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1 Volume: 1 Issue: 6 Pages: Analyzing the Effects of Electronic Human Resource Management on the Talent Management Strategies (Medical University of Isfahan as a Case Study) ABSTRACT Mehdi Abzari Professor, Management Department, University of Isfahan, Iran. Reza Radmehr M.A, Management Department, University of Isfahan, Iran. Mehdi Shalikar M.A, Management Department, Islamic Azad University, Iran. Nowadays, the use of talent management strategies requires recognizing the information technologies infrastructures and determining the readiness of infrastructures in the implementation of electronic human resource management subsystems. Therefore, the purpose of this study is to examine the effects of implementation of electronic human resource Management subsystems on the talent management strategies in the medical university of Isfahan. This study is a practical research from purpose perspective and is a descriptive-survey one from methodological view. A sample of 70 employees has been selected randomly based on the primary sampling information. In order to collect the data, a self- administrated questionnaire has been used. The face validity has employed for examining validity of the questionnaire and also Cronbach s Alpha Coefficient has been used for examining reliability of the questionnaire. The results of this study reveal that the proposed model of this study is an appropriate one for examining the effects of electronic human resource management subsystems on the talent management strategies. Another part of the results indicate that the components of electronic human resource management subsystem (including electronic human resource recruitment and selection subsystem, electronic performance management subsystem, electronic compensation management subsystem, electronic human resource development subsystem, electronic discipline and moral criterion subsystem, and electronic safety and service sub-system) influence talent management strategies significantly. KEYWORDS: Talent Management Strategy, Electronic Human Resource Management, Electronic Human Resource Management Subsystem.

2 Analyzing the Effects of EHRM on the Talent Management Strategies by Mehdi Abzari et. al. 102 Introduction The organizations are performing in a complex, dynamic, and competitive environment in today s world. These conditions require them to adopt resources and facilities so that can adapt themselves with environmental complexes and changes. This helps the organizations in achieving their strategic goals. The qualified and effective human resource is considered as one of the valuable resources that enable the organizations to acquire competitive advantage. Therefore, the organizations must have necessary qualifications for surviving in the future competitive world [1]. Talent management is one of the most important strategic goals of organizations that enable themselves to achieve successfulness, compatibility, and efficiency. This is why that talent management is considered as a key strategy for creating competitive advantage and making value for customers. The qualified employees are real kings of todays and future s competitive world. They also are considered as the final resource of competitive advantage [2]. Talent and qualification has an important role in the organizations survive. Management of the talent maintenance cost is one of the methods of successful talent management that results in more considerable benefits for organizations. Human resource management is a comprehensive approach to the key organizational resources (human resource) management. Human resource management refers to strategically managing and directing manpower as the most valuable asset of organizations. Development and complexity of the managers functional levels in the human resource management and the necessity of effective qualification of human resource management is considered as one of the most important strategic factors in the organizations. The necessity of developing and using the systems for decreasing costs leads to increase the organizational information and knowledge exchange and also leads to effective implementation of human resource processes. Therefore, electronic human resource management was created for satisfying theses needs in the organizations [3]. On the other hand, rapid development of internet technologies leads to reinforce, implement, and manage the electronic human resource in the recent years. On the other hand, electronic human resource management is one of the important revolutions in human resource management that offer the appropriate human resource services in accordance with organizational needs [4]. All in all, the rapid development of human resource management and information technologies leads that many public and private organizations and companies use information technologies in the human resource management efforts. This also leads to reinforce, implement, and manage electronic human resource management. Therefore, the present study was aimed to examine the effects of electronic human resource management subsystems on the talent management strategies in the medical university of Isfahan. It is expected that the results of this study help to recognize the strengths and weaknesses of information technologies infrastructures in the implementation electronic human resource management subsystems. These results also can be used for implementing the effective human resource management ment systems and subsystems and managing the qualified manpower. Literature review Electronic human resource management Stormier (2007) presented a comprehensive definition of electronic human resource management. As he pointed out, electronic human resource management includes planning, implementing, and applying information technologies for coordinating employees in order to perform common activities in the human resource area. The aspect of information technologies planning is derived from predictability and systematization of the methods of information technologies applications. Electronic human resource management uses information technologies for two purposes. The first is that information technology is necessary to the employees communications and facilitates their interactions. The second is that information technologies support employees in the implementation of human resource efforts. So, information technologies can be used for doing all of the human resource functions [5].

