Purpose: This paper explores the use of social media (SM) in Human Resource Management (HRM). Building on the configurational approach, the study investigates the existence of different configurations of social e-HRM, their consequences for the organizations and their predictors. Design/methodology/approach: This empirical study draws on a survey administered to HR directors of 176 companies operating in Italy. Two-step cluster analysis, test for variance and logistic regressions were employed for data analysis. Findings: Three social e-HRM configurations emerged – non-use, relational use and extended relational use – which distinguish different goals for using SM in HRM. The three configurations lead to similar outcomes for organizations, even if SM users, in general, enjoy greater success than non-users. Certain structural, strategic and HRM factors are systematically and variously associated with each configuration. Research limitations/implications: The study is based on cross-sectional research, and thus it is difficult to identify causal links between the variables. The study also relies on data collected in a specific national context, which limits the generalizability of the results. Practical implications: The study suggests that different and equally effective social e-HRM configurations exist and that their presence is predicted by specific structural, strategic and HRM factors. Originality/value: The study contributes to an emerging and still scarce literature on types, drivers and outcomes of SM use in HRM.

Martini, M., Cavenago, D., Marafioti, E. (2021). Exploring types, drivers and outcomes of social e-HRM. EMPLOYEE RELATIONS, 43(3), 788-806 [10.1108/ER-10-2019-0404].

Exploring types, drivers and outcomes of social e-HRM

Martini, Mattia
;
Cavenago, Dario;Marafioti, Elisabetta
2021

Abstract

Purpose: This paper explores the use of social media (SM) in Human Resource Management (HRM). Building on the configurational approach, the study investigates the existence of different configurations of social e-HRM, their consequences for the organizations and their predictors. Design/methodology/approach: This empirical study draws on a survey administered to HR directors of 176 companies operating in Italy. Two-step cluster analysis, test for variance and logistic regressions were employed for data analysis. Findings: Three social e-HRM configurations emerged – non-use, relational use and extended relational use – which distinguish different goals for using SM in HRM. The three configurations lead to similar outcomes for organizations, even if SM users, in general, enjoy greater success than non-users. Certain structural, strategic and HRM factors are systematically and variously associated with each configuration. Research limitations/implications: The study is based on cross-sectional research, and thus it is difficult to identify causal links between the variables. The study also relies on data collected in a specific national context, which limits the generalizability of the results. Practical implications: The study suggests that different and equally effective social e-HRM configurations exist and that their presence is predicted by specific structural, strategic and HRM factors. Originality/value: The study contributes to an emerging and still scarce literature on types, drivers and outcomes of SM use in HRM.
Articolo in rivista - Articolo scientifico
Configurational approach; Digitization; e-HRM; Human resource management; Social media;
English
4-dic-2020
2021
43
3
788
806
open
Martini, M., Cavenago, D., Marafioti, E. (2021). Exploring types, drivers and outcomes of social e-HRM. EMPLOYEE RELATIONS, 43(3), 788-806 [10.1108/ER-10-2019-0404].
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/10281/296478
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