An-Najah National University 
Faculty of Graduate Studies 

 

 

 

 

 

 

 

 

Factors Affecting the Acceptance of Electronic Human 
Resource Management System in Palestinian Service Sector 

 

 

 

 

 

By 
Maha Mohammed Ibrahim Saleh 

 
 
 
 
 

Supervisor 
Dr. Yahya Saleh 

 
 
 
 
 
This Thesis is submitted in Partial Fulfillment of the 
Requirements for the Degree of Master in Engineering 
Management, Faculty of Graduate Studies, An-Najah 
National University, Nablus, Palestine. 

2014 





iii 

Dedication 
 

To My LOVE 



iv 

Acknowledgement 

First of all, I would like to express my sincere thanks to Almighty 

Allah for giving me the ability, chance, and patience to accomplish my 

goals during my study.  

My thanks go to my family for the support they provided me through 

my entire life and specially, I must acknowledge my parents for their 

constant encouragement. Thank you, mom for your prayers to during my 

study. 

I would like to dedicate this master thesis to my beautiful sisters and 

brothers for giving my life a whole beautiful meaning and for enduring 

love and encouragement. From the bottom of my heart “I love you all so 

much”.  

I would like to express my sincere thanks and my appreciation to my 

supervisors, Dr. Yahya Saleh for his support, understanding and patience. 

His constant encouragement, motivation and valuable advices have resulted 

in the completion of this thesis. I have gained so much knowledge from 

working with him for the past two years 

I would like also to thank the members and chair of my examinations 

committee for taking their time reading the thesis and doing their efforts to 

improve it. Finally, I would like to extend my thanks to my friends for 

giving me the chance to spend a great time with them. A Big thanks to all 

of you and may Allah bless you. 





vi 

Abbreviations 

e-HRM Electronic Human Resource Management Technology 

TAM Technology Acceptance Model 

TPB Theory of Planned Behavior 

HR Human Resource 

IT Information Technology 

ICT Information and Communication Technologies 

HRM Human Resource Management 

CRM Customer Relationship Management 

ERM Employee Relationship Management 

HRMS Human Resource Management Systems 

IS Information System 

SMS International Labor Organization 

SME Short Message Service 

MMS Multimedia Messaging Service 

ADSL Asymmetric Digital Subscriber Line 

GDP Gross Domestic Product 

CPM Computerized Performance Monitoring 

CEO Chief Executive Officer 

HRIS Human Resource Information Systems 

H Hypothesis 

SPSS Statistical Package for the Social Sciences 

Comm. Communication 

PU Perceived Usefulness 

PEOU Perceived Ease of Use 

ATT Attitude 

ITA IT Availability (Employee training and Availability of IT resource) 

INT Intention 

SS System Security 

TIME Time Performance 

OR Organization Roles 

SR Social Risk 



vii 

Abbreviations 

PR Perceived Risk 

Std. Deviation Standard Deviation 

N Numbers 

Sig. Significant 

LSD Least Significant Difference 

 

 