3 Analyzing the Effects of EHRM on the Talent Management Strategies by Mehdi Abzari et. al. 103 Electronic human resource management has different functions that some of them indicated in the following section. These include improvement of the strategic role of the human resource; strategic integration of human resource efforts and organizational structure, culture, and strategies; increasing the relationships between human resource professionals; facilitating the relationships and acquiring a consensus among human resource experts; collecting the comprehensive and applicable information of the employees; designing the career path and succession diagram for every employee; recognition of the employees position in the organization; improvement of human resource customers services [6]. Electronic human resource management influences all of the human resource management areas. Electronic human resource management uses information technologies for automating activities and helps the managers through designing the following subsystems. 1. Electronic human resource planning subsystem: the existing human resource of different organizational departments is determined based on the results of performance evaluation in this subsystem. With regard to the organization s demand and human resource supply in the manpower market, it will be possible to compare demand and supply of the human resources. 2. Electronic recruitment and selection subsystem: electronic recruitment is the process of selection and performance management and development of the human resource through a web-based solution. This subsystem manages the recruitment process totally [7]. Electronic recruitment system uses different methods such as electronic bulletin, online request forms, and different data-bases. This system determines the employees characteristics and also compares them with job description for selecting qualified manpower. 3. Electronic performance management subsystem: the electronic performance management is a web-based based system that facilitates the employees performance evaluation. Electronic performance management transmits the function of performance evaluation from staff managers to line ones. Since the electronic human resource management system designs the performance evaluation software, it can develop the goals of performance evaluation in accordance with organizational strategies. The coordination and concentration has significant effects on the organizational performance evaluation. On the other hand, the results of performance evaluation are accessible for staff managers in the shortest time. This also enables them to offer their feedback. Also it is not necessary to revise the performance evaluation measures in this system, but also it is possible to review performance evaluation measures of the past times based on the organization s needs [7]. 4. Electronic compensation subsystem: this system develops the salaries and compensation system based on the performance, organizational budget, and payment level in the industry [7]. Also it is possible to design software for determining salaries level based on the legal and organizational rewards and also internal and external compensation in the electronic compensation subsystem. 5. Electronic human resource development subsystem: the organizations adopt especial long-term procedures and policies for developing and maintaining qualified human resource in this subsystem [8]. This subsystem also regulates the necessary electronic educational plans based on the strengths and weaknesses of the performance evaluation. On the other hand, this subsystem also develops succession plans for becoming the existing talents of the organization to the future ones. The electronic succession system makes the employees aware from their career path and succession and so organizational justice will be achieved through this system. 6. Electronic discipline and moral criterions subsystem: it is possible to present different job violations and discipline efforts in the organization s website in this system. On the other hand, it is possible to pursue the continuous discipline efforts through this system. As a result of this subsystem, the employees will perceive justice in the organization. 7. Electronic human resource safety and service subsystem: the job safety measures and health plans will be accessible electronically in this system. On the other hand, the employees are able to manage their communications electronically in this system. In other words, the communications will be employee-oriented

