Study on the Impact of Enterprise HR Management Informationization on Labor Relations Management
DOI:
https://doi.org/10.62051/cqwdkw67Keywords:
HR management informationization, labor relations, sustainable development.Abstract
In the context of global economic integration, new opportunities have arisen for the robust development of China's economy and various industries. As the mainstay of all economic activities, enterprises have a significant impact on competitiveness through internal management optimization and effective talent utilization. Thus, managing human resources well is of great importance. To meet the long-term development needs of enterprises, relying solely on capital accumulation and technological innovation is insufficient. It is also essential to build an efficient, collaborative, and innovative team based on actual development needs. Such a team requires scientific and rational human resource management. In the age of informationization, the effective management of human resources information systems has become a key means for enterprises to enhance management efficiency and optimize resource allocation. Labor relations, an important aspect of enterprise management, directly affect the stable development of an enterprise. Human resource management information systems can help establish a more transparent and fair labor relations management system, reduce labor disputes, and increase employee satisfaction, thereby creating a favorable development environment for the enterprise. Therefore, strengthening the construction of human resource management information systems has become an inevitable choice for enterprises to enhance competitiveness and achieve sustainable development.
Downloads
References
Bowen, D. E., & Ostroff, C. (2004). Understanding HRM-Firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29(2), 203–221. doi:10.5465/amr.2004.12736076.
Parry, E., & Tyson, S. (2011). Desired goals and actual outcomes of e-HRM. Human Resource Management Journal, 21(3), 335–354. doi:10.1111/j.1748-8583.2010. 00149.x.
Gürol, Y., Wolff, R. A., & Berkin, E. E. (2010). E-HRM in Turkey. In Encyclopedia of E-Business Development and Management in the Global Economy (pp. 530–540). doi:10.4018/978-1-61520-611-7.ch052.
Bos-Nehles, A. C., & Meijerink, J. G. (2018). HRM implementation by multiple HRM actors: A social exchange perspective. International Journal of Human Resource Management, 29(22), 3068–3092. doi:10.1080/09585192.2018.1443958.
Hair, J. F., Risher, J. J., Sarstedt, M., & Ringle, C. M. (2018). When to use and how to report the results of PLS-SEM. European Business Review, 31(1), 2–24. doi:10.1108/EBR-11-2018-0203.
Monks, K., Kelly, G., Conway, E., Flood, P., Truss, K., & Hannon, E. (2013). Understanding how HR systems work: The role of HR philosophy and HR processes. Human Resource Management Journal, 23(4), 379–395. doi:10.1111/j.1748-8583. 2012. 00207.x.
Parry, E. (2011). An examination of e-HRM as a means to increase the value of the HR function. International Journal of Human Resource Management, 22(5), 1146–1162. doi:10.1080/09585192.2011.556791.
Obeidat, S. M. (2016). The link between e-HRM use and HRM effectiveness: An empirical study. Personnel Review, 45(6), 1281–1301. doi:10.1108/PR-04-2015-0111.
Ostroff, C., & Bowen, D. E. (2000). Moving HR to a higher level: HR practices and organizational effectiveness. In K. J. Klein & S. W. J. Kozlowski (Eds.), Multilevel theory, research, and methods in organizations: Foundations, extensions, and new directions (pp. 211–266). Jossey-Bass.
Hair, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2014). A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM). Sage. doi:10.1108/EBR-10-2013-0128.
Davis, F. D. (1989). Perceived Usefulness, Perceived Ease of Use, and User Acceptance of Information Technology. Management Information Systems Quarterly, 13(3), 319. doi:10.2307/249008.
Dansereau, F. J., Graen, G., & Haga, W. J. (1975). A Vertical Dyad Linkage Approach to Leadership within Formal Organizations: A Longitudinal Investigation of the Role-Making Process. Organizational Behavior and Human Performance, 13, 46–78. doi:10.1016/0030-5073(75)90005-7.
Byremo, C. (2015). Human Resource Management and Organisational Performance: Does HRM lead to improved organisational performance? In University of Oslo. Retrieved from http://www.duo.uio.no/
Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common Method Biases in Behavioral Research: A Critical Review of the Literature and Recommended Remedies. The Journal of Applied Psychology, 88(5), 879–903. doi:10.1037/0021-9010.88.5.879 PMID:14516251.
Downloads
Published
Conference Proceedings Volume
Section
License

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.