viii 

Table of Contents 

Subject Page 

Dedication III 

Acknowledgement IV 

Declaration V 

Abbreviations VI 

Table of Content VIII 

List of Tables XII 

List of Figures XIV 

List of Appendices XV 

Abstract XV 

Chapter One – Introduction 1 

1 Introduction 2 

1.1 Background 2 

1.2 Problem Definition 6 

1.2.1 Motivation of the Research 7 

1.2.2 Research Objectives 7 

1.2.3 Research Questions 8 

1.3 Structure of the Thesis 9 

Chapter Two - Literature Review 10 

2 Literature Review 11 

2.1 Background 11 

2.1.1 Definition of e-HRM Technology 14 



ix 

Subject Page 

2.1.2 Importance of e-HRM Technology 16 

2.1.3 Types of e-HRM Technology 18 

2.1.4 Benefits of e-HRM Technology 21 

2.1.5 Challenges of e-HRM Technology 24 

2.2 Information and Communication  Technology in e-
HRM 

26 

2.2.1 Palestinian ICT Sector 28 

2.3 Human Resource Management Department  32 

2.3.1 Human Resource Management in Palestine 33 

2.4 Elements of e-HRM Systems 34 

2.5 Factors Affecting e-HRM Technology 38 

2.5.1 Cultural Factors 40 

2.5.2 Managerial and Personal Factors 44 

2.5.3 Organizational Factors 46 

2.5.4 Technological Factors 49 

2.5.5 Work Environment Factors 50 

2.6 Technology Acceptance Models 52 

2.6.1 Technology Acceptance Model (TAM) 52 

2.6.2 Theory of Planned Behavior (TPB) 54 

2.6.3 Yale Model of Communication and Persuasion 57 

Chapter Three – Methodology and Data Collection 60 

3 Methodology and Data Collection 61 

3.1 Introduction 61 



x 

Subject Page 

3.2 Research Types 61 

3.3 Research Approach 65 

3.4 Research Strategy 66 

3.5 Research Tools 68 

3.5.1 Interviews 69 

3.5.2 Questionnaire 72 

3.6 Research Framework and Hypotheses 73 

3.7 Sampling Technique 80 

3.7.1 Study Population 80 

3.7.2 Study Sample 81 

3.7.3 Sample Size 84 

3.8 Quality Standards for the Research Tool 85 

3.8.1 Pilot Experiment 85 

3.8.2 Reliability and Validity 86 

3.9 Distribution of the Questionnaire 88 

Chapter Four–Results and Discussion 90 

4 Results and Discussion 91 

4.1 Introduction 91 

4.2 Demographic and Descriptive Statistics 91 

4.2.1 Personal Information 92 

4.2.2 Technology and e-HRM Usage 94 

4.3 Statistical Differences among Survey Respondents 95 



xi 

Subject Page 

4.4 Hypotheses Testing 119 

4.5 e-HRM Adoption Framework in Palestine 128 

Chapter Five–Conclusion and Recommendations 130 

5 Conclusion and Recommendations 131 

5.1 Conclusion  131 

5.2 Recommendations 133 

5.3 Research Contribution 141 

5.4 Future Studies 142 

 References 143 

 Appendix 154 

 abcFGا  

 

 



xii 

List of Tables 

Table No. Title Page 
Table (2-1) Palestinian ICT Sector Statistics 29 

Table (2-1) ICT Companies in Palestine 31 

Table (3-1) Choosing a research strategy depends on research 

question 

67 

Table (3-2) GDP percentage of service activities in Palestine 81 

Table (3-3) Choosing a research sample companies 83 

Table (3-4) The number of questionnaires for each sector 85 

Table (3-5) Reliability statistics of factors affecting e-HRM 

adoption 

88 

Table (3-6) Distribution and Collection of Data 89 

Table (4-1) Distribution of Age 92 

Table (4-2) Distribution of Job Title 93 

Table (4-3) Distribution of Educational Level 93 

Table (4-4) Distribution of Specialization Sector 94 

Table (4-5) Statistical differences among participants 

according to their gender 

97 

Table (4-6) Independent Samples Test for gender differences 

among participants 

97 

Table (4-7) Descriptive of statistical differences according to 

participants Education. 

103 

Table (4-8) ANOVA Test for educational level differences 

among participants 

105 

Table (4-9) LSD Test for educational differences among 

participants (Perceived Usefulness) 

106 

Table (4-10) LSD Test for educational differences among 

participants (Perceived Ease of Use) 

107 



xiii 

Table No. Title Page 
Table (4-11) LSD Test for educational differences among 

participants (Attitude) 

108 

Table (4-12) LSD Test for educational differences among 

participants (Intention) 

109 

Table (4-13) LSD Test for educational differences among 

participants (System Security) 

