Question 1

___________ in an organisation can affect the successful implementation of e-HRM.

Accepted Answer

A)  Privacy and data security 
B)  Micro-politics 
C)  Lack of trust 
D)  A very clear vision and strategy 
A)  Privacy and data security 
B)  Micro-politics 
C)  Lack of trust 
D)  A very clear vision and strategy B

Question 2

If employees feel that the use of e-HRM is of no perceived benefit to them, they ______________.

Accepted Answer

A)  will use it incorrectly 
B)  will not use it 
C)  will accept the system quickly 
D)  will incorporate the system into their daily work routine 
A)  will use it incorrectly 
B)  will not use it 
C)  will accept the system quickly 
D)  will incorporate the system into their daily work routine B

Question 3

Talent management systems form part of the broader e-HRM structure of an organisation and offer the following strategic advantages, except:

Accepted Answer

A)  the identification of talent and talent pools in an organisation 
B)  management of talent and talent pools in an organisation 
C)  configuration of talent and talent pools in an organisation 
D)  development of talent and talent pools in an organisation 
A)  the identification of talent and talent pools in an organisation 
B)  management of talent and talent pools in an organisation 
C)  configuration of talent and talent pools in an organisation 
D)  development of talent and talent pools in an organisation C

Question 4

The roll-out of e-HRM in an organisation allows employees to avail of HR services 24/7 as part of a(n) ____________.

Accepted Answer

A)  recruitment and selection process 
B)  employee self-service system 
C)  e-talent platforms 
D)  e-HRM 
A)  recruitment and selection process 
B)  employee self-service system 
C)  e-talent platforms 
D)  e-HRM

Question 5

What are the potential benefits of using technology in HRM?

Accepted Answer

o The use of e-HRM allows HR practitione

Question 6

____________ also aid in the effective and efficient operation of HR shared services centres either as an in-house solution or as part an outsourced provision.

Accepted Answer

A)  e-Talent platforms 
B)  e-HRM 
C)  Customer Relationship Management (CRM) 
D)  Self-service applications 
A)  e-Talent platforms 
B)  e-HRM 
C)  Customer Relationship Management (CRM) 
D)  Self-service applications

Question 7

Differentiate between intended and unintended e-HRM outcomes.

Accepted Answer

o Martin et al (2008) developed a very u

Question 8

What are the potential drawbacks of e-HRM?

Accepted Answer

o Some authors have argued that the intr

Question 9

E-HRM, especially if it utilises social media platforms, has the strategic potential to improve all of the following, except:

Accepted Answer

A)  corporate profits 
B)  the recruitment and selection processes 
C)  organisational communication 
D)  employee engagement 
A)  corporate profits 
B)  the recruitment and selection processes 
C)  organisational communication 
D)  employee engagement

Question 10

Increased employee access to information can also enhance _____________ in the workplace.

Accepted Answer

A)  employee retention 
B)  employee performance 
C)  employee involvement 
D)  employee attendance 
A)  employee retention 
B)  employee performance 
C)  employee involvement 
D)  employee attendance

Question 11

Firms ought to have ___________ for what they aim to achieve with the use of e-HRM.

Accepted Answer

A)  lack of trust 
B)  micro-politics 
C)  privacy and data security 
D)  a very clear vision and strategy 
A)  lack of trust 
B)  micro-politics 
C)  privacy and data security 
D)  a very clear vision and strategy

Question 12

Of the three different categories of users of e-HRM, only organisations that can be classified as _________ of e-HRM will be able to add strategic value to the organisation.

Accepted Answer

A)  non-users 
B)  super users 
C)  power users 
D)  operational users 
A)  non-users 
B)  super users 
C)  power users 
D)  operational users

Question 13

The adoption and rollout of e-HRM practices across the subsidiaries of an MNC that had been developed or adopted successfully first by a single subsidiary, refers to:

Accepted Answer

A)  reverse diffusion 
B)  contextual factors 
C)  e-HRM configuration 
D)  Internet of Things (IoT) 
A)  reverse diffusion 
B)  contextual factors 
C)  e-HRM configuration 
D)  Internet of Things (IoT)

Question 14

What are the key success factors in e-HRM implementation?

