staff portal
21 45 22 12
Employees in our organization have experience in e -HRM
15 27 39 19
Our organization has invested in e- record management
26 47 18 9
Our organization has adopted e-performance management
45 32 16 7
Our organization has adopted e-payroU management
32 33 24 11
Our organization has adopted e-leave management
21 27 35 17
Our organization has adopted e-communication
23 18 28 31
Our organization has adopted e-learning
28 36 29 7
Our organization has adopted e recruitment
30 34 16 20
From the analysis most employees agree that the organization has invested in e-HRM.
58% of the respondents agree that organization has implemented e -HRM while 42%o
29
disagree. 66% agree tliat the organization has invested in H R intranet and staff portal
while 34%) respondents disagree. Only 42% agreed that employees have experience in
using e -HRM while 58%) percentage disagreed. 73% of the respondents agree that e-
records management and 27% disagree. In regard to adoption of e-performance
management 77%o of the respondents agree while 23% disagree. 65%) of the respondents
agree that the organization has adopted e-payroll while 35%) disagree. A total of 48% of
the respondents agree that the organization has adopted e-leave management while a 52%)
disagree. 41%) of the respondents agree that the organization has adopted e-
communication while 59% disagree. A total of 64%) of the respondents agree that the
organization has adopted e-learning while 36% disagree. On e-recruitment a total of 64%)
agree that it has been adopted in the organization but 36% of the respondent disagree.
Table 4.7 Relationship between Use of e -HRM and Experience in e -HRM
Correlations"
Employees in our
Is your organization using e-organization have experience
HRM system in e-HRM
Is your organization using Pearson 1 .259 e- HRM system ^ ^ ^ ^ j ^ ^ .
on
Sig. (2- .000
tailed)
Employees in our Pearson .259" 1
organization have QoncMi experience in e-HRM
on
Sig. (2- .000
tailed)
*. Correlation is significant at the 0.01 level (2-tailed).
30
It is evident from the above results that the relationship between effective organization
using e- H R M system and employees having experience in e -HRM is positive (p=.259)
.There is a co-variance indicating that most employees who stated that they use e -HRM
were also experience in using e-HRM.
4.4 The Benefits of e -HRM
The study sought to show the benefit of e -HRM to the organization, H R professionals and
individual employees using a four point scale (from 'strongly agree' to 'strongly
disagree'). The respondents were asked to rate the benefits of e -HRM. The table 4.7
below provides the summary of the respondents' ratings.
Table 4.8 Benefits of e-HRM
Strongly agree %
Agree Disagree Strongly Disagree
e-HRM has enable integration within HR function hence cost reductions
44 23 21 12
e-HRM has enabled standardize processes and procedures
15 27 39 19
e-HRM has reduced paper transactions 47 26 18 9
e-HRM works towards forecasting hr needs and reducing the workload of people management
45 32 16 7
e-HRM has aligned our HR Systems to help accomplish the organization vision and mission.
42 35 17 6
Implementation of e-HRM has improved total quality of HR services to employees
23 20 30 27
There is easy accessibility of information through e-HRM
23 21 31 25
e-HRM has enabled some HR activities to be shared with line managers and employee
23 35 21 21
e-HRM has refocused HR staff on strategic activities 20 24 35 21
e-HRM has made HR function more flexible and proactive business partner
23 24 33 20
e-HRM has enabled generation of data and information for decision making
25 28 24 23
e-HRM has enabled us to outsource some of our HR activities
20 25 30 25
31
From the analysis 67% of the respondents agreed that e -HRM has enable integration
within H R function hence cost reductions, 34% disagreed. A total of 42% respondents
agreed that e -HRM has enabled standardize processes and procedures while 58%
disagreed. 73% agreed that e -HRM has reduced paper transactions while 27%) disagreed.
A total of 77 %o agreed that e -HRM works towards forecasting H R needs and reducing the
workload of people management while 23% disagreed, 77%) agreed that e -HRM has
aligned the H R Systems to help accomplish the organization vision and mission, A total
of 57%) disagreed that implementation of e -HRM has improved total quality of H R
services to employees, 56% disagreed that there is easy accessibility of information
through e-HRM, 58%) agreed that e - H R M has enabled some H R activities to be shared
with line managers and employee, 56%) disagreed that e -HRM has refocused H R staff on
strategic activities, 53% disagreed that e -HRM has made H R function more flexible and
proactive business partner, 53% agreed that e -HRM has enabled generation of data and
information for decision making and 55%) disagree that e - H R M has enabled the
organization to outsource some of our H R activities.