4 Analyzing the Effects of EHRM on the Talent Management Strategies by Mehdi Abzari et. al. 104 in this system. Also this system leads that other processes of employees can be done electronically. Additionally, this system delivers different services for retired employees. Talent management Bloss defines talent management as the managerial opportunities and processes that offered for organizational members [2]. Talents are defined as the factors that are important for employees success in their job and also differentiate the employees from others [9]. Talent management, as an attitude, includes several technologies and instruments that help the organizations for making a better decision about qualified employees that have critical role in the organization. Most of the successful organizations provide the most desirable environment for attracting and maintaining qualified employees. While the cost of attraction and maintenance of the qualified manpower is more than others, but they are considered as the prerequisites of the organizational successfulness. Also it is necessary to attract and maintain the qualified employees in today s competitive and dynamic world [2]. Therefore, it can be concluded that attraction, motivation, and maintenance of the talents is an important organizational priority. Soein believes that the talent management can be evaluated from five perspectives. These have been indicated in the following section. 1. Performance management: this refers to the process in which the manager efforts to achieve organizational goals for improving quality of the employees and groups performance [10]. The use of job experiences, consulting, and increase in the managers potential capabilities are the most important factors that are necessary for being successful in attracting qualified human resource. 2. Employee development: this is an effort to update the employees knowledge, skills, and abilities. With regard to the results of different studies, organization s costs can be decreased through attracting and maintaining qualified manpower in the organizations. Providing opportunities to the employees for learn new skills and develop their abilities is one of the most important methods of manpower maintenance. 3. Encouragement and recognition: organizations evaluate their employees through strategies, policies, and processes and hereby recognize and encourage the employees who participate in achieving organizational goals [10]. 4. Communications: this refers to the individuals behaviors that facilitate concepts sharing [11] and leads to exchange information and ideas in the organization [10]. The appropriate communication makes the employees aware from their strengths and weaknesses in performance. 5. Culture and organizational climate: these include sustainable inter-organizational characteristics that differentiate the organization from other ones. This also has considerable effects on the employees behavior and organizational effectiveness. Past studies Zafar et al. (2010) examine that how banks use information technologies in their human resources efforts and its improvement. The results of their study indicate that the use of information technologies leads to improve efficiency, effectiveness, and services of human resource in the organizations. Strohmeier and Kabst (2009) investigate the effective factors on the adoption and implementation of electronic human resource management in Europe. The results of their study indicate that several factors influencing adoption and implementation of the electronic human resource management. These include organization size, employee education, senior manager supportiveness, employee age, and organizational structure. Voermans and Veldhoven (2007) examine the attitudes in electronic human resource management in Philips Company through technology acceptance model (TAM). They also examine

5 Analyzing the Effects of EHRM on the Talent Management Strategies by Mehdi Abzari et. al. 105 the effects of electronic human resource management in creating competitive advantage. The results of their study indicate that the use of information and communication technologies in human resource management leads to improve human resources efforts and achieve the competitive advantage for organization. Hypotheses development 1- Electronic human resource planning subsystem influences talent management strategies positively. 2- Electronic recruitment and selection subsystem influences talent management strategies positively. 3- Electronic performance evaluation subsystem influences talent management strategies positively. 4- Electronic compensation subsystem influences talent management strategies positively. 5- Electronic human resource development subsystem influences talent management strategies positively. 6- Electronic discipline and moral criterions subsystem influences talent management strategies positively. 7- Electronic safety and services subsystem influences talent management strategies positively. Research methodology As indicated in the past sections, the purpose of this study is to examine the effects of electronic human resource management ment subsystems on the talent management strategies in the medical university of Isfahan. This study is a practical research from purpose perspective and is a descriptive-survey survey one from methodological view. A self-administrated questionnaire has been used to collect the research data. This questionnaire has been developed in Likert five-choice item in which 1 refers to strongly disagree and 5 refers to strongly agree. In order to examine validity of the questionnaire, the academic experts and professors have been asked to review and modify the questionnaire. Also Cronbachs Alpha Coefficient has been used to examine reliability of the questionnaire. The results of Cronbachs Alpha Coefficient, which have been indicated in table 1, confirm reliability of the questionnaire. Table 1. Cronbach s Alpha Variables Cronbachs Alpha Coefficient Electronic Human Resource Management Talent Management Strategies Total factors The statistical population of this study includes all of the employees in Medical University of Isfahan. This population consists of 160 members. In order to determine the sample size, sampling table has been used. This table implies that a sample of 70 members mbers is a good sample for this population. In order to analyze the data and test the hypotheses, the AMOS and SPSS have been used.