110 

Table (4-14) Summary of the Results 118 

Table (4-15) Results of Hypothesis Testing 119 

Table (4-16) Correlations between Factors Influencing e-HRM 

Technology perspective 

128 

 



xiv 

List of Figures 

Figure No. Title Page 

Figure (2-1) Technology Acceptance Model (TAM) 53 

Figure (2-2) Planned Behavior Theory (PBT) 55 

Figure (2-3) Yale model of Communication and Persuasion 58 

Figure (3-1) External variables affecting e-HRM 74 

Figure (3-2) Perceived Risk relationship 75 

Figure (3-3) Perceived Usefulness relationship 76 

Figure (3-4) Perceived Ease of use relationship 76 

Figure (3-5) Perceived Risk relationship 77 

Figure (3-6) Perceived Usefulness and attitude toward e-HRM 
relationship 

77 

Figure (3-7) Perceived Usefulness and attitude toward e-HRM 
relationship 

78 

Figure (3-8) Company role and Social risk relation with 
perceived risk 

78 

Figure (3-9) Hypothesis Relationship Network 79 

Figure (4-1) e-HRM Technology Adoption Framework in 
Palestine 

129 

  
 

 

 

 

 

 

 



xv 

List of Appendices 

Appendix No. Title Page 

1 Appendix A 154 

2 Appendix B 157 

 



xvi 

 Factors Affecting the Adoption of e-HRM Technology in West Bank 
Companies 

By 
Maha Mohammed Saleh 

Supervisor 
Dr. Yahya Saleh 

 
Abstract 

This study aims at investigating factors affecting the adoption of 

Electronic Human Resource Management system (e-HRM) in Palestine and 

to develop an e-HRM framework that can be adopted by the Palestinian 

organizations to utilize technology effectively in their operations. The 

study relied on a representative sample of banks, government 

organizations, hospitals, insurance companies, internet service providers, 

logistics companies, telecommunication companies and universities 

working in Palestine. The development of the framework was based on the 

extension of other existing models, namely, Technology Acceptance Model 

(TAM), Theory of Planned Behavior (TPB), Yale model of 

Communication and Persuasion, Perceived Risk, Social Risk, and 

Organizations Role. 

To conduct the study, both qualitative and quantitative research 

methods were used.  Qualitative data were collected via interviews with IT 

specialists and HR managers. Besides, a self-report questionnaire was 

designed to gather the pertinent quantitative data from sample of HR 

managers, IT managers, department managers, and employees in the 

targeted organizations.  



xvii 

The analysis of collected data indicates that perceived ease of use, 

attitude, intention, and communication are the most significant factors 

influencing e-HRM adoption by Palestine businesses. Additionally, 

perceived risk, system security, organizations role, and availability of 

resources are influencing e-HRM technology adoption in less degree. 

Based on the research findings, Palestinian organizations should 

work on formulating new strategies, developing their operational process, 

introducing services with high quality, and coordinating with other entities 

such as ICT companies and government that would be helpful in achieving 

employees and managers trust in order to spread e-HRM system among 

Palestinian society. 



1 

 

 

 

 

 

 

 

Chapter One 

Introduction 



2 

Chapter One 

Introduction 

This chapter introduces a general background of the research title, 

and clarifies problem statement, motivation of the research, research 

objectives, and research questions. Also, it presents the research 

hypotheses, and the structure of the thesis. 

1.1 Background 

Human Resources Management (HRM) is the management of an 

organizations workforce, or human resource and it is responsible for the 

attraction, selection, training, assessment, and rewarding of employee. 

HRM is the most important management function that focuses on the 

human element, which is the most precious resource and the most 

influential element in productivity of the organization.  

Management and development of human resources is an essential 

cornerstone in the majority of organizations which aims to strengthen the 

organizational capacity, and enable companies to do rehabilitation of the 

necessary competencies and ability to keep up with current and future 

challenges. Human resources can contribute strongly to the goals 

achievement, and profit maximization for the organization (Alleyne et al., 

2007). 

 HRM means the optimal utilization of available human element, 

more specifically, use HRM to utilize capacity and expertise of the human 



3 

element in the organization and its success in reaching its intended goals. 

