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Asian Social Science; Vol. 12, No. 7; 2016
ISSN 1911-2017 E-ISSN 1911-2025
Published by Canadian Center of Science and Education
105
Assessing the Impact of Electronic Human Resource Management on
Creation of Organizational Agility: A Study in the Bushehr Banks, Iran
Fakhriyeh Hamidianpour1, Majid Esmaeilpour2 & Habibeh Firoozi3
1 Assistant professor in Human Resources Management, Persian Gulf University, Bushehr, Iran
2 Assistant professor in Business Management, Persian Gulf University, Bushehr, Iran
3 Graduate student of Business Management, Persian Gulf University, Bushehr, Iran
Correspondence: Fakhriyeh Hamidianpour, Department of Business Management, Persian Gulf University,
Shahid Mahini Street, Bushehr, Zip code: 7516913798. Iran. E-mail: Fakhriyeh_hamidianpour@yahoo.com
Received: January 30, 2016 Accepted: March 24, 2016 Online Published: June 21, 2016
doi:10.5539/ass.v12n7p105 URL: http://dx.doi.org/10.5539/ass.v12n7p105
Abstract
Agility is a series of capabilities and competencies, which can cause survival and growth of the organization in
business environment. One of the approaches that help organizations to enhance agility is electronic human
resource management (E-HRM) approach. The main objective of the present study is finding an answer for this
issue that how one can use E-HRM approach to develop organizational agility. In this study that has been
conducted using survey method, after review of foreign and domestic research literature and construction of
conceptual model, a questionnaire would be provided and distributed among employees of bank branches of
Bushehr City in Iran and finally, collected data from 315 questionnaires would be analyzed using structural
equation modeling method. Obtained results from the study confirm the presented conceptual model and indicate
that using electronic learning of human resources, electronic payment of human resources, human resources
maintenance and electronic performance appraisal of human resources and also electronic human resource
management (E-HRM) can affect organizational agility significantly in confidence level of 99%. In addition,
effect of variables of Electronic employment of human resources and human resource communications on
organizational agility has not been confirmed.
Keywords: electronic human resource management (E-HRM), e-learning of human resources, e-payment of
human resources, e-performance appraisal of human resource, organizational agility
1. Introduction
Today, information technology has influenced in all parts of the organization and even the most important
organizational resource that is human resource has been also affected by the technology. Information technology
has made organizations have a comprehensive and perfect view to their resources, especially human resources.
Using this system, one can increase authorities of employees and give complete and required information to
them, so that they can do their best in regard with their organizational tasks (Musakhani et al., 2011). Under
current conditions that organizations are facing rapid evolutions and competition, human resource management
(HRM) is expected to create value for the organizations. The value creation is for both in and out-organization
beneficiaries. Hence, human resource managers should use modern systems in field of human resources and
create integration in human resource processes to achieve desired values. Electronic human resource
management (E-HRM) can affect all fields of HRM. Survey of human resource counselors indicates that number
of organizations used E-HRM has been increased and also, depth of using its information in organizations is
being increased (Ardakani et al., 2013). One of the problems for the current organizations is increase in
administrative costs and other costs. To decrease the costs, almost all large organizations use E-HRM system.
Using this system can be effective for learning, performance appraisal of employees and payment of their
rewards and benefits. Through designing and implementing E-HRM system, achievement to organizational
targets has been facilitated. HRM can use web technologies to be more flexible, cost-effective, customer-oriented
and more strategic (Stone, 2009). Modern organizations define E-HRM as a competitive solution for business
that has the ability to create perfect supports for management of all processes, activities, data and required
information of human resource management at the organization (Srivastava, 2010).