4.5 Presentation of Effectiveness of e-HRM in the Organization
The study sought to show the benefits of the e-HRM. The respondents were requested to
rate the same on a four-point scale. The effectiveness of e -HRM was rated in regard to
accuracy and speed, time taken, reduction of costs, productivity, improved efficiency and
quality. Table 4.7 shows the results.
32
Table 4.9 Effectiveness of e -HRM
Strongly agree %
Agree% Disagree Strongly Disagree
e-HRM has improved the H R transactions accuracy/speed
23 49 18 10
e-HRM has reduced time spent on routine administrative taslfs by H R staff
34 30 25 11
e-HRM has reduced paper transactions
66 20 12 2
e -HRM encourages open communication and sharing of information
33 42 15 10
Working with e -HRM is clearer and understandable
12 16 22 50
The implementation of e -HRM has been able to reduce time and overhead costs
26 21 30 23
The implementation of e -HRM has improved efficiency of administration and increased productivity
25 28 24 23
The implementation of e -HRM has supported total quality of H R support to employee
33 27 26 14
Implementation of e -HRM has positioned H R as a strategic partner
20 24 35 21
From the analysis a total number of 72% respondents agreed that e -HRM has improved
the H R transactions accuracy and speed. 64% respondents also agreed that e -HRM has
reduced time spent on routine administrative tasks by H R staff. 86%) of the respondents
agreed that e -HRM has reduced paper transaction. A total number of 75% respondents
agreed that e -HRM encourage open communication and sharing of information. 72% of
the respondents disagreed that working with e -HRM is clearer and understandable. 53%
of the respondents disagreed that e -HRM reduce time and overhead costs. 53% agreed
33
that e -HRM has improved efficiency of administration and increased production. 60%
agreed that e -HRM supported total quality of H R support for employees and 56%) ofthe
respondents disagree that e -HRM has positioned H R as a strategic partner.
Table 4.10 Relationship between improved efficiency and increased productivity and
reduced paper transactions
Correlations"
e-HRM has reduced The implementation of e-HRM has
improved efficiency of administration and paper transactions increased productivity
e-HRM has reduced paper Pearson 1 .932 transactions
Correlat
ion
Sig. (2- .000
tailed)
The implementation of e-Pearson .932"' 1 HRM has improved
Correlat efficiency of
Correlat
administration and ion
increased productivity
Sig. (2- .000
tailed)
**. Correlation is significant at the 0.01 level (2-tailed).
a. Listwise N=274
A further analysis was done to determine the correlation e -HRM has reduced paper
transactions and the implementation of e -HRM has improved efficiency of administration
and increased productivity, it is evident from the results that there is a positive correlation
ofthe two (p=0.932) .The level of significance figure also indicates significance at the 0.1
level (0.369 is greater than 0.254 for 274 cases)
34
4.6 Chapter Summary
In this chapter the findings of the study based on the research questions were presented.
The results were obtained from questionnaires administered to participants at British
American Tobacco Company. The results were categorized according to the research
questions.
The study finding revealed that most of the employees at British American Tobacco are
aware about e -HRM and they have knowledge of the same. Most of the respondents also
noted that the organization has adopted the different types of e -HRM.
The respondents agreed that e -HRM has brought some benefits to the organization, H R
professionals and individual employees of the company. The respondents agreed that e-
H R M has enabled integration within H R function and this has reduced costs. The
findings were presented in frequency tables and correlations.
The next chapter presents discussions, conclusions and recommendations for further
study.
35
C H A P T E R F I V E
5.0 D I S C U S S I O N , C O N C L U S I O N S AND R E C O M M E N D A T I O N S
5.1 Introduction
This chapter provides a summary of the study and discusses the key findings. The chapter
concludes by giving recommendations based on the data collected and analyzed for
improvement and further research.
5.2 Summary
The purpose of this study was to assess the effectiveness of e -HRM at British American
Tobacco Company.