6 Analyzing the Effects of EHRM on the Talent Management Strategies by Mehdi Abzari et. al. 106 Data analysis Descriptive findings The demographic characteristics of the sample members have been indicated in table 2. Demographic Variables Sex Age Marriage Education Job Background Table 2. Frequencies and percentages of participants Categories Frequency Female 47 Male to to to or more 6 Single 32 Married 38 Diploma 15 Associate degree 8 B.S. 44 M.S. or more 3 5 years or less 36 6 to 10 years to 15 years 3 16 to 20 years 3 20 years or more 3 Percentage 67% 33% 54% 32% 6% 8% 46% 54% 22% 12% 62% 4% 52% 36% 4% 4% 4% Predicting and testing the measurement models of latent variables In order to test the measurement models of latent variables, four models have been examined. Also fixed, comparative, and economic measures of goodness of model fit have been used for this purpose. Figure 1. Modified model to evaluate the electronic human resource management subsystems

7 Analyzing the Effects of EHRM on the Talent Management Strategies by Mehdi Abzari et. al. 107 Table 3. Indices measurement model electronic human resource management subsystems CMIN. RMSE CMIN TLI CFI PNFI PCFI DF A With regard to the results of table 3, it can be concluded that the models of electronic human resource management subsystems are in favorable condition. Figure 2.. Modified model to evaluate the talent management strategies Table 4. Indices measurement model talent management strategies CMIN. RMSE CMIN TLI CFI PNFI PCFI DF A With regard to the results of table 3, model of electronic human resource management subsystems has favorable conditions and so is confirmed. After ensuring the measurement model of electronic human resource management subsystems, the main model of the study has been examined. This model has been presented in figure 3 and its goodness of model fit indexes has been indicated in table 5. These indexes indicate that the goodness of model fit is confirmed.

8 Analyzing the Effects of EHRM on the Talent Management Strategies by Mehdi Abzari et. al. 108 Figure 3. Final model CMIN CMIN. DF Table 5. Indices measurement final model TLI CFI PNFI PCFI RMSE A The standard estimations of regression weights including factor loading and coefficients of determination (R2) have been indicated in fig 3. Based on the results, it can be concluded that the components of electronic human resource management system (including electronic recruitment and selection sub-system, system, electronic performance management sub-system, system, electronic compensation management sub-system, system, electronic human resource development sub-system, system, electronic discipline and moral criterion sub-system, and electronic safety and service sub-system) influence talent management strategies significantly. Hypotheses analysis As indicated in past sections, it is claimed in the first hypothesis that electronic human resource planning subsystem influences talent management strategies positively. The results of final model of study, it is concluded that electronic human resource planning subsystem influences talent