So, researchers are interested in HRM to make the principles more helpful 

in effectively and efficiency which help every individual in the 

organization through management of human resources. These foundations 

begin with planning and selection, training, incentives and evaluation of the 

human element. 

Information technology has serious effects on human resource 

management processes and practices, and is propelling them to adopt new 

ideas in order to improve the development environment and workflow to 

reach the goals in a more effective manner.  

Because of the importance of human resource (HR) department, 

many organizations began to develop the culture and the tools used to reach 

the desired goals in order to develop their work that fits with requirements 

of customers in the market. 

The development of information and communication tools has 

rapidly changed our economic and social live, It also given us multiple 

ways to accomplish tasks better and faster, and has had a significant effect 

on the way organizations are managed (Kavanagh et al., 2012). 

As a result, companies have become more focused on providing the 

best services to their customers through the use of the latest technological 

methods to realize competitive advantage. These trends have become more 

interesting after the emergence of e-commerce era and electronic customer 



4 

relationship management (CRM) system which is strategy, programs and 

technology to effectively manage how firms relate to prospective, current 

and former customer (Rogers, 2008). 

Later on, companies have become more knowledgeable that the role 

of employees in the organization success is not as important as the role of 

customers so there is an increased interest in the use of modern technology 

in employee’s side and the emergence of employee relationship 

management (ERM). 

CRM is a model for managing a company interaction with customers 

and it involves using technology to organize, automate, and 

synchronize sales, marketing, customer service, and technical support. 

ERM has been openly emerged from the more widely used CRM and it 

aims at transferring principles of technology-based relationship from 

customer to employee domain.  

Major values provided to employees are the greatest possible 

satisfaction of their individual needs, while the increased attraction, 

retention, motivation and performance of employees are values promised to 

employers (Keimand Fritsch, 2008). 

The two important resources in organizations; people and 

information, can significantly affect the overall performance of a business 

and the business success naturally requires the management of resources 

(Martinsons, 1994).  



5 

Therefore, the managers must combine the two resources (people and 

information) by adopting new systems which can drive the organization to 

success. So, that stems the need for these systems due to the great 

development of technology that could be employed in all areas. 

The performance of HR system promotes the organization success in 

today’s knowledge economy, so we need to increase the effectiveness of 

HRM by becoming strongly dependent on technology. Technology, 

especially the Internet, has helped the advancement of many HR processes 

including human resource planning, recruitment, selection, performance 

management, work flow, training, development, and compensation. 

Most large organizations now use Web-based recruiting systems, and 

have implemented Web-based training programs. These new systems have 

enabled HR professionals to provide better service to all of their 

stakeholders (e.g., applicants, employees, managers), and thus reduced the 

administrative burden. These changes made it possible for organization to 

focus on HR strategy, and become true business partners in organizations 

(Gueutal and Stone, 2005). 

E-HRM provides the HR function with the opportunity to create new 

avenues for contributing to organizational effectiveness through such 

means as knowledge management and the creation of intellectual and social 

capital (Lengnick-Hall and Moritz, 2003).  



6 

Besides that, the HR function has not been proactive in its use of 

Internet technology in order to provide integrated services or to 

communicate more effectively with its customers to elicit and fulfill their 

changing expectations (Alleyne et al., 2007). 

1.2 Problem Definition 

The development of technology affected the organization needs and 

tools to achieve its goals. So, some of the positive and negative factors 

have emerged in affecting the acceptance of these technologies in work 

environments, especially those associated with a significant correlation 

capabilities of the human.  

The entry of modern technologies in the management of HR has led 

to a number of factors which are related to the acceptance or rejection 

depending on the nature of the various companies. 

Nowadays, the trend towards using new technologies became 

widespread, such as e-learning, e-commerce, e-marketing, e-banking and 

other management systems that depend on achieving goals electronically.  

