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The influence of electronic human resource management on employee's proactive behavior: based on the job crafting perspective

Published online by Cambridge University Press:  02 August 2021

Lulu Zhou ,
Zhihong Chen Open the ORCID record for Zhihong Chen [Opens in a new window] ,
Jin Li ,
Xufan Zhang  and
Feng Tian
Lulu Zhou
Affiliation:
Southeast University, Nanjing, China
Zhihong Chen
Affiliation:
Nanjing University, Nanjing, China
Jin Li*
Affiliation:
Nanjing Normal University, Nanjing, China
Xufan Zhang
Affiliation:
Nanjing Normal University, Nanjing, China
Feng Tian
Affiliation:
University of Newcastle, Newcastle, Australia
*
*Corresponding author. E-mail: lijin0212@163.com
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Abstract

As a new management reform adapting the development of the times, electronic human resource management (E-HRM) covers all possible integration mechanisms and contents between HRM and Information Technologies. E-HRM promotes employees' subject status with the network characteristics of openness and cooperation. Taking the theory of work adjustment as the instruction, this research studies the adaptive process induced by reconstructing the sense of matching when employees experience the reform, along with the influence of E-HRM on employee's initiative behavior from the perspective of job crafting. In total, 706 employees and their supervisors were investigated with matched questionnaire survey. The results show that: (1) E-HRM can stimulate employees' personal initiative behavior; (2) task crating, relational crafting and cognitive crafting as three dimensions of employees' job crafting, mediate the effect of E-HRM on personal initiative behavior and (3) the self-development motivation of employees' internet use plays a positive moderating role, steering self-oriented job crafting in the positive direction which conforms to the organizations' expectation.

Keywords

E-HRMjob craftingproactive behaviorself-development motivationwork adjustment

Information

Type
Research Article
Information
Journal of Management & Organization , Volume 29 , Issue 5 , September 2023 , pp. 854 - 871
Copyright
© Cambridge University Press and Australian and New Zealand Academy of Management 2021

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