Scholarlink

<p>Human resource technologies have become a growing trend in the contemporary management of workforces with organizations seeking to modernize their workforce management but the definitive empirical findings of these systems varies at large. The paper analyses the maturity of HR technologies and its relationship with three key organizational outcomes, which includes productivity, cost efficiency and sustainability. A sequential mixed-methods design was used to first obtain qualitative information among twenty senior HR professionals to refine the key constructs and measurement indicators. This understanding helped in the creation of a firm-level survey that was given to 440 participants in the organizations that had previously deployed digitally integrated HR systems. The validity and reliability of measurement model were established using exploratory factor analysis and the proposed relationships were assessed through multiple regression analysis. The findings reveal that the cost efficiency is highly associated with HR technology maturity (β = −0.1267, <i>p</i> = 0.033), with decreased administrative and transactional cost in far more digitally mature HR systems. Conversely, the HR technology maturity was not identified to be significantly related to two outcomes i.e., organizational productivity (β = 0.0147, <i>p</i> = 0.798) and sustainability outcomes (β = 0.0177, <i>p</i> = 0.756). These results imply that the short-term (immediate) and easily visible payoff of investing in HR technology is efficient in cost, whereas productivity and sustainability are contingent on wider organizational and governance contexts but not the maturity of technology. The study further provides a more grounded perspective on how the value of HR technology can be achieved by empirically separating the short-term objectives of operations and higher-order results. The findings highlight the importance of managerial potential and institutional environment in transforming digital HR infrastructures into broader performance and sustainability results, which can be easily inferred by the researchers and practitioners working in digital transformation of HR.</p>

错误：搜索内容不能为空，请输入英文关键词
错误：关键词超出字数限制，请精简
高级检索

Human resource technology adoption: an empirical assessment of productivity, cost efficiency and sustainability

  • 期刊论文

  • 发表日期：

    2026年3月19日

查看全文
  • Aakash,
  • Abhishek Bhushan Singhal,
  • Ahimsa Bhardwaj,
  • Anirban Kanjilal,
  • R. Kumar,
  • Lalita Tyagi

摘要

Human resource technologies have become a growing trend in the contemporary management of workforces with organizations seeking to modernize their workforce management but the definitive empirical findings of these systems varies at large. The paper analyses the maturity of HR technologies and its relationship with three key organizational outcomes, which includes productivity, cost efficiency and sustainability. A sequential mixed-methods design was used to first obtain qualitative information among twenty senior HR professionals to refine the key constructs and measurement indicators. This understanding helped in the creation of a firm-level survey that was given to 440 participants in the organizations that had previously deployed digitally integrated HR systems. The validity and reliability of measurement model were established using exploratory factor analysis and the proposed relationships were assessed through multiple regression analysis. The findings reveal that the cost efficiency is highly associated with HR technology maturity (β = −0.1267, p = 0.033), with decreased administrative and transactional cost in far more digitally mature HR systems. Conversely, the HR technology maturity was not identified to be significantly related to two outcomes i.e., organizational productivity (β = 0.0147, p = 0.798) and sustainability outcomes (β = 0.0177, p = 0.756). These results imply that the short-term (immediate) and easily visible payoff of investing in HR technology is efficient in cost, whereas productivity and sustainability are contingent on wider organizational and governance contexts but not the maturity of technology. The study further provides a more grounded perspective on how the value of HR technology can be achieved by empirically separating the short-term objectives of operations and higher-order results. The findings highlight the importance of managerial potential and institutional environment in transforming digital HR infrastructures into broader performance and sustainability results, which can be easily inferred by the researchers and practitioners working in digital transformation of HR.