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106
Today, many organizations and firms are facing sustainable and increasing and also uncertain competition, which
has been intensified as a result of technological innovations, change in market environments and changing needs
of customers. Past approaches and solutions have lost their capability and ability for overcoming organizational
challenges and contemporary outside environment to an extent and it would be better to replace them with new
approaches and perspectives. Hence, one of the ways for answering organizational evolution and change is
agility (Farsijani & Aref nejad, 2011). Agility has been defined as the ability for survival and progress in a very
competitive environment with continuous and unpredictable changes through effective rapid response to changes
and creating products and services based on customer desire. The origin of formation of agility in the
organizations is associated with manufacturing industries. These changes have passed from handicrafts industries
to mass production and then to age of quality and then to lean production and currently, they have been changed
into agile production (Hosseini et al.., 2011). Information technology is being developed rapidly and there is no
doubt that it can affect organizations too. Therefore, agile organizations need developed and flexible information
and communication systems, so that they can guarantee certain flow of information due to the problems and have
also the ability to cope with changing conditions. In addition, information and communication technologies (ICT)
can have deep effect on HRM field and have also changed it in some new aspects (Musakhani et al., 2011).
Clearly, today the main concern of many organizations is the issue of human resource and how to have rapid
response and flexibility to environmental changes using information technology (IT) and that how one can
develop capabilities of an agile organization using E-HRM? Hence, the main issue of this study is that whether
using E-HRM can make the current organizations agile or not? What factors and activities of E-HRM can affect
agility of the organization significantly? In this study, the main concern is finding an answer for these questions.
The study has reviewed previous studies in relation with the studied subject and has designed a conceptual model
that can indicate the relationship of these elements with agility of the organization. Then, required data has been
collected to test conceptual model of the research.
2. Literature Review and Research Background
2.1 Electronic Human Resource Management
Human Resource Management (HRM) is almost new term, because it has become common since 1970s decade.
Still many people use more traditional terms to refer to this field such as personnel management, personnel affair
management and industrial relations (Dolan & Schuler, 2009). With the invention of computer and its high
computing ability, using the device in the organizations gained many attentions. With the spread of computers,
using the device was expanded in all organizational scopes. With the presence of modern information technology
and presence of different software and hardware programs, daily tasks of HRM that were time consuming
previously with handy methods could change into simple activities (Zare Elmi, 2011). According to Henson
(2008), today workforce and technology are considered as heartbeat and set of business tools of human resources.
As HRM is undoubtedly the most important unit of every organization for workforce development, information
technology is also undoubtedly the empowerment force of HRM to achieve such targets. Survey of human
resource counselors indicates that number of organizations used E-HRM has been increased and also, depth of
using its information in organizations is being increased (Ruta, 2005). Ruël et al. (2007) have defined E-HRM as
a solution for implementation of strategies, policies and HRM methods in the organization through conscious
and direct support using web-based canals.
A relatively comprehensive definition has been presented by Strohmeier (2007) for E-HRM. In view of
Strohmeier, E-HRM is planning, implementing and using information technology for connecting at least two
persons or two groups for purpose of implementing common activities associated with human resources. E-HRM
is evolved form of information system of HRM, which is responsible for strategic tasks of it in addition to
implement traditional tasks of HRM (Hosseini et al., 2011).
2.2 Tasks and Concepts of E-HRM
In Table 1, some tasks and functions of E-HRM have been presented. For example, employees in different
geographical regions can work with each other. Internet gives the chance to firms to search for their required
talents regardless of geographical limitations.
Musakhani et al. (2011) have conducted a study to present a model for E-HRM in public organizations and have
found that E-HRM has the potential to reduce management costs, increase productivity, accelerate response time,
improve decision-making and develop customer service. Bissola and Imperator (2014) have conducted a study
under the title of assessing this issue that can reorganization chances presented by web technology empower the
relationship of human resources or not and that can they result in presenting more transparent policies for
personnel management and increase in fairness perception by human resources? They have found in this study
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107
that there is positive correlation between using E-HRM and perceived fairness of human resources of different
departments of the organization. Strohmeier and Kabst (2014) have conducted a study under the title of main
organizational factors in acceptance of E-HRM in Europe. Findings of the study on 2336 organizations in 23
European countries indicated that main factors affecting acceptance of E-HRM include form size, type of activity
of the organization, regulation and structure of human resources in the organization. In addition, there is a main
international difference for its acceptance, which can affect fields of creating innovation in the organization.