E-HRM integrates HR processes and organization information 

system to manage all HR activities electronically. So, the researcher aims 

to identify the factors that constitute impediments or incentives to accept 

HRM in Palestinian organization to manage human resources electronically 

based on technology. 

 



7 

1.2.1 Motivation of the Research 

During past years, e-management concept became more widespread, 

so it was necessary to apply this new policy in the management of human 

resources department, which is one of the most important sections within 

the company because of its active role in the success or failure of 

businesses in different company sections.  

The importance of this research is represented in extracting the 

factors that help companies adopt this new technology by clarifying its 

benefits to the company, staff and administration role in general to 

facilitate the various processes and organize work in better and in an 

explained manner. 

1.2.2 Research Objectives 

The research aims to achieve the following objectives: 

1. Study the current system used in human resource management in 

Palestinian service sector including: banks, hospitals, insurance 

companies, government, internet providers, logistics, 

telecommunication, and universities. 

2. Study the impact of the advancement in ICT that affect use of e-

HRM. 

3. Identify positive and negative factors that affect manager to adopt of 

e-HRM. 



8 

4. Define relationship between those factors and how these factors can 

affect the adoption of e-HRM in the Palestinian companies. 

1.2.3 Research Questions 

This research aims at answering the following questions: 

1. What are the methods currently prevailing in the management of 

human resources in Palestinian organizations?  

2. What is the impact of human resource manager’s experience in using 

computers and modern methods of communication on the acceptance 

of e-HRM? 

3. What is the impression of employees and managers about the 

benefits that can be obtained as a result of use of electronic 

administration? 

4. Does the prevailing culture of the use of technology in the 

community and among employees have great influence on the use of 

electronic administration? 

5. Does the development of Information and Communication 

Technologies (ICT) tools and networks affect the adoption of the use 

of this new technology for Human Resource Management? 

6. What is the impact of manager’s fear of safety and confidentiality of 

electronic information on the trend towards adoption of e-HRM? 



9 

1.3 Structure of the Thesis 

The thesis consists of six chapters; Chapter One introduces the thesis 

subject and objectives of this research. Chapter Two introduces a literature 

review and summarizes studies that addressed the e-HRM, and previous 

studies which support the hypotheses formulation. 

Chapter Three presents the methodology that has been followed in 

this research .Chapter Four presents the adopted data collection tool which 

includes interviews and questionnaires. Chapter Five illustrates the 

analytical results of research variables and gives the hypotheses results. 

Chapter Six gives brief conclusions on hypotheses results with a set of 

recommendations and future research suggestions. 

  



10 

 

 

 

 

 

Chapter Two 

Literature Review 
 



11 

Chapter Two 

Literature Review 

This chapter aims discusses the research conceptual framework and 

previous literature concerning e-HRM. It is divided into two parts; the first 

one discusses e-HRM and ICT terminologies, importance of e-HRM, 

benefits of e-HRM, and element of e-HRM systems. The second part 

discusses the previous studies related to e-HRM adoption, factors affecting 

e-HRM technology, and user acceptance models.  

2.1 Background 

Both human resource management (HRM) and electronic human 

resource management (e-HRM) are relatively new research area. HRM 

literature emerged about 30 years ago (Lengnick-Hall et al., 2009), and 

early e-HRM studies began to appear around 1995 (Strohmeier, 2007). In 

addition, both research streams mention potential transformational of HRM 

within organizations.  

In HRM literature, experts focus on strategic outcomes such as 

organizational performance (Becker and Huselid, 1998), strategic 

alignment (Schuler and Jackson, 1987), and competitive advantage 

(Wrightet al., 2001). In the e-HRM practitioner literature, e-HRM suppliers 

often assert that internet based technological innovations are important in 

realizing the outcomes predicted in the HRM literature. 



12 

HRM departments using ICTs are becoming an increasingly 

important phenomenon commonly referred to as e-HRM.  In addition, e-

HRM provides the HR function with the opportunity to create new path for 

contributing to organizational effectiveness through such means as 

knowledge management and the creation of social and intellectual capital 

(Lengnick-Hall and Moritz, 2003). Also, HR has lagged behind other 

internal departments in its adoption of information system (IS), information 

technology (IT) innovations (Alleyne et al., 2007). 