The study was guided by the following specific objectives:
i . To what extent the organization has adopted the different types of e -HRM
i i . What are the benefits of e -HRM to the different stakeholders: organization, H R
professionals and individuals employees
i i i . Effectiveness of e -HRM at British American Tobacco
The research used descriptive design method to collect data from the field. The study was
a case study of British American Tobacco Company which has a total population of 450
employees. The data collection was done through use of questionnaires. A sample size of
Sixty (60) was selected from the various departments. Questionnaires were distributed
and forty (40) participants responded. A Research Assistant assisted in distributing,
collecting and data entry. The collected data was analyzed to obtain descriptive statistics
through frequencies and percentages. A correlation was done to establish i f there is a link
between implementation of e -HRM and employee understanding of e -HRM, a correlation
was also done on implementation of e -HRM and increased efficiency and productivity.
Regarding the extent to which the organization has adopted the different types of e-HRM,
58% ofthe respondents agreed that the organization has implemented e -HRM and 66%
agreed that employees have knowledge of e -HRM. From the analysis most respondents
agreed that the organization has adopted the different types of e -HRM, this can be
36
implied by the percentage of respondents. A total of 73% agreed that the organization has
adopted e-records management, 77% agreed that the organization has adopted e-
performance management, 65% agreed that the organization has adopted e-payroll
system, 64% agreed that the organization has adopted e-leaming and 64%) agreed that the
organization has adopted e-recruitment.
Most respondents also agreed that the e -HRM has brought in some benefits to the
organization, H R Professionals and the individual employees. This is in line with cost
reduction, generation of data for decision making, and in the accomplishment of the
organization mission and vision. A total number of 67% respondents agreed that e -HRM
has enabled integration within H R function hence cost reduction. Majority of the
respondents agreed that e -HRM has reduced paper transactions due to automation of most
the H R processes. 77% respondents agreed that e -HRM has enabled alignment of H R
systems to accomplish the organization vision and mission and 53%) of the respondents
agreed that e -HRM has enabled generation of data for decision making.
The study also found that most respondents agree that e -HRM has improved the
effectiveness of Human Resource department in the organization. This was measured
through improved efficiency, reduction in time and costs, quality of H R support to
employees and communication and sharing of information. A total of 72% respondents
agreed that e -HRM has improved the H R transactions accuracy and speed. A total of
64% of the respondents agreed that e -HRM has reduced time spent on routine
administration tasks by H R staff and 75% agreed that e -HRM has encourage open
communication and sharing of information among the employees. Only 53% of the
respondents agreed that e -HRM has improved efficiency of administration of H R process
and productivity.
The study also revealed that B A T has adopted e-HRM to support its H R function to carry
out their duties. Most of the respondents are aware about e -HRM and they have
knowledge on how to use the system.
37
5.3 Discussions
5.3.1 Extent to which British American Tobacco Company has adopted the Different
Types of e -HRM
Organizations differ in their use of e-HRM, some may differ in their adoption of e -HRM
as the number of H R activities that they use e -HRM for. They may also differ in the
extent of sophistication of e -HRM from simple one way communication systems to more
complex system involving manager and employee self service (Parry, 2011). e -HRM
requires an initial investment that is mostly accessible to larger organizations.
Organizations make a significant investment of time and resource in implementing e-
H R M . British American Tobacco Company is a large organization that has been reporting
good profits during the years and can be able to support a sophisticated e -HRM system.
According to study carried out by Strohmeier and Kabst (2009), as quoted by Yussof et al
(2011), the study revealed that e -HRM is a common practice throughout Europe since two
thirds of all organizations have already adopted e-HRM, this is the opposite in the
developing countries. They also found that major determinants of e -HRM adoption are
size, work organization and configuration of H R M . This statement supports our findings
in this study in regard to adoption of e -HRM by B A T .
The study sought to find out the extent to which B A T Company has adopted the different
types of e -HRM. This is a very new trend in Kenya and very few companies have
adopted e-HRM. For those companies that have adopted they only adopt a few of the
different types of e -HRM. Majority of the respondents indicated that they are aware that
their organization has already adopted e-HRM. The study revealed that B A T has adopted
a full e -HRM system in the organization which encompasses e-recruitment, e-
performance management, e-leave management, e-communication, e-payroll
management and e-learning. e -HRM is the completed integration of all H R systems and
processes based on common H R data and information and on interdependent tools and
practices. According to (C IPD 2002c), some of the highlighted key advantages of
internet based recruitment include, shorter recruitment cycle time, reduce cost, reaching a
wide range of applicants and this provide a global coverage.