Tab l e 1 . Tasks and concepts of E-HRM
Tasks of HRM Function of E-HRM
Job analysis Employees in different regions can work with each other in a virtual team using a
computer screen, email and internet.
New workforce
employment
Employment advertisement would be propagated in online form, so that applicants can
communicate easily with the organization.
Training Online training gives the chance to people to use it every time and everywhere they are.
Selection Online activities such as online video tests can evaluate capabilities of people in field of
facing work problems, which may be occurred in future.
Payment system Employees can observe relevant information of their salary and benefits and watch them
in different projects.
Source: Provided by authors.
Another study has been conducted by Mehrjoo and Mirmosavi (2014) to investigate the relationship between
E-HRM systems and leadership in human resources. Findings of the study indicate that in limit of educational
services, there is significant relationship between E-HRM and creating organizational leadership. They have
suggested that attitude of all organizational personnel should be changed and wide changes should be also
created in educational courses and development of trust in employees and improvement of their performance
should be also achieved. Heikkil (2013) has conducted a study to assess effect of E-HRM on multinational
organizations in China, which has helped significantly the issue of international strategic management. Obtained
results from the study indicated that E-HRM can result in increase in costs, time consumption of administrative
tasks and in some cases; it has resulted in decrease in quality of services. The study has mentioned that it should
be also noted that the positive and negative effects have been related to China. Another study conducted by
Yusliza and Ramayah (2012) has assessed the relationship of E-HRM, facility of using it, perception of its
usefulness and its social effects on the attitude of using E-HRM. Obtained results indicated significant
relationship between the variables.
Stone et al. (2013) have conducted a study to investigate effective factors in effectiveness and acceptance of
electronic employment and selection systems. In fact, the study has found that currently, using amount of
e-employment systems is being increased in the organizations. It can be also useful for effectiveness and
acceptance of this system in each stage of employment process including (A) job analysis, (b) apply, and (c)
pre-employment interviews, (d) interview, (e) decisions for final selection, and (f) evaluation and validation.
However, it should be noted that in this process, privacy of people should be considered. Sharon et al. (2014)
have conducted a study to investigate mutual effect of leader-member e-communications in psychological
empowerment and working outputs of employees. Obtained results from the study indicated that to have proper
perception of role of leader in prevailing mental empowerment and positive outputs of work for personnel, they
should be involved in their electronic communications. In fact, it is in relationship with making personnel
involved in the electronic processes in psychological terms. It means that satisfaction and commitment of
employees to their job would be increased, whereby their working outputs and returns would be also
empowered.
David et al. (2015) have conducted a study under the title of perception of information exchange in healthcare
operations in 173 hospitals of USA. They believe that adaptation in processes of healthcare service supplying is
too complicated and difficult. In fact, they have considered 3 important variables in this study including
adaptation, vertical integration and social interaction. Finally, they found that using e-communications can create
such integration. Malin and Youyi (2015) have conducted a study to evaluate performance of e-government to
protect the natural environment in Anhui Province. In this study, three variables of degree of public participation,
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108
website service quality and public satisfaction have been evaluated using web. Obtained results from the study
indicated that 4 cities of 16 cities are in efficient boundary in field of electronic evaluation and all remained ones
have acted inefficiently in this field. Hence, e-government operations in Anhui Province should be improved to
achieve efficacy.
Candy et al. (2015) have conducted a study under the title of decision making for selecting e-education system.
In this study, they have found that when employees have right to choice between old and new systems, they
accept a new e-education system. As a result, they found that e-education systems can make users have better
and more effective perception of subjects. Dongming et al. (2014) have conducted an empirical study to
investigate increase in effectiveness of e-education using an intelligent personal virtual learning environment. In
this study on 228 students, they found that personal e-education equipment can increase effectiveness of
e-education in terms of satisfaction and self-efficacy criteria of individual.
Antonio Ruiz (2015) has conducted a study under the title of creating a framework for using e-payment.
