Electronic Human Resource Management and Organizational Performance: A Systematic Review of Mechanisms, Mediators, and Strategic Outcomes

This study presents a systematic examination of the effects of Electronic Human Resource Management (E-HRM) on organizational performance, with particular attention given to the shift from the administrative orientation of Human Resource Information Systems (HRIS) to the strategic and high-value configuration of technology. Within the context of the theoretical framework, the concept of E-HRM has evolved from the mechanistic role of automating organizational activities to the central role it now plays in strategic alignment and value creation. The framework also posits that the relationship between the adoption of technology and organizational performance is non-linear and is influenced by several critical antecedents, including Human Resource Service Quality (HRSQ), employee job satisfaction, and the optimization of individual performance. The integration of E-HRM also enables the transition from the concept of Evidence-Based Management (EBM) through the utilization of various tools related to the decision-making process with the aid of HR analytics. The digital perspective from which E-HRM operates also provides the organization with the opportunity to increase its agility and innovation through the enhancement of efficiency and responsiveness in the processes. The results also show that the effectiveness of E-HRM is dependent upon several critical antecedents, including organizational IT capability, leadership support, and the establishment of a data-driven culture. Although E-HRM provides several critical competitive advantages to the organization, including those in developing regions, its effectiveness is also dependent upon the strategic management of the psychological contract and the mitigation of organizational politics.