Stone (2003) discusses the impact of technology and word wide web 

(WWW) on HRM practices such as planning, selection, recruitment, and 

performance evaluation. Despite the extended use of these systems, there 

has been a surprising dearth of research and theory on this topic. Most of 

the research on this topic has focused on examining the effectiveness of 

different applications in HRM. 

 In addition, many of the researches on e-HRM have focused on e-

recruiting (e-recruiting can be defined as “the use of Web-sites, Web-

portals, or kiosks to attract applicants to the organization (Braddy, Meade, 

and Kroustalis, 2009), and enable them apply for jobs online” (Stone et al., 

2005). 

One notable exception is the article by Kehoe et al. (2005). It outline 

some of the key parameters associated with using web-based systems in the 

selection process which is one of the most important functions of the 

Human Resources Department. However, most of the research on these 



13 

systems has focused on the equivalence of personality inventories and 

computerized or paper employment tests. In addition, other studies have 

assessed applicant’s reactions to the use of new technology in the interview 

practice. 

Some other studies have examine the use of web-based systems to 

enhance the effectiveness of other HR processes, for instance, a study on 

the effectiveness of electronic job analysis (Reiter-Palmon et al., 2006).  

Likewise, there have been different articles on electronic 

compensation and benefit systems. Dulebohn and Marler (2005) discover 

that e-compensation involves the use of web based software tools that 

allow managers to effectively communicate, administer, and benefits 

information. 

In addition, Strohmeier (2007) review current empirical work on e-

HRM and discusses some implications for future research. The review 

reveals an initial body of work from different disciplines that is mainly non 

theoretical, employs diverse empirical methods, and points several levels of 

analysis to diverse focal topics of e-HRM. 

Also, Strohmeier (2012) refer to the importance of employee 

relationship management (ERM) beside to customer relationship 

management (CRM), these encourage companies to adopt modern tools 

and systems to increase employee effectiveness and achieve companies’ 

goals.  



14 

A review of the literatures reveals the importance of adoption 

information system in managing different companies and the effect of 

using different technologies in their goals and achievement.  

2.1.1 Definition of e-HRM Technology 

Given that various authors published articles related to e-HRM and 

information technology, it is visible that there are interchangeable terms 

used to refer to e-HRM. For instance Human Resource Information 

Systems (HRIS), HR intranet, web-based HR, computer based human 

resource management systems, virtual HR, and HR portals. 

Several authors argued about internet or web-based channels as a 

venture of HRIS (Lengnick-Hall and Morritz, 2003). While some authors 

preferred to use the term e-HRM over HRIS, many authors agreed that a 

line cannot be drawn between IT-based information system for HR and 

internet-based HR applications as these two are basically doing similar jobs 

(Ruel et al., 2011). Thus, Ruel et al.(2011) defined HRIS as “ all IT-based 

information system and application either stand alone or networked, for the 

human resource management purpose, be it for facilitating HR practices, 

policies or strategies”.  

The core difference between HRIS and e-HRM in that basically 

HRIS are direct towards the HR department itself whereas with e-HRM, 

the target group is not only the HR staff but people outside this department 

it including the employees and management in the organization. 



15 

Technically speaking, it can be said that e-HRM is the technical unlocking 

of HRIS for all employees of an organization. 

Kavanagh et al. (2012) mention although HRIS includes hardware 

and software, it also includes people, forms, policies and procedures, and 

data. Recently, the focus of HRIS has shifted to more strategic applications 

of an organization like recruitment, performance and compensation 

management, self-service technologies and HR planning alignment with the 

organizations planning (Lengnick-Hall and Moritz, 2003). 