According to the study, one can use web to have easy access to many attractive products and services and many
business models on web. Internet business models have emphasis on e-payment. Using e-payment by web is a
very complicated issue, since it includes various payment tools such as safe exchange of payment information,
receipt and so on. Laura and Jonathan (2014) have conducted a study to investigate effect of electronic financial
payments ion crimes. In fact, the main objective of this study has been testing the hypothesis that access to
e-payments may increase crime rate. Obtained results from the study indicated that there is a negative and
significant correlation between access to e-payment and commitment of economic crimes such as theft.
Electronic transactions can reduce occurrence of intentional and noneconomic crimes such as murder. In addition,
the technology can increase transactions without paying in cash and prohibiting crimes.
2.3 Organizational Agility
The word "agility" means fast, agile and active movement and agility is the ability to move fast and easy
(Ganguly et al., 2009) and being able to think rapidly and through an intelligent way. At the current environment,
every organization should have the ability to produce at the same time different methods and with short lifetime,
redesign of products, changing production methods and ability to show efficient response to changes, so that it
can be called as agile organization (Pan & Nagi, 2009). Agility is the result for being aware of changes in a
comprehensive form in both inside and outside environment. Agility has competent capability to use resources to
show response to these changes on right time and in a flexible form that can be also done easily by the
organization (Braunscheidel & Suresh, 2009). According to Sharifi and zHuang(1999), agility means ability of
every organization for feeling, perceiving and predicting changes of workplace. Such organization should be able
to detect environmental changes and consider them as growth and prosperity factors. They have also defined
agility as the ability to overcome unexpected challenges to face unpredicted threats of workplace and gaining
advantage and benefit from changes as growth and progress opportunities.
2.4 Features and Main Functions in Organizational Agility
Main features in agile organizations presented by Tsourveloudis (2003) that can differentiate company are
presented in Table 2.
Sharifi and zhang (1999) believe that agility providing technologies include hardware, tools and equipment of
information technology. In expanded manufacturing systems, IT has a main role in integration of manufacturing
companies that are dispersed physically. Salami et al. (2013) have conducted a study with the aim of identifying
effective factors in organizational agility and ranking them on senior directors of IRIB Iran Broadcasting.
Obtained results from the study indicated that Iran Broadcasting Organization is agile from all dimensions and IT
and supply chain has highest rank and human resource has the lowest rank in creating agility of the organization.
Huang et al. (2012) have conducted a study in regard with how to achieve agility. Regarding this issue that
agility has complicated nature and is difficult to understand, they have stated that IT can act as a leverage to
achieve organizational agility. Yaghoobi and Rahat Dahmarde (2010) have stated that the best way for survival
and success of the organizations is being focused on agility and have conducted a study in regard with
identification of effective factors of agility. Participation, information technology, management, skills, workforce
learning and accountability, knowledge management, innovation, performance management, human resources
management, coordination and organizational structure have been recognized as empowerment factors of
organizational agility. Sherehiy et al. (2007) have presented a framework for concept of agility through studying
agile manufacturing companies and studying available literature. They have found that flexibility, acceleration,
responsibility and change can be characteristics of an agile organization. In addition, many other scholars like
John et al. (2001), Sharifi and zhang (1999) have introduced capabilities of organizational agility as
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109
responsibility, learning, human resource flexibility and innovation. Jang believes that agility can be achieved
through codification of 3 main strategies including acceleration, responsibility and activism.
Table 2. Main features of agile organization
Features Functions or components
Flexibility flexible production models, flexible manufacturing systems, flexible personnel practices
and flexible organizational structure, flexible workplace and business strategies
Responsibility
Respond to changes in demand and customer demands; Respond to market and business
environment variables and trends; Meet the social and environmental demands; The
adaptation to changing business goals
Change culture
Environmental protection for testing, learning and innovation; A positive attitude to
change, new ideas, people and technology; Continuous improvement, learning and
training; Management of changes and changes in corporate responsibility
Speed
Learning, work and operations and make changes the minimum possible time; Time
operation, time changes, product, service or product delivery time; learning time and
changing time adaptation and adaptability
Integration and
complexity
Integration of various technologies, skills, competencies; Low complexity of the
relationship between structure; Speed of movement of materials, information and
communication between different organizational structures and system components;
Enhance integration and coordination processes; Manufacturing and supply effortless
processes to make changes
High quality and
product
improvement
Information products and services with high added value content and content
Quality of life
Design right the first time
Short period of development
Equipment of main
and central
competencies
Features and merits of multilateral activity
Developing and promoting business practices that implement them is difficult
Increase knowledge and technological skills
Quickly form a partnership
Introduction of new products to high extent
Source: Provided by authors.