B y moving from traditional training methods and embracing the e-learning, B A T wi l l be
able to save on the training budget. The workforce demography has also changed
38
drastically and with e-leaming, the organization wi l l be able to reach their generation Y
employees who are very computer savvy and the other older employees who wi l l be more
comfortable undertaking the training at their convenient time. This w i l l impact on
employee retention and productivity, e-learning also offers advantages like flexibility,
diversity, and it w i l l become a primary way of learning in the 21^' Century.
The self service modules implemented in e -HRM are often used to shift responsibility of
administrative H R M activities from a H R M professionals to the employees, which could
be perceived either as an easier and less time consuming process for completing forms
and updating information (Jossi, 2001), It can also be looked at as a cost saving
mechanism requiring the employee to perform tasks that could be performed by an H R
professional. This allows the H R professional to perform strategic functions and become
more strategic. The employees and line manager should be involved in the
implementation of e -HRM to eliminate resistance of the system once implemented.
Majority of the respondents agreed that the organization has invested in H R intranet and
staff portal. These are the avenues that the employees are able to access the e -HRM
modules and interact with H R department. Some of the respondents disagreed with the
fact that employees have the necessary skills in e-HRM. The organization has therefore
to invest in training their employees on how to use e -HRM to enable them interact and
use e -HRM better.
5.3.2 Benefits of e -HRM to the Organization, H R Professionals and Individual
Employees
From the analysis majority of the respondents agreed that e -HRM has benefit to the
organization, H R professionals and individual employees. The integration within the H R
function through e -HRM led to cost reduction and this is a benefit to the organization, e-
H R M has also enabled the alignment of H R systems and this had enable the
accomplishment of organization vision and mission. Through e -HRM there is more
generation of data for decision making and this is a benefit to the organization as top
management can be able to make decision backed by data. Successful firms create
competitive advantage and innovation (L in , 2011). e -HRM has the ability to analyze H R
activities and turn these results into information which is useful for organizational
effectiveness and innovativeness. E - H R M is increasingly important within working
39
organizations owing to its potential advantages including reducing cost, improving
quality, and speeding up processes (Strohmeier, 2009).
The main purpose of electronic human resource management (e -HRM) is to make the
entire H R M function more strategic (Marler and Fisher, 2010). e - H R M has made the H R
professionals more strategic by reducing the administrative role of human resource
management. Some of the respondents who were interviewed disagreed that e -HRM
enables H R to concentrate on strategic activities. According to Marler & Fisher (2010) e-
H R M made administrative/data management more accessible but it did not improve the
line managers' or employees' perception of H R M being more strategically effective.
Most respondents agreed that e -HRM has reduced paper transactions in the human
resource department through e-recruitment, e-performance management, e-learning and e-
records management. Majority of the respondents disagreed that e -HRM has improved
total quality of H R service to employees. There has been a shift in human resources roles
away from administration and record keeping toward more employee champion role. The
study provides the new emerging roles for the H R professionals and they need to be
prepared to take more strategic roles in the organization.
From the study some employees are not very satisfied with the services they are getting
from the H R department even after the implementation of e -HRM. From the analysis e-
H R M does simplify the H R processes and workload but does not make H R more
strategic. In a web base H R M environment, individual users have to establish a new kind
of relationship with the H R M function, as well as shaving to accept interaction with a
computer rather than with a person, and for some, using new technology. Individual
characteristics such as age, gender, and prior exposure to I T based H R M systems could
influence the user satisfaction and system usage. The level of complexity of usage of
usage is moderate. This perceives the acceptance of usage of usage of the system by the
respondents.
e -HRM provide the H R function with the opportunity to create new avenues for
contributing to organization success ( Yussof et al, 2011). The H R function at B A T can
use the e -HRM platform to contribute to the organization success by reducing costs,
making the organization more competitive by embracing e-learning modules which wi l l
40
make the employees more skilled hence more productive, providing the organization with
timely information in order to make informed decision this is through the e-record
management and e-communication. This is in line with their H R philosophy.
According to Strohmeier (2009), the adoption of e -HRM is founded on expectations of
diverse benefits which include, reducing costs, speeding up processes, improving quality
and even gaining more strategic role for H R within the organization. It is evident from
the research that e -HRM at British American Tobbacco ( B A T ) has enabled the integration
of H R function and this has led to cost reductions. e -HRM has also re-aligned the H R
systems to help accomplish the organization mission and vision. The improvement of
quality of H R services is an area that respondents feel has not yet been achieved.
