LITERATURE REVIEW e-HRM is the use of web-based technologies to provide HRM services within employing organizations.

It embraces e-recruitment and e-learning, the first fields of human resource management to make extensive use of web-based technology. From this base e-HRM has expanded to embrace the delivery of virtually all HR policies. Within a system of e-HRM, it is possible for line managers to use desktop computers to arrange and conduct appraisals, plan training and development, evaluate labour costs, and examine indicators for turnover and absenteeism. Employees can also use a system of e-HRM to plan their personal development, apply for promotion and new jobs, and access a range of information on HR policy. Systems of e-HRM are increasingly supported by dedicated software produced by private suppliers. Bondarouk (2009) defined e-HRM as an umbrella term covering all possible integration mechanisms and contents between HRM and Information Technologies aiming at creating value within and across organizations for targeted employees and management. Nowadays, companies seek possibilities to run HR operations more efficiently. The combination of the need to work more efficiently on the one hand and the possibilities of current information and communication technology on the other, have resulted in the swift development of electronic HR systems (Stanton and Coovert, 2004; Fletcher, 2005). The introduction of E-HRM is expected to facilitate a more efficient and strategic way of working for HR professionals (Gardner et al., 2003; Shrivastava and Shaw, 2003). E-HRM could be narrowly defined as the administrative support of the HR function in organizations by using internet technology. However, this definition only includes the technology factor in E-HRM. In this article we also address the change in content and positioning of the HR function that runs parallel to the introduction of E-HRM technology. A multi-factorial framework for studying E-HRM is preferred, that includes multiple factors like: new technology, organization and work design, organizational context, and HRM strategy and policy.

Reception and assimilation by employees is considered to be an important factor when implementing E-HRM. The ability to cope with changes in the HR function and the support that is provided to employees during E-HRM implementation is also deemed essential (Haines and Petit, 1997; Fisher and Howell, 2004; Ruta, 2004; Ruel et al., 2004). However, there is little empirical knowledge on concurrent employee attitude during E-HRM implementation. Furthermore, changes in the role that HR fulfils in the organization and the implementation of E-HRM are related to each other, and should not be considered separately (Gardner et al., 2003; Fletcher, 2005). There were several types of e-HRM but The current e-HRM literature distinguishes three types of e-HRM: operational e-HRM, relational e-HRM and transformational e-HRM. These distinctions are based upon the work of Lepak and Snell (1998) who distinguished operational HRM, relational HRM and transformational HRM, and of Wright and Dyer (2000) who distinguished transactional, traditional and transformational HRM. Within all the types of HRM, choices have to be made in terms of which HRM activities will be offered face-toface, and which will be offered through web-based HR. For the operational type of HRM, this issue amounts to a choice between asking employees to keep their own personal data up-to-date through an HR web site or to have an administrative force in place to do this for them. In terms of relational HRM, there is a choice between supporting recruitment and selection through a web-based application or using a paper-based approach. Finally, in terms of transformational HRM, it is possible to create a change-ready workforce through an integrated set of web-based tools that enables the workforce to develop in line with the companys strategic choices, or to use paper-based materials.