2.5 Conceptual Model and Research Hypotheses
The present study is aimed in assessing effect of E-HRM on creating of organizational agility. Through studying
theoretical literature of the subject (Tsourveloudiset et al., 2003; Sherehiy et al., 2007; Pouyan & Nazari, 2009
and Anshar et al., 2009), the following hypotheses have been developed for this research.
Main hypothesis: E-HRM has significant and positive effect on creating agility in Bushehr City Banks.
Secondary hypotheses:
1- E-employment has significant and positive effect on creation of agility in Bushehr City Banks.
2- E-training has significant and positive effect on creation of agility in Bushehr City Banks.
3- E-payment of human resources has significant and positive effect on creation of agility in Bushehr City
Banks.
4- E-performance appraisal of human resources has significant and positive effect on creation of agility in
Bushehr City Banks.
5- E-communications of human resources has significant and positive effect on creation of agility in
Bushehr City Banks.
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110
6- E-maintenance of human resources has significant and positive effect on creation of agility in Bushehr
City Banks.
According to relationships between variables in research hypotheses of the study, conceptual model has been
designed (Figure 1).
ﻞﻜﺷ1- ﺶهوﮋﭘ ﻲﻣﻮﻬﻔﻣ لﺪﻣ
Figure 1. Conceptual model of research
3. Research Methodology
The present study is an applied research in terms of objective and is a descriptive-survey study in terms of data
collection. Statistical population of the study includes all managers and employees of centralized Commercial
banks in Bushehr. Whole statistical population includes 1684 people. Because of large size of statistical
population, stratified-random sampling method has been applied. Suitable statistical sample for the study based
on Cochran formula has been estimated to 313 people from limited population and with confidence level of 95%
and the level of sampling error of 5%. Through review of theoretical and empirical literature, a questionnaire
was designed based on Likert scale with 52 items. The questionnaire includes 4 sections including introduction,
demographic questions, E-HRM questions and organizational agility questions. For data collection purpose, the
questionnaires were distributed among 350 people of managers and employees of Bushehr Banks in face to face
manner, which were selected randomly based on number of employees of each bank. Afterwards, 337
questionnaires were collected. 22 questionnaires were excluded because of being fulfilled imperfectly and finally,
315 questionnaires were used and analyzed.
Validity of the questionnaire was measured using two methods of face content validity and structural validity. To
measure face content validity, the questionnaire was given to a number of professors and scholars in field of
management and some managers and experts of the studied population (studied banks of Bushehr) and they were
asked to express their opinions about validity of the questionnaire. After collecting their opinions, some changes
were done in the structured questionnaire. To measure structural validity, confirmatory factor analysis (CFA)
method was applied. Obtained results from CFA indicate that factor load of all items of questionnaire is more
than 0.7 and hence, the questionnaire has required validity.
To measure reliability of the questionnaire, Cronbach alpha coefficient has been applied. Table 3 presents
calculated value of Cronbach alpha for studied variables.
According to Table 3, calculated Cronbach alpha for all variables is more than 0.7. Therefore, it could be found
that the designed questionnaire has required reliability. Conceptual model and research hypotheses have been
also tested using structural equation modeling using Smart PLS software.
