Past literature supports positive links between electronic human resource management practices (E-HRM), and job performance. However, poor application of e-HRM practices in the Nigerian public sector resulted in poor job performance and unwholesome ethical practices. As a result, calls for further research have been suggested, particularly on the direct process through which the adoption and implementation of e-HRM practices such e-communication; e-compensation, e-training and e-performance appraisal are likely to influence job performance. Hence, the purpose of this research is to investigate the relationship between electronic Human resource Management (E-HRM) practices and job performance (i.e. task, contextual, adaptive performance, and counterproductive work behaviour at the individual level. We employed a quantitative approach with survey from 214 academic and non academic staff in five higher institutions in Northern part of Nigeria. Using partial least square structural equation modelling (PLS-SEM), the quantitative results indicated that some of the components of E-HRM practices were positively associated with job performance. For instance, both e-communication, and e-compensation were significantly and positively related to all the dimensions of job performance (i.e. task, contextual, adaptive, and counterproductive work behaviour. Also, e-training was found to be positively related to task and adaptive performance only. Similarly, results showed that e-performance appraisal practice was only related to contextual performance and counterproductive work behaviour. On the contrary, e-training practice demonstrated no significant effect on contextual performance and counterproductive work behaviour. Similarly, no significant direct effect was found between e-performance appraisal and task and adaptive performance. Implications of the findings for future research and practice, as well as the limitations of the study are highlighted.
| Published in | Journal of Human Resource Management (Volume 8, Issue 2) |
| DOI | 10.11648/j.jhrm.201200802.17 |
| Page(s) | 96-108 |
| Creative Commons |
This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited. |
| Copyright |
Copyright © The Author(s), 2024. Published by Science Publishing Group |
Job Performance, E-Hrm, E-Training, E-communication, E-compensation, E-performance Appraisal
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APA Style
Talatu Raiya Umar, Bilkisu Abdulkadir Yammama, Rashidat Otse Shaibu. (2020). The Implications of Adopting and Implementing Electronic Human Resource Management Practices on Job Performance. Journal of Human Resource Management, 8(2), 96-108. https://doi.org/10.11648/j.jhrm.201200802.17
ACS Style
Talatu Raiya Umar; Bilkisu Abdulkadir Yammama; Rashidat Otse Shaibu. The Implications of Adopting and Implementing Electronic Human Resource Management Practices on Job Performance. J. Hum. Resour. Manag. 2020, 8(2), 96-108. doi: 10.11648/j.jhrm.201200802.17
AMA Style
Talatu Raiya Umar, Bilkisu Abdulkadir Yammama, Rashidat Otse Shaibu. The Implications of Adopting and Implementing Electronic Human Resource Management Practices on Job Performance. J Hum Resour Manag. 2020;8(2):96-108. doi: 10.11648/j.jhrm.201200802.17
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Download@article{10.11648/j.jhrm.201200802.17,
author = {Talatu Raiya Umar and Bilkisu Abdulkadir Yammama and Rashidat Otse Shaibu},
title = {The Implications of Adopting and Implementing Electronic Human Resource Management Practices on Job Performance},
journal = {Journal of Human Resource Management},
volume = {8},
number = {2},
pages = {96-108},
doi = {10.11648/j.jhrm.201200802.17},
url = {https://doi.org/10.11648/j.jhrm.201200802.17},
eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.201200802.17},
abstract = {Past literature supports positive links between electronic human resource management practices (E-HRM), and job performance. However, poor application of e-HRM practices in the Nigerian public sector resulted in poor job performance and unwholesome ethical practices. As a result, calls for further research have been suggested, particularly on the direct process through which the adoption and implementation of e-HRM practices such e-communication; e-compensation, e-training and e-performance appraisal are likely to influence job performance. Hence, the purpose of this research is to investigate the relationship between electronic Human resource Management (E-HRM) practices and job performance (i.e. task, contextual, adaptive performance, and counterproductive work behaviour at the individual level. We employed a quantitative approach with survey from 214 academic and non academic staff in five higher institutions in Northern part of Nigeria. Using partial least square structural equation modelling (PLS-SEM), the quantitative results indicated that some of the components of E-HRM practices were positively associated with job performance. For instance, both e-communication, and e-compensation were significantly and positively related to all the dimensions of job performance (i.e. task, contextual, adaptive, and counterproductive work behaviour. Also, e-training was found to be positively related to task and adaptive performance only. Similarly, results showed that e-performance appraisal practice was only related to contextual performance and counterproductive work behaviour. On the contrary, e-training practice demonstrated no significant effect on contextual performance and counterproductive work behaviour. Similarly, no significant direct effect was found between e-performance appraisal and task and adaptive performance. Implications of the findings for future research and practice, as well as the limitations of the study are highlighted.},
year = {2020}
}
TY - JOUR T1 - The Implications of Adopting and Implementing Electronic Human Resource Management Practices on Job Performance AU - Talatu Raiya Umar AU - Bilkisu Abdulkadir Yammama AU - Rashidat Otse Shaibu Y1 - 2020/04/23 PY - 2020 N1 - https://doi.org/10.11648/j.jhrm.201200802.17 DO - 10.11648/j.jhrm.201200802.17 T2 - Journal of Human Resource Management JF - Journal of Human Resource Management JO - Journal of Human Resource Management SP - 96 EP - 108 PB - Science Publishing Group SN - 2331-0715 UR - https://doi.org/10.11648/j.jhrm.201200802.17 AB - Past literature supports positive links between electronic human resource management practices (E-HRM), and job performance. However, poor application of e-HRM practices in the Nigerian public sector resulted in poor job performance and unwholesome ethical practices. As a result, calls for further research have been suggested, particularly on the direct process through which the adoption and implementation of e-HRM practices such e-communication; e-compensation, e-training and e-performance appraisal are likely to influence job performance. Hence, the purpose of this research is to investigate the relationship between electronic Human resource Management (E-HRM) practices and job performance (i.e. task, contextual, adaptive performance, and counterproductive work behaviour at the individual level. We employed a quantitative approach with survey from 214 academic and non academic staff in five higher institutions in Northern part of Nigeria. Using partial least square structural equation modelling (PLS-SEM), the quantitative results indicated that some of the components of E-HRM practices were positively associated with job performance. For instance, both e-communication, and e-compensation were significantly and positively related to all the dimensions of job performance (i.e. task, contextual, adaptive, and counterproductive work behaviour. Also, e-training was found to be positively related to task and adaptive performance only. Similarly, results showed that e-performance appraisal practice was only related to contextual performance and counterproductive work behaviour. On the contrary, e-training practice demonstrated no significant effect on contextual performance and counterproductive work behaviour. Similarly, no significant direct effect was found between e-performance appraisal and task and adaptive performance. Implications of the findings for future research and practice, as well as the limitations of the study are highlighted. VL - 8 IS - 2 ER -
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