B y adopting the different types of e -HRM the organization due to its size has also
benefited by saving costs. According to Strohmeier (2009), applied in large
organizations, a certain e-recruitment system may be able to realize economies of scale
and hence cut costs, while application of the same system in a small organization cannot
utilize economies of scale hence wi l l increase costs. B A T being a large organization has
benefited from economies of scale by implementing e -HRM and use of systems like e-
recruitment, e-performance management, e-record management among others. Cost
reduction is one of the main benefits associated with the adoption of e -HRM.
5.3.3 Effectiveness of e -HRM at British American Tobacco Company
The study confirms that the usage of e -HRM at British American Tobacco is high going
by the percentage of respondents. e -HRM has also managed to improve the H R
transactions accuracy and speed and this has improved effectiveness of H R M . Time
spent on routine administrative tasks by H R staff has also been reduced significantly by
the adoption of e -HRM. The paper work transactions in the organization have reduced as
most of the services can be access online. The findings suggest that faster reaction to
problems/opportunities and the increased amount of available data are important
conditions for increased user satisfaction and system usage.
41
Factors such as organizational culture and the availability of internal support for users
were not enquired. Such factors could also be included in future research, the level of
user satisfaction and system usage that stem from those could also be taken into account.
These are some of the factors that hinder uptake of new systems in organizations.
The value of the H R function can be defined as the strategic benefits achieved from a
particular H R activity in relation to the costs associated with its deployment (Lepak and
Snell, 1998). e -HRM has improved efficiency of administrafion and increased
productivity in the H R function. This has lead to H R department contributing to the
organizations competitive advantage by providing more effective management,
development or deployment of the organization's H R in a more efficient and effective
manner.
The employees should be kept satisfied and motivated and improving the services
provided by H R is a solution to this. Therefore the effectiveness of e -HRM is very
important for the organization as it wi l l help the H R function keep a satisfied and
motivated workforce. For e -HRM to be effective it has to meet the demands and needs of
its stakeholders and it should also be aligned with the H R strategy and overall
organization strategy. British American Tobacco Company, pride itself on recruiting,
developing, training and rewarding great talent to promote leadership at all levels within
their multicultural company as a winning organization. The e -HRM in the organization is
aligned to this strategy as it is offering solutions to the H R function to be able to achieve
the H R strategy.
5.4 Conclusions
From the data analyzed it is evident that e -HRM have had an impact on Human
Resources Management at British American Tobacco Company. Recognition of e- H R M
system and employees having experience of e -HRM is positive move to providing good
Human Resource Management in the organization. There is a co-variance indicating that
most employees who stated that communication was effective were also satisfied with
their jobs.
^2 Africa - Library
5.4.1 Extent to which British American Tobacco has adopted the Different Types of
e-HRM
From the study, the organization has adopted most of the different types of e-HRM,
which include; e-recruitment, e-learning, e-performance management, e-record
management and e-communication. These applications have an impact on the
effectiveness of Human Resource Management in the organization. The different types
of e -HRM adopted have increased efficiency in service delivery and productivity. A l l
these enhance the achievement of the organization overall goals.
5.4.2 Benefits of e -HRM to the Organization, H R professional and Individual
Employees
The benefits of e -HRM are mainly in three areas: operational, relational and
transformational (Yeung and Brockbank, 1995). The organization, H R professionals and
individual employees all benefit from the implementation of e -HRM. A recent study by
the U K ' s professional H R body, the C IPD (2007) provided evidence through a series of
case studies that suggested a small number of organizations were using technology to
promote a transformational shift. However, the majority remain focused on operational
improvements at the administrative level rather than value-adding people management.
e-HRM has enabled some relational benefits and this is evident from the above results
that most respondents agreeing that implementation of e -HRM has improved total quality
of H R services to employees and easy accessibility of information. The faster response to
H R issues and the increased amount of available data are important conditions for the
increased user system usage, leading to achievement of a client service improvement of
the H R system, e - H R M has enabled some H R activities to be shared with line managers
and employees, this created a refocused H R staff on strategic activities. The information
sharing in the organization is able to empower employees at all levels. The 21^' century
organizations are now competing on strategic information and knowledge. British
American Tobacco Company is positioning itself for this competition by having a
knowledgeable and computer savvy employees. Due to globalization, the H R
departments must be able to provide services to their employees anywhere on earth. This
wi l l enable them support their globalized workforce.