Organizati
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E-HRM
E-employment
E-trainin
g
E
-
payment
Responsibilit
Communicatio
Maintenance
Flexibility
Competen
Accelerati
E-performance
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111
Table 3. Calculated Cronbach alpha for studied variables
Structure Variable
Number
of items Item extraction source Calculated
Cronbach alpha
E-HRM
E- employment 4 Pouyan and Nazari (2009);
Stone et al (2013) 0.73
E- training 4 Anshar et al. (2009);
Dongming (2014) 0.75
E- payment 4 Pouyan and Nazari (2009);
Anshar et al. (2009) 0.71
e- performance appraisal 4
Malin and Yuy (2015); David
(2015); Pouyan and Nazari
(2009)
0.76
E- Human resource
communications 4 0.76
E- Human resource
maintenance 4 0.73
Organizational
agility
Acceleration 6
Sharifi and zhang (1999)
0.75
Responsibility 7 0.82
Competency 7 0.71
Flexibility 8 0.83
Total 52 0.87
Source: Authors’ findings.
4. Data Analysis and Finding
For purpose of data analysis, descriptive statistics have been applied to analyze demographic variables. Table 4 is
related to demographic variables, which has been analyzed through collecting 315 questionnaires.
Table 4. Demographic characteristics of respondents
Demographic variable Levels Frequency percent
Gender Male
Female
87/3
12/7
Education status
Diploma
Associate degree
Bachelor degree
Master degree and higher
20/1
20/3
47/5
12/1
Age
18-25 years old
26-35 years old
36-45 years old
Elder than 46 years old
4/1
52/1
32/1
11/7
The duration for use of internet banking services
Less than 1 year
1-3 years
Over 3 years
27
42
31
Source: Authors’ findings.
Conceptual model and research hypotheses have been tested using structural equation modeling in Smart PLS
software. Structural equation modeling helps the researcher to test and examine theoretical model formed of
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hypotheses can be tested. Obtained results from testing main hypotheses of the study have been presented in
Tab l e 6 .
Table 5. Fitness indices of conceptual model for implementation of structural equation modeling
Total model
Hidden variable Average extracted variance
(AVE) CR Cronbach
alpha Redun-dancy
E-HRM 0.60 0.89 0.85
0.34
Organizational agility 0.71 0.90 0.86
Significance level of model
(GOF)
R2= 0.53 0.58% Acceptable value > 0.16%
Communality= 0.65
Partial
model
Hidden variables Average extracted variance
(AVE) CR Cronbach
alpha Redun-dancy
E-employment 0.55 0.83 0.73 0.62
E-training 0.51 0.81 0.69
E-payment 0.53 0.81 0.70
E-performance appraisal 0.58 0.84 0.76
E- Human resource
communications 0.58 0.84 0.75
E- Human resource
maintenance 0.55 0.83 0.73
Significance level of model
(GOF)
R2= 0.79 0.67% Acceptable value > 0.16%
Communality= 0.57
Source: Authors’ findings.
Table 6. Testing main research hypotheses
Hypothesis Conceptual model relations Std. path
coefficient
Calculated
t-value p-value Result
1 E-HRM ----> Organizational
agility 0.73 46.28 <0.01 Confirmed
2 E-employment ----> Organizational
agility 0.92 1.60 ≥0.05 Rejected
3 E-training ----> Organizational
agility 0.77 21.80 <0.01 Confirmed
4 E-payment ----> Organizational
agility 0.72 2.78 <0.01 Confirmed
5 E-performance
appraisal ----> Organizational
agility 0.86 4.66 <0.01 Confirmed
6 E- Human resource
communication ----> Organizational
agility 0.81 0.96 ≥0.05 Rejected
7 E- Human resource
maintenance ----> Organizational
agility 0.77 6.54 <0.01 Confirmed
Source: Authors’ findings.
If calculated t-value in model is more than 1.96; it means that research hypothesis has been confirmed in
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confidence level of 95%. If t-value is above 2.5, it means that hypothesis has been confirmed in confidence level
of 99%. According to table, all research hypotheses have been confirmed except for hypotheses 2 and 6.
5. Conclusion and Suggestions
As it was mentioned before, the main purpose of the study has been finding an answer for the question that how
one can use HRM approach to develop organizational agility? E-HRM is a very important factor for acceleration
and improvement of conducting all affairs. Continuous use of E-HRM is so important for success or failure of
electronic projects. It should be mentioned that model indices include E-employment of human resources,
E-training of human resources, E-payment of human resources, E-communications and E-maintenance of human
resources, acceleration, responsibility, flexibility and competency.