9 Analyzing the Effects of EHRM on the Talent Management Strategies by Mehdi Abzari et. al. 109 management strategies positively. Also the results of coefficients of determination (R 2 ) indicate that 77% of the variations of management strategies positively can be explained by electronic human resource planning subsystem. The second hypothesis indicates that electronic human resource recruitment and selection subsystem influences talent management strategies positively. The results of final model of study, it is concluded that electronic recruitment and selection subsystem influences talent management strategies positively. Also the results of coefficients of determination (R 2 ) indicate that 69% of the variations of management strategies positively can be explained by electronic recruitment and selection subsystem. The third hypothesis indicates that electronic performance evaluation subsystem influences talent management strategies positively. The results of final model of study, it is concluded that electronic performance evaluation subsystem influences talent management strategies positively. Also the results of coefficients of determination (R 2 ) indicate that 74% of the variations of management strategies positively can be explained by electronic performance evaluation subsystem. The fourth hypothesis indicates that electronic compensation subsystem influences talent management strategies positively. The results of final model of study, it is concluded that electronic compensation subsystem influences talent management strategies positively. Also the results of coefficients of determination (R 2 ) indicate that 70% of the variations of management strategies positively can be explained by electronic compensation subsystem. The fifth hypothesis indicates that electronic human resource development subsystem influences talent management strategies positively. The results of final model of study, it is concluded that electronic human resource development subsystem influences talent management strategies positively. Also the results of coefficients of determination (R 2 ) indicate that 62% of the variations of management strategies positively can be explained by electronic human resource development subsystem. The sixth hypothesis indicates that electronic discipline and moral criterions subsystem influences talent management strategies positively. The results of final model of study, it is concluded that electronic discipline and moral criterions subsystem influences talent management strategies positively. Also the results of coefficients of determination (R 2 ) indicate that 57% of the variations of management strategies positively can be explained by electronic discipline and moral criterions subsystem. Finally, ly, the seventh hypothesis of this study indicates that electronic safety and employee services subsystem influences talent management strategies positively. The results of final model of study, it is concluded that electronic employee services subsystem influences talent management strategies positively. Also the results of coefficients of determination (R 2 ) indicate that 71% of the variations of management strategies positively can be explained by electronic employee services subsystem. Conclusion and empirical suggestions This study was aimed to examine the effects of electronic human resource management subsystems on the talent management strategies in the medical university of Isfahan. This study is a practical research from purpose perspective and is a descriptive-survey survey one from methodological view. A sample of 70 employees has been selected randomly based on the primary sampling information. In order to collect the data, a self-administrated questionnaire has been used. The face validity has used for examining validity of the questionnaire and also Cronbach s Alpha Coefficient has been used to examine reliability of the questionnaire. The results of this study not only present a conceptual model but also have many empirical suggestions. Based on the results of this study, it is possible to improve information technologies infrastructures for implementing electronic human resource management. Different subsystems of electronic human resource management have been considered in this study. Each of these subsystems has been considered and its effects on the talent management strategies have been examined in this study. As the results revealed the components of electronic human resource management system (including electronic recruitment and selection subsystem, electronic performance

10 Analyzing the Effects of EHRM on the Talent Management Strategies by Mehdi Abzari et. al. 110 management sub-system, system, electronic compensation management subsystem, electronic human resource development subsystem, electronic discipline and moral criterion subsystem, and electronic safety and service subsystem) influences talent management strategies significantly. The following empirical suggestions are presented for improving talent management strategies: 1. The universities must improve the following infrastructures for doing their electronic human resource management efforts and predicting human resource needs in electronic human resource management: Organization s hardware and software infrastructures in electronic human resource management Employees skills in the information technologies and implementing educational sessions in electronic human resource management Maintain employees rights and security in legal and law information technologies infrastructures 2. The universities must improve the following infrastructures for developing job description in electronic recruitment and selection subsystem: Employees knowledge about benefits of human resource infrastructures Organization s financial supportiveness from organizational infrastructures Legal and law infrastructures of information technologies 3. The universities must improve the following infrastructures for doing bulletin and job announcement electronically: Data-base and technical infrastructures network Educational sessions for learning human resource infrastructures Managers supportiveness from organizational infrastructures Rules and standards of legal and law infrastructures of information technologies 4. The universities must improve the following infrastructures for doing recruitment tests electronically in electronic recruitment and selection subsystem: Educational sessions for human resource infrastructures Organizational cultures for organizational infrastructures 5. The universities must improve the following infrastructures for performance feedback in electronic recruitment and selection subsystem: Employees information technologies skills and their awareness from benefits of human resource infrastructures Organization s financial supportiveness from organizational infrastructures 6. The universities must improve the following infrastructures for designing payment system in electronic compensation subsystem: Rules and standards of legal and law infrastructures of information technologies 7. The universities must improve the following infrastructures for determining salaries level in electronic compensation subsystem: Data-based and technical infrastructures network Employees awareness from benefits of human resource infrastructures The supportiveness of management and organizational from organizational infrastructures Rules and standards of legal and law infrastructures of information technologies 8. universities must improve the following infrastructures for determining rewards and compensation level in electronic compensation subsystem: Employees awareness from benefits and educational sessions for human resource infrastructures Organization s financial supportiveness from organizational infrastructures Rules and standards of legal and law infrastructures of information technologies 9. The universities must improve the following infrastructures for designing education system and compensation level in electronic human resource development subsystem:

