electronic human resource management (e-hrm) and organisational performance

This study was caried out to examine employees’ perception of the effect of electronic human resource management (e-hrm) on organizational performance. focused on four e-hrm components: e-recruitment, e-training, e-performance system, e-compensation combined effect on organizational performance (financial, customers, internal business, learning/growth) and determined the component with the strongest effect. questionnaire survey covering demographics, e-hrm components and organizational performance on 332 respondents drawn from middle to senior level management employees of two brewery firms in south-west nigeria. questions were framed to assess the extent to which they agree or disagree with the use and effect of e-hrm on organizational performance. data collected was analysed using inferential statistical techniques of partial least squares-structural equation modelling to test the significance of e-hrm on organizational performance. respondents perceived e-hrm improved organizational performance. model β = 0.690, t = 17.491, f² =0.910, predicted that p ˂ 0.05 up to 48% variation in organisational performance is explained by e-hrm practices. weight of each component showed: e-recruitment= 0.383, e-training= 0.078, e-performance system= 0.216, e-compensation= 0.250 as e-recruitment is perceived to have the strongest weight and effect on organizational performance. implication is that the organisations should strengthen e-recruitment exercise and strategically position e-hrm practices as corporate strategies to enhance organization performance.