According to obtained results from the study, it could be found that E-HRM and its subsystems can affect
creation of organizational agility. The findings have been in consistence with results of previous studies and most
of the relevant studies indicate direct and indirect effectiveness of E-HRM and its subsystems in creating
organizational agility. Researchers such as Strohmeier and Kabst (2014); Mehrjoo and Mirmousavi (2014);
Heikkil et al. (2013); Yusliza and Ramayah (2012); Huang et al (2012); Aghayi (2014); Khosravi et al. (2012);
Musakhani et al. (2011) and Zanjirchi (2008) have found in their studies that new emerged procedures in science
and technology have destroyed bases of previous approaches in regard with production and industrial
engineering. On one hand, advancement of knowledge in fields like electronics and IT is being occurred so fast
that no time remains for codification of suitable strategies for the current age and on the other hand, the
advancements have made outside environment uncertain and unpredictable for the organizations. On the contrary,
organizations have also overcome to some extent the problems through selecting approaches such as flexibility
in production; although the approach can’t be also effective. Agile thinking is an approach that can overcome
almost environmental uncertainties and can have also required stability and flexibility.
Obtained results from the present study indicate that E-employment of human resources has no positive and
significant effect on organizational agility. The findings have not been in consistence with results of previous
studies. Studies of researchers such as Bissola and Imperatori (2014); Stone et al. (2013) and Imanipour et al.
(2012) have found in their studies that E-employment of human resources can have positive effect on
organizational agility. It seems that E-employment can affect organizational agility, when the organization
employs people with high emotional intelligence and good in skills such as negotiation, leadership and critical
thoughts. To promote agility, organization should attract people with different thoughts, so that the process of
creativity and innovation can be facilitated.
Moreover, obtained results from the study indicate positive and significant effect of E-training of human
resources on development of organizational agility. The results have been in consistence with findings of
previous studies. Researchers such as Candy et al. (2015); Dongming et al. (2014); Miguel et al. (2010) and
Imanipour et al. (2012) have found in their studies that E-training of human resources has positive and
significant effect on development of agility. Using experienced professors for training personnel in groups can
cost a lot; although if the training is supplied by an experienced professor to a lot of employees through
electronic systems, training costs of the organization would be declined significantly. Also, more forces can be
trained through this. Moreover, another possibility in the organization that can be created through implementing
E-HRM in the organization is recording and putting training courses of the professors in form of electronic files.
If a number of personnel fail to use them due to date, they can gain another chance to refer to these files in right
time and use required trainings (Alah Gholizadeh Azari, 2010).
According to obtained results, it could be mentioned that E-payment for human resources can affect
organizational agility. The result has been in consistence with findings of previous studies. Researchers like
Antonio Ruiz (2015); Laura et al. (2014); Cornwall and Perlman (1990) have found in their studies that
E-payment of human resources has positive and significant effect on organizational agility. Electronic rewarding
and payment systems can be considered as main subsystems of E-HRM system in the organizations. Rewarding
and payment system management needs considering 4 issues: good rewards, short and long-term time attitude,
using various rewards and paying attention to the principle of equality. Using E-payment system, the 4 important
issues would be observed better (Cornwall & Perlman, 1990).
Another result of the study is that E-performance appraisal of human resources can have positive and significant
effect on development of organizational agility. The finding is in consistence with findings of previous studies.
Researchers like Malin and Youyi (2014) and Sadr Sadat (2009) have found in their studies that as improvement
of productivity is one of the main goals of every organization and this is a function of improvement of
performance of employees, performance appraisal of employees is an important issue in this regard. This is
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because; if appraisal system is designed in an effective manner, it can make appraisal effective for evaluation
targets such as promotion, declination and payment and growing destinations such as planning. Performance
appraisal processes need specific considerations due to their abundant applications and on the other hand,
E-performance appraisal is so important, especially in large organizations that have a large number of members.