Olivas-Lujan et al. (2007) mention that the term E-HR or E-HRM 

was first used in the late 1990s when “e-commerce” was sweeping the 

business world. In the literature, E-HR is used interchangeably with virtual 

HRM, HR intranet, web-based HR, computer-based human resource 

management systems (CHRIS), and HR portals (Ruel et al., 2007).  

According to Voermans and van Veldhoven (2007), E-HRM could 

be narrowly defined as the administrative support of the HR function in 

organizations by using Internet technology. 

Lengnick-Hall and Moritz (2003) referred E-HR to conducting 

business transactions (and in particular HRM) using the Internet along with 

other technologies. Ruel et al. (2011, 2007) define E-HRM as a way of 

implementing HR strategies, policies, and practices in organizations 

through a conscious and directed support and/or with the full use of web-

technology-based channels. 



16 

2.1.2 Importance of e-HRM Technology 

Technology indicates to the collection of tools that make it easier to 

collect, create, use, manage and exchange information, it refers the 

knowledge and exploitation of tools, techniques and systems in order to 

solve problems, improve a pre-existing solution, achieve a goal, handle an 

applied input/output relation or perform a specific function to serve a 

bigger purpose such as making life better and easier. 

Technologies significantly affect human ability to control and adapt 

to their natural environments. The term can either be applied generally or to 

specific areas: examples include construction technology, medical 

technology, and information technology. 

Today’s companies are different from the ones that existed in the 

past. Because it is constantly changing, the most important characteristics 

of our era may be the transformation, transmission and dominion of 

information. We live in an information era where the leading role has been 

given to new technologies. Organizations use a number of strategies for 

improving their operation and procedures, one of which is the development 

and use of HRM systems.  

The importance of e-HRM is derived from the importance of 

technology in different areas of work. Surveys of HR consultants suggest 

that both the number of organizations adopting e-HRM and the depth of 

applications within the organizations are continually increasing 



17 

(CedarCrestone, 2007). This increase in adopting new technologies in 

different companies is an indicator to the importance and multi-benefits of 

it. In addition, a number of practitioner reports provides a strong evidence 

that e-HRM is becoming increasingly common and must lead to 

remarkable changes and support for competitive advantage. 

The advancement in tools and procedures of information technology 

has driven many companies to change its policies in all directions. For 

instance, almost all large organizations use electronic human resource (e-

HR) systems to attract job applicants (Stone et al., 2005).  

In addition, they are increasingly using these systems to determine 

employee needs, deliver training, manage employee performance, and 

administer compensation and benefit systems plus evaluation systems 

(Strohmeier, 2007).  

To date, research has suggested that e-HR systems typically increase 

the efficiency of all HR processes and procedures, reduce administrative 

costs, and decrease transaction times (e.g., the time of recruitment, time to 

replace employees) (Gueutal and Stone, 2005). 

 However, results of old surveys show that only 14% of companies 

which use e-HR systems report that they have enabled them to make better 

HR decisions (CedarCrestone, 2007). As a result, there may be problems 

with the design or implementation of these systems that preclude them 

from achieving their intended goals (Stone et al., 2003). 



18 

Interestingly, results of one survey show that 74% of large 

organization now uses electronic recruitment (e-recruitment) and electronic 

selection (e- selection) technology (CedarCrestone, 2007). 

On the other hand, connecting e-HRM and strategic decision making 

improves organizational performance. Based on data of over 19,000 

organizations, Liuet al., 2007 showed that HRM has a significant added-

value in terms of influencing an organizations performance. Also it shows 

the importance of strategic decision making and the added-value of HRM 

was strongest when HRM decisions were related to strategy. 

Electronic HR systems may be less interesting compared with the 

traditional HR systems, especially in tools and procedures, and cannot 

attract the attention of employees. For example, messages in electronic 

systems may lack the richness of face-to-face communication, and prevent 

individuals from understanding important HR information (e.g., HR rules 

and procedures, safety guidelines). 