Accepted Answer

o The key success factors in e-HRM imple

Question 15

How can e-HRM be assessed strategically?

Accepted Answer

o The strategic assessment of e-HRM shou

___________ in an organisation can affect the successful implementation of e-HRM.

If employees feel that the use of e-HRM is of no perceived benefit to them, they ______________.

Talent management systems form part of the broader e-HRM structure of an organisation and offer the following strategic advantages, except:

The roll-out of e-HRM in an organisation allows employees to avail of HR services 24/7 as part of a(n) ____________.

What are the potential benefits of using technology in HRM?

____________ also aid in the effective and efficient operation of HR shared services centres either as an in-house solution or as part an outsourced provision.

Differentiate between intended and unintended e-HRM outcomes.

What are the potential drawbacks of e-HRM?

E-HRM, especially if it utilises social media platforms, has the strategic potential to improve all of the following, except:

Increased employee access to information can also enhance _____________ in the workplace.

Firms ought to have ___________ for what they aim to achieve with the use of e-HRM.

Of the three different categories of users of e-HRM, only organisations that can be classified as _________ of e-HRM will be able to add strategic value to the organisation.

The adoption and rollout of e-HRM practices across the subsidiaries of an MNC that had been developed or adopted successfully first by a single subsidiary, refers to:

What are the key success factors in e-HRM implementation?

How can e-HRM be assessed strategically?

Electronicdigital HRM: A Primer

Strategic Management Approach to Technology-Enabled HRM

Soft Systems Thinking Approach to E-HRM Project Management

Agile Approach to E-HRM Project Management

Big Data E-HRM

HR Metrics Analystics

Cloud Computing E-HRM

Social Media E-HRM

Gamification E-HRM

E-Talent Management

E-Recruitment Selection

E-Performance Reward Management

E-Learning Development

Information Security Privacy in E-HRM

Future Directions of Electronicdigital HRM

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Exam 14: Strategic Evaluation of E-HRM

___________ in an organisation can affect the successful implementation of e-HRM.

If employees feel that the use of e-HRM is of no perceived benefit to them, they ______________.

Talent management systems form part of the broader e-HRM structure of an organisation and offer the following strategic advantages, except:

The roll-out of e-HRM in an organisation allows employees to avail of HR services 24/7 as part of a(n) ____________.

What are the potential benefits of using technology in HRM?

____________ also aid in the effective and efficient operation of HR shared services centres either as an in-house solution or as part an outsourced provision.

Differentiate between intended and unintended e-HRM outcomes.

What are the potential drawbacks of e-HRM?

E-HRM, especially if it utilises social media platforms, has the strategic potential to improve all of the following, except:

Increased employee access to information can also enhance _____________ in the workplace.

Firms ought to have ___________ for what they aim to achieve with the use of e-HRM.

Of the three different categories of users of e-HRM, only organisations that can be classified as _________ of e-HRM will be able to add strategic value to the organisation.

The adoption and rollout of e-HRM practices across the subsidiaries of an MNC that had been developed or adopted successfully first by a single subsidiary, refers to:

What are the key success factors in e-HRM implementation?

How can e-HRM be assessed strategically?

Electronicdigital HRM: A Primer

Strategic Management Approach to Technology-Enabled HRM

Soft Systems Thinking Approach to E-HRM Project Management

Agile Approach to E-HRM Project Management

Big Data E-HRM

HR Metrics Analystics

Cloud Computing E-HRM

Social Media E-HRM

Gamification E-HRM

E-Talent Management

E-Recruitment Selection

E-Performance Reward Management

E-Learning Development

Information Security Privacy in E-HRM

Future Directions of Electronicdigital HRM

Filters