43
There are also transformational benefits in the organization due to the implementation of
e-HRM. The transformational goals involve extending HRs reach to more employees and
creating a sense of 'corporations' or internal integration (through H R portals) where every
employee is able to access information. The H R professionals have fewer administrative
activities to carry out with the implementation of e-HRM.
5.4.3 Effectiveness of e-HRM at British American Tobacco Company
The findings led to reveal that e -HRM has had effectiveness in regard to Human Resource
management in the organization. The study finding suggest that e -HRM has supported
the H R function in the organization to become more efficient, improve service delivery
and adopt a greater role in delivering the organization's business strategy. This support
past literature on the use of e -HRM (Lepak and Snell 1998, Ruel et al 2006, Martin et al
2008, Marler 2009), suggesting that the use of e -HRM can allow the H R function to
increase its involvement in delivering strategy.
From the study e -HRM has improved the accuracy, speed and responsiveness of the H R
function. The results of our study indicate the necessity for the organization to train the
employees more on use and functions of e -HRM to increase more usage and acceptability
of the same. From the study, e -HRM is still being used more for administrative ends
rather than analytical or decision support ends.
From the study, it can be concluded that e -HRM has improved the H R transactions
accuracy and speed. This supports improvement of efficiency by e-HRM. Efficiency is
critical for any organization that wants to be competitive in the current business
environment. The reduction of paper transaction is also beneficial to the organization.
This wi l l reduce costs of operation and improve organizations bottom line.
The study also revealed that e -HRM has improved open communication in the
organization. When there is good communication in an organization people have most of
the information they require and they are able to make decisions. At B A T their objective
is to make promote leadership at all levels within the multicultural company. I f the
employees have access to information they wi l l be able to make the decisions at their
different levels.
44
Most respondents agreed that e -HRM supported total quality of H R support for
employees. Voermans and Van Veldoren (2007), study on attitude towards e -HRM found
out the differences in perceived usability of current I T systems, as wel l as the preferred
H R roles strategic partner (high preference) and employee champion (low preference)
related to a positive attitude towards e-HRM systems. User support is also key predictor
of positive attitude towards e-HRM. In this study the respondents are positive about e-
H R M and we are able to conclude that they have a good support system in the
organization.
From the study most respondents disagreed with the statement that e - H R M has positioned
e-HRM as a strategic partner. According to Marler (2009), H R becomes more strategic
when the H R function moves from being primarily administrative to being 'more
strategic'.
5.5 Recommendations
5.5.1 Recommendations for Improvement
5.5.1.1 Adoption ofthe Different Types of e-HRM
Having analyzed the data, the findings indicate that the organization has adopted the
different types of e -HRM. Though some of the types of e -HRM increases efficiency and
time spent by the H R professionals, there is argument from some studies that though e-
recruitment increases the pool of candidates, the quality of the candidates go down. The
e-learning is also said to increase the number of employees who are trained in the
organization. There is need for further research to measure the effectiveness of the above
types of e -HRM as this was not measured in this study. The organization should
understand the needs and requirement of e -HRM before implementation of the same in
order to get maximum benefits from the system.
45
5.5.1.2 Benefits of e-HRM
Having analyzed tlie data and tlie findings tlie researcher recommends that the
organization should engage the employees and line manager fully during the
implementation of the e -HRM systems. This wi l l enable them understand the benefits
they wi l l get from using the system and it w i l l also reduce any resistance from the
employees. The engage wi l l also expose them to H R issues and gives them better
appreciation of H R practices with significant outcomes for H R transformation.
Training is critical to the success of any system to enable them employees get the
requisite skills required to interact with system owing to the fact some of the H R
activities are being devolved down to their level
Some respondents noted some fears that e -HRM wi l l dehumanize the H R function in the
organization by removing the face to face interaction. This is an area that requires to be
researched further as it was not covered in this study.
5.5.1.3 Effectiveness of e-HRM
We discuss these findings because e-HRM certainly cannot achieve strategic outcomes i f
it is not accepted and used by stakeholders. In addition to factors that might affect e -HRM
acceptance, several studies identified contexts or resources important for e -HRM to be
associated with strategic outcomes. The organization should be able to realize the impact
e-HRM wi l l have on employees and H R staff and understand its dimensions in order to
manage the effects with corporate strategy that is open to change. Interdepartmental
communication should also be improved.