11 Analyzing the Effects of EHRM on the Talent Management Strategies by Mehdi Abzari et. al. 111 Organization s hardware and software infrastructures of technical infrastructures Employees information technologies skills and educational sessions of human resource infrastructures The supportiveness of management and organizational from organizational infrastructures 10. The universities must improve the following infrastructures for designing career path activities in electronic human resource development subsystem: Technical infrastructures Employees awareness from human resource infrastructures Organizational culture from organizational infrastructures Rules and standards of legal and law infrastructures of information ion technologies 11. The universities must improve the following infrastructures for designing succession system in electronic human resource development subsystem: Educational sessions about human resource infrastructures Management and organization supportiveness from organizational infrastructures Rules and standards of legal and law infrastructures of information technologies 12. The universities must improve the following infrastructures for introducing different violations and doing discipline efforts in electronic discipline and moral criterions subsystem: Organization s hardware and software infrastructures of technical infrastructures Educational sessions about human resource infrastructures Maintaining employees rights and security from legal and law infrastructures in information technologies 13. The universities must improve the following infrastructures for developing job security and health plans measures in electronic security and employee services criterions subsystem: Management supportiveness from organizational infrastructures 14. The universities must improve the following infrastructures for designing retirement plans in the job safety and services criterions subsystem: Educational sessions for learning about human resource infrastructures References [1] Frank, F. D. and Taylor, C. R. (2004). Talent Management: Trends that will shape the future. Human Resource Planning, 27, [2] Phillips, J. J. and Edwards, L. (2009). Managing talent t retention: An ROI approach. San Francisco, USA: Pfeiffer. [3] Darvish, H. Karimzadegan, D. Mirzanejhad, R. (2011). E-readiness assessment to establish the e-hrm systems. 1st Annual Conferenc of Management, Innovation, Enterprenuership. shiraz. [4] Lengnick-Hall, M.L. and Moritz, S. (2003). The impact of e-hr on the human resource management function, Journal of Labor Research,, 24(3) [5] Strohmeier.S. (2007). Research in e-hrm: Review and implication, Human Resource Management Review, 17(1) [6] Keledi, A. Khoshalhan, F. (2009). Write to help explain the role of human resources management concept maps. 5th Conference on Human Resources Development. Tehran. [7] Sanayei, A. and Mirzaei, A. (2008). Designing a model for evaluating the effectiveness of e-hrm (Case Study: Iranian organizations), International Journal of Information Science and Technology,, 6(2) [8] Gholipour, A. (2011). Human Resource Management (1 ed.). Tehran: Samt.

12 Analyzing the Effects of EHRM on the Talent Management Strategies by Mehdi Abzari et. al. 112 [9] Lepak, D. P., & Shaw, J. D. (2008). Strategic HRM in North America: Looking to the future. International Journal of Human Resource Management, 19, [10] Armstrong M. (2009). Armstrong s Handbook of Performance Management. (4th Ed).London and Philadelphia: Kogan page. gholipour, A. (2011). Human Resource Management (1 Ed.). Tehran: samt. [11] Lievrouw, L. A and Finn, T. A. (1990). Identifying the common dimensions of communication: The communication systems model. In B. Reuben and L. A. Lievrouw (Ed), Mediation, information, and communication information and behavior, New Brunswick, NJ: Transaction Publishers [12] Zafar, J.; Shaukat, M. and Mat, N. (2010). An analysis of e-human resource management practices: A case study of state bank of Pakistan, European Journal of Social Sciences, 15(1) [13] Strohmeier, S. and Kabst, R. (2009). Organizational adoption of e-hrm in Europe, Journal of Managerial Psychology, 24(6) [14] Voermans, M. and Veldhoven, M.V. (2007). Attitude towards E-HRM: an empirical study at Philips, Personnel Review, 36(6)

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