Also, the study indicated that E-communications of human resources have no significant and positive effect on
organizational agility. The finding is not in consistence with results of previous studies. Researchers such as
David et al. (2015); Sharon et al. (2014); Ferry de vit (2011); Remus (2007) and Imanipour et al. (2012) have
found in their studies that to have good understanding of role of leaders in prevailing mental ability and positive
results of working (job satisfaction, organizational commitment and job performance) for employees, they
should be involved in e-communications in their working process. In fact, through making them be involved in
the electronic processes can be in significant correlation with this issue in psychological terms; meaning that
satisfaction and commitment of employees to their job would be enhanced, whereby results and outputs of their
work would be also empowered.
Finally, another result of the study is that e-maintenance of human resources can have significant and positive
effect on development of organizational agility. The finding is in consistence with results of previous studies.
Researchers like Voermans and Veldhoven (2007); Ruël et al. (2007); Vafayinejad et al. (2013); Eskandari and
Abedi (2009) have found in their studies that electronic maintenance of human resources can help improvement
of value and position of employees and equipping them with more competencies and encourage them for
searching more opportunities. Such use of opportunities is one of the main elements of agility. Using E-HRM,
organization can have comprehensive information about all employees. Employees can also have access to their
experiences and evidences and use them and even update them if necessary.
According to obtained results and research literature, some suggestions are presented for managers and the
organizations as follows:
For purpose of development of E-HRM in the organization, suitable budget should be allocated and this
can be achieved just when the attitude to IT in organization has been changed and it has been
considered as a strategic partner and something beyond application of backup in the organization.
To reduce IT gap, the organization can supply some trainings adapted to it to its employees. In this
regard and for purpose of providing its conditions, it would be better for the organization to use
electronic training system as much as possible.
One of the services that can be conducted through digital environment is employment process. Today,
just in a few minutes using electronic technologies, a person can send employment application from the
farthest points of the country for the employment center and eliminated through this many
administrative stages such as to provide and proliferate primary information papers of applicants. Also,
extraction and adjustment of information of people with organizational conditions and conditions of job
acceptance can be conducted using automatic system of adjustment of job conditions with the
employee.
E-training of human resources is the most important variable in this study. Hence, it is suggested to
managers of banks to provide suitable condition for e-training to enhance facility of access to e-training
resources in the organization and also to enhance facility of sharing training content among employees.
Maintenance of human resources plays key role in creating organizational agility. It is suggested to
managers of electronic systems to offer more electronic systems to enhance updating possibility of
knowledge of employees by electronic systems.
Through proper and transparent information system using online and intelligent systems, conditions
would be provided for maintenance of human resources. Therefore, it is suggested to managers to have
true information system about the organization and its activities to inform employees.
It would be better for the managers to make their payment and rewarding system electronic to make
employees sure that rewards are based on performance of people and the principle of equality has been
considered. In addition, when employees know that managers reward new ideas, they would certainly
attempt to make ideas. Paying tangible and perceivable rewards can be the best way for gaining
attention and trust of employees to managers and idea making.
It is suggested to managers to provide E-HRM systems with no error for the employees. In addition,
E-payment systems should be designed in a manner that they can minimize banking operations and also
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with access of human resources to internet banking of salary and payment, they can accelerate bank
payment system.
It would be better for the managers to investigate working quality of employees based on e-performance
appraisal systems to enhance efficiency of bank affairs.
It is suggested to managers to establish electronic systems of controlling entrance and exit of human
resources in banks. Controlling entrance and exit time can cause integration of banking affairs. In
addition, recoding and managing leave and advance money using computer systems can reduce time
waste resulted from its traditional method. Hence, through using electronic recording of work activities
of employees daily, performance appraisal can be accelerated.
6. Limitations of the Study
Studies constantly have some limitations that can affect results of the study and decline its generalizability and
reliability. The present study is not also an exception. For example, data collection of the study has been
questionnaire. Questionnaire has some defects as a data collection instrument, which can affect the results. In
addition, some studied organizations don't use E-HRM and hence, their managers and experts may have no
proper perception of E-HRM. Hence, this can affect fulfillment of the questionnaire.
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