In in the management of all processes, activities,

an academic institution, quality can be measured with the help of varied
dimensions. This includes classroom practice, building and its maintenance,
basic amenities and many other tangible and non-tangible aspects. In the study,
focus has been laid down to the Electronic Human Resource Management (E-HRM)
and its usage level in academic institutions by different categories of
users.  According to Nankervis (1989), the management concept – getting the
right person in the right place at the right time, is an appropriate quality
principle for academic institutions. This principle could be made applicable,
provided the information pertaining to the employees is available and stored in
an orderly manner. Cohen (1989a; 1989b; 1989c) revealed that without relatively
accurate data about people, few effective human resource decisions can be made.
Similarly, without the facility to report and represent the data in appropriate
formats, the information hungry processes of audit (quality assessment) could not
be satisfied easily. Thus, in order to improve the working of an organization, E-HRM
plays an important role as it provides operational control over process as well
as support the process and practices. It can be said that E-HRM is nothing, but
the computer software, which helps in automation of organizational activities.


to Nenwan and Raj (2013) e
–HRM  (Electronic Human Resource
Management) is advance business solution which provides a complete on
-line  support in the management of all
processes, activities, data and information required to manage human resources
in a modern  company. According
to Broderick and Boudreau (1992) E-HRM is the combination of databases, computer
applications, and hardware and software necessary to collect/record, store, manage,
deliver, present, and manipulate data for human resources. The goal
of E-HRM is to merge the different functions of an organization, this includes data
entry, data tracking, and data information needs of the human resources,
payroll, management, and accounting functions within a business. As E-HRM forms integration
between Human Resource Management (HRM) and Information Technology (IT). It
merges HRM as a discipline and in particular basic HR activities and processes
with the IT (DeSanctis, 1986). As
per Kovach et al. (1999), E-HRM is a systematic procedure for collecting,
storing, maintaining, retrieving, and validating data needed by organization
about its human resources, personnel activities, and organization unit characteristics.
Going beyond the other dimensions of E-HRM, Hendrickson (2003) proposed that E-HRM is not limited to
the computer hardware and software applications that comprise the technical
part of the system, but it also includes the people, policies, procedures, and
data required to manage the HR function.


– Functions and Benefits

general, as the name suggests, focuses on the HR aspects in an organization. E-HRM
can be a functional database that can be accessed onsite or remotely, which is
designed to hold data of employees and to support HR activities such as recruitment,
selection, performance management, training and development. The key function
of E-HRM is that on a click, it provides information about anything the organization
needs to track and analyze about existing employees, former employees, and the
future applicants. According to Laudon and Laudon (2002), E-HRM is used at
three levels of organization as it offer a comprehensive set of functionality, such
as training, career path management and compensation analysis. Data held in an E-HRM
is important, because people are considered as an organization’s greatest
assets and the ability to flexibly use these assets can be the key to
competitive advantage in today’s global knowledge economy (Stewart and Tansley,
2002). Beside this, a flexible E-HRM could be really beneficial for HR staff,
as it can enable the employees to update their general information like contact
number, address etc. in this way, HR staff can engage themselves into some
fruitful activities.


and Chatterjee (2003) found that E-HRM facilitates an organization by
strengthening corporate character. Beckers and Bsat (2002) pointed out at least
five reasons why companies should use E-HRM, 
these were – E-HRM can increase competitiveness by improving HR
operations; produce a greater number and variety of HR-related reports; shift
the focus of HR from the processing of transactions to strategic HRM; make
employees part of E-HRM; and reengineer the entire HR function of companies. According
to Burack (1985), the establishment of an E-HRM looks towards the integration
and support for three essential corporate processes – strategic planning;
operational planning; and human resource planning (including career planning). Sadri
and Chatterjee (2003) stated that with E-HRM, faster decision making can be
carried out on the development, planning, and administration of HR. In
addition, they noted that E-HRM can strengthen an organization’s character. Cohen
(1989a, 1989b, 1989c) explored essential functions of an E-HRM as – selection
and placement; performance management; training and education; and career planning
and development.


e-HRM territory focuses on all integration mechanisms and all HRM content
shared via IT that aim to make HRM processes distinctive and consistent, more
efficient, high in quality and which create long-term opportunities within and across
organizations for targeted users. (Bondarouk and Brewster, 2016). The use of E-HRM results into a
number of benefits that further results into overall improvement in the
organizational functioning. Slotnick et
al. (1986) listed attributes of E-HRM as – efficient use of resources;
speed; compatibility; updateability; accessibility; data integrity; and privacy
and security. Lederer (1984)
proposed four broad criteria for an information base: accuracy, timeliness, reporting
and controlling. The common benefits of E-HRM frequently cited in
most of the studies included improved accuracy, the provision of timely and
quick access to information, and the saving of costs (Tetz, 1973). Tixier (2004) considered E-HRM as a
harmonizing tool that helps in developing HR management. In line with this,
Lederer (1984) discussed how the accuracy and timeliness of E-HRM is very
important in terms of operating, controlling, and planning activities in HR. Weatherly
(2005) revealed that E-HRM improves customer service levels to managers and
employees as well as enhances the lines of communication between the organization
and its employees.