5.5.2 Recommendations for Further Study
The researcher is of conviction and opinion that in future researchers doing the same
research should consider the following areas which has not been expounded by previous
researcher. Firstly, the researcher should consider the challenges faced by the
management when implementing e-HRM. Secondly the effective strategies of e -HRM in
order to make H R function a strategic partner and more organizations should be involved
to establish to what extent organizations in Kenya are using e-HRM.
46
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49
A P P E N D I X 1
E F F E C T I V E N E S S O F E - H R M
Company Name: ~
Dear Respondent,
This questionnaire is part of an academic study being carried out in partial fulfillment of
an Executive Masters Degree in Organizational Development at United States
International University.
Please take a few minutes to complete this questiormaire. The questions below aims to
assess the extent e -HRM have had an impact on Human Resource Management in your
organization. Your response wi l l be coded and remain strictly confidential.
Thank you very much for your time and support.
P E R S O N A L D A T A
1. Sex Male Female
2. Age Bracket
20-30 years
40-50 years
3. Department
Administration
Marketing
Human Resource
30-40 years
Over 50 years
Finance
Production
4. Education Qualification
Diploma
Undergraduate
Higher Diploma
Postgraduate
50
5. Years of Service in Present Organization
Less Than One Year I I 1-3 Years
4-5 Years | | Over 5 Years
R E S E A R C H Q U E S T I O N N A I R E
Section A - Effectiveness of e -HRM in the organization
Please indicate the extent to which you agree on disagree with the following statements.
Strongly Agree
Agree Disagree Strongly Disagree
Neither Agree nor Disagree
1 e-HRM has improved the HR transactions accuracy/speed
2 e-HRM has reduced time spent on routine administrative tasks by HR staff
3 e-HRM has reduced paper transactions
4 e-HRM encourages open communication and sharing of information
5 e-HRM enables better management of data and information
6 Working with e-HRM is clearer and understandable
7 The implementation of e-HRM has been able to reduce time and overhead costs
8 The implementation of e-HRM has improved efficiency of administration and increased productivity
51
9 The implementation of e-HRM has supported total quality of HR support to employee
10 Implementation of e-HRM has positioned HR as a strategic partner
11. What are the main challenges organizations are facing in the process of implementing
e-HRM.
12. Has e-HRM dehumanized the H R function in organizations? Please comment.
52
Section B - To what extent has your organization adopted e -HRM
Please indicate the extent to which you agree on disagree with the following statements.
Strongly Agree
Agree Disagree Strongly Disagree
Neither Agree nor Disagree
1 Is your organization using e-HRM systems?
2 Our organization has adopted e-recruitment process
3 Our organization has adopted e-learning
4 Our organization has adopted e-communication
5 Our organization has adopted e-leave management
6 Our organization has adopted e-payroll management
7 Our organization has adopted e-performance management
8 Our organization has invested in e- record management
9 Employees in our organization have experience in e-HRM
10 Our organization has invested in HR intranet and staff portal
11. I f your organization has not adopted e-HRM please comment on the software you
organization is using to manage the H R function.
12. What is your opinion in regard to e -HRM compared to the tradition H R systems?
53
Section C - What are the benefits ofthe e-HRM
Please indicate the extent to which you agree on disagree with the following statements.
Strongly Agree
Agree Disagree Strongly Disagree
Neither Agree nor Disagree
Operational 1
e-HRM has enable integration within HR function hence cost reductions
2 e-HRM has enabled standardize processes and procedures
3 e-HRM works towards forecasting hr needs and reducing the workload of people management
4 e-HRM has aligned our HR Systems to help accomplish the organization vision and mission. Relational
5 Implementation of e-HRM has improved total quality of HR services to employees
6 There is easy accessibility of information through e-HRM
7 e-HRM has enabled some HR activities to be shared with line managers and employees Transformational
8 e-HRM has refocused HR staff on strategic activities
9 e-HRM has made HR function more flexible and proactive business partner
10 e-HRM has enabled generation of data and information for decision making
11 e-HRM has enabled us to outsource some of our HR activities
54
12. Where do you see your organization in regard to e -HRM in the next 5 years?
13. What factors have influenced the implementation of e -HRM in your organization?
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