[논문]Influence of e-HRM and Human Resources Service Quality on Employee Performance

NURLINA, N.; SITUMORANG, Jubair; AKOB, Muhammad; QUILIM, Cici Aryansi; ARFAH, Aryati

doi:10.13106/jafeb.2020.vol7.no10.391

Influence of e-HRM and Human Resources Service Quality on Employee Performance 원문보기

Journal of asian finance, economics and business, v.7 no.10, 2020년, pp.391 - 399

NURLINA, N. (Department of Management, STIMI YAPMI) , SITUMORANG, Jubair (Faculty of Sharia and Islamic Economics, Department Sharia, IAIN Ternate) , AKOB, Muhammad (Postgraduate Management Program, STIEM Bongaya) , QUILIM, Cici Aryansi (Faculty of Sharia and Islamic Economics, Department of Islamic Economics, IAIN Ternate) , ARFAH, Aryati (Faculty of Economics and Business, Department of Management, Universitas Muslim Indonesia)

Abstract ▼ AI-Helper

This study aims to analyze the relationship of e-HRM implementation to employee performance both directly and indirectly through the intervening of the Human Resource service Quality variable, both practically and theoretically. This study uses variance-based structural equation modeling (SEM) techniques with partial least square (PLS) statistical testing tools to test the direct relationship of e-HRM and the performance and relationship moderated by Human Resources service quality tested on 200 civil servants in five offices under the coordination of the Government of the South Sulawesi Province of Indonesia. The data collection model in this study uses an online survey. The data analysis stages through the explanatory concept consist of, first, the interpretation of the distribution of the average frequency of respondents' answers; second, outer-loading; third, determination of the validity and reliability; fourth, the coefficient of determination test and partial test; fifth, the GoF model; sixth, validity test; and seventh, hypothesis testing. This study explores four hypotheses in a comprehensive fashion; the results of this study show that all hypotheses have positive and significant effects both through direct and intervening relationships. Among the three direct relationships, the relationship of e-HRM variables on HR Service Quality is greatest and most dominant.

주제어

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문제 정의

Furthermore, this study uses the perception of HR service quality and employee performance as endogenous variables. Based on Kathleen et al (2017) and (Bondarouk, 2011) in the quality of HR services, we measure Human Resource Service-Quality (QHRS) using six items based on Naveed et al.
The literature shows that human resource management practices that are welldesigned and well-established structures are significant to improve the quality of HR services (Gardner et al., 2003: Marler & Parry, 2016).
This study discusses the implementation of e-HRM as the main factor in driving employee performance. To overcome the lack of previous research, this study proposes and tests directly the relationship of e-HRM with employee performance, where this study includes HR service quality as an intervening variable to examine more deeply the implementation of e-HRM on the success or driver of employee performance.

가설 설정

H1: e-HRM has a positive and significant effect on employee performance.

제안 방법

Top management focuses on HR quality that allows researchers to assess the relationship between e-HRM and employee performance. Objectively, this study aims to analyze the relationship of e-HRM implementation on employee performance both directly and indirectly through the intervening variable of Human Resource service Quality (QHRS). It is hoped that this study can provide managerial implications both in the practice of Human Resource Management governance that is integrated with the use of information systems, as well as being an organizational strategy to improve employee performance.
Stages of testing in this study include the Cronbach’s Alpha value> 0.60; AVE> 060; Composite reliability> 0.60 total item correlations, and confirmatory factor analysis to test the reliability, convergent validity and discriminant validity for each construct of the conceptual framework.
The stages of testing include, first, the interpretation of the average frequency distribution of respondents' answers (mean, standard error, standard deviation); second, the outer-loading item where the loading factor> 0.60; third, determining the validity and reliability (Cronbach’s Alpha, composite reliability, AVE)> 0.60; Fourth, testing the coefficient of determination (R2) as well as the partial test (F2); fifth, testing the Goodness of fit of the model (GoF); sixth, testing the discriminant validity where the coefficient value> 0.60; seventh, testing the hypothesis directly or indirectly.
On the other hand, this definition only covers technological factors in e-HRM. This research also deals with changes in the content and positioning of the HR function, which runs parallel to the introduction of e-HRM technology. A multi-factorial framework for studying e-HRM is preferred, which includes several factors such as new technology, organization, work design, organizational context, and HRM strategies and policies.
This research expands on the workings of e-HRM and focuses on the direct impact of e-HRM on employee performance and the indirect effect on performance mediated by the quality of HRM services on performance (Ross et al., 2017). e-HRM allows employees to carry out HR-related activities more comfortably; they tend to perceive it as a sufficient HR Service Quality (Heikkilä et al.
This study discusses the implementation of e-HRM as the main factor in driving employee performance. To overcome the lack of previous research, this study proposes and tests directly the relationship of e-HRM with employee performance, where this study includes HR service quality as an intervening variable to examine more deeply the implementation of e-HRM on the success or driver of employee performance. In this case, we developed and tested our first hypothesis, different from the majority of empirical research (e.

이론/모형

The sampling technique used in the study is purposive sampling based on Sarstedt et al (2011). A total of 200 online questionnaires were distributed to government officials in five departments in the province of South Sulawesi, Indonesia.
60 total item correlations, and confirmatory factor analysis to test the reliability, convergent validity and discriminant validity for each construct of the conceptual framework. This study also uses a 5-point Likert scale that refers to studies on e-HRM developed by Bissola and Imperatori (2013) This research focuses on nine items related to e-HRM: (1) performance management; (2) performance appraisal; (3) benefit management; (4) recruitment; (5) selection; (6) training and development; (7) complaints management; (8) talent management; and (9) knowledge management.
A total of 200 online questionnaires were distributed to government officials in five departments in the province of South Sulawesi, Indonesia. This study uses structural equation modeling (SEM) technique to empirically examine the relationship of e-HRM to employee performance, and intervening HR quality service variables to see the indirect effect using SmartPLS software. Stages of testing in this study include the Cronbach’s Alpha value> 0.

성능/효과

Our results indicate that the implementation of e-HRM in terms of the application of performance management; performance assessment; benefits management; recruitment process; selection; training and development; and complaints management; then talent management and the management knowledge used by managers have positive and significant results on employee performance.
612. R-Square determination coefficient value is assumed that the role of e-HRM as a determinant factor on the employee performance variable is 67.5%. The determination of the e-HRM variable on the e-HRS variable is 61.

후속연구

Quality of service must start from customer needs and end with customer satisfaction and perception of service quality, as a party that consumes services that assess the company's level of service quality. Finally, based on a variety of available research, we hope that further research can develop broader and sharper concepts regarding the implementation of e-HRM to improve both employee and organizational performance, of course, with a deeper understanding of the e-HRM phenomenon that has been applied by several companies. Therefore, this study only contributes to the literature on the role of HRM practices in developing employee absorption (Bondarouk, 2011), and identify more specific HRM practices that can be adopted to develop different dimensions of absorption in the company.
Objectively, this study aims to analyze the relationship of e-HRM implementation on employee performance both directly and indirectly through the intervening variable of Human Resource service Quality (QHRS). It is hoped that this study can provide managerial implications both in the practice of Human Resource Management governance that is integrated with the use of information systems, as well as being an organizational strategy to improve employee performance. The theoretical implications are also the goal of this study, so that the development of management science for students in the field of management is growing
Finally, based on a variety of available research, we hope that further research can develop broader and sharper concepts regarding the implementation of e-HRM to improve both employee and organizational performance, of course, with a deeper understanding of the e-HRM phenomenon that has been applied by several companies. Therefore, this study only contributes to the literature on the role of HRM practices in developing employee absorption (Bondarouk, 2011), and identify more specific HRM practices that can be adopted to develop different dimensions of absorption in the company.

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