2.1.3 Types of e-HRM Technology 

To consider IT as the backbone of HR department which moves 

along e-HRM, IT might influence the structural integration within HR in 

three types: operational e-HRM is concerned with administrative functions, 

payroll, and employee personal data, by streamlining operations and 

alleviating much of the administrative burden, relational e-HRM is 

concerned with supporting business processes by training, recruitment, and 



19 

performance management to increasing the timeliness and service levels 

with employees and managers, as well as outside partners, and 

transformational e-HRM is concerned with strategic HR activities such as 

knowledge management, and strategic re-orientation because IT has 

enabled people to communicate across geographic boundaries and share 

information which eliminates barriers of time and space (Lepark and Snell, 

1998). 

Operational e-HRM: This type of HRM includes the basic activities in the 

department which can be named as administrative tasks such as capturing 

of personnel data, keeping records, payroll, company policies and 

procedures. According to Snell et al. (2001), about 75-75 percent of the 

workload is related to this type of activities.  

Regardless of the activities themselves and their types, Strohmeier 

(2007) also considers functions such as e-learning, e-recruitment and e-

selection (these activities belong to the relational HRM) to review 

efficiency and effectiveness outcomes of e-HRM, namely operational 

consequences, which were report by employees, like  

1. Reduction of HR staff. 

2.  Faster processes. 

3. Cost reduction. 

4. Release from administrative burdens resulting from automation. 



20 

5.  Shifting responsibilities from HR to line managers and 

employees. 

6. Considerable cost savings from e-recruiting and e-selection, due 

to reduce employee turnover. 

7. Reduce staffing costs. 

8. Increase hiring efficiency. 

Relational e-HRM (Transactional): Activities which require direct and 

two-way relationship among HR professionals and internal or external 

sources can be classified in this type of HRM (e.g., e-recruitment, e-

learning, performance appraisal). As Strohmeier (2007) says it refers to 

interacting and networking of different actors.  

Also Ruël and Bondarouk (2004) put emphasis on HR tools that 

support business processes, not on administration. About 15-30 percent of 

HR workload is related to this type of activities (Snell et al., 2001). 

Transformational e-HRM: This is the highest-level and most complex 

type of activities which has nothing to do with HR routines and 

transactions. According to Snell et al. (2001) these activities tend to be 

strategic with the same pace of the company mission and vision and only 

about 5-15 percent of the time are devoted to this type. 

 Many companies are trying to make this share bigger by reducing 

the activities in operational sector (e.g., outsourcing). Nevertheless, as 



21 

Strohmeier (2007) reviewed as an evidence-based approach there is no 

strong evidence to support this phenomenon since no studies directly 

examined the relationship between E-HRM and any kind of organizational 

performance measures. 

Ruël and Bondarouk (2004) make a clear distinction on these types 

of activities by comparing the possible solutions for doing them, through 

face-to-face interaction or Web-enabled functions. For operational e- HRM 

the choice is between asking employees to keep their own personal data up-

to-date through HR portals or to have an administrative force in place to do 

this.  

For relational e-HRM there is the choice between support 

recruitment and selection through a web-based application or using a 

paper-based approach (through advertisements, paper-based application 

forms and letters.). 

Finally, in terms of transformational e-HRM, it is possible to create a 

change-ready workforce through integrating a set of web-based tools that 

enable the employees to develop in line with the company strategic choices 

or to have paper-based materials. 

2.1.4 Benefits of e-HRM  

Advances in information technologies have changed HR functions 

within organizations. Today, most organizations implement an HRIS 

extensively to support basic HR functions, as well as to enhance 



22 

administrative efficiency, decision making, and information sharing 

(Lengnick-Hall and Moritz, 2003). 

Organizations can seek to (1) improve the strategic orientation of 

HRM, (2) reduce costs or increase efficiency, (3) improve client service or 

facilitate management and employees and (4) improve organizations global 

orientation by standardizing and harmonizing the HR function (Ruël et al., 

2004). 

The literature on e-HRM suggests that, overall, the three goals of e-

HRM are cost reduction, improving HR services, and improving strategic 

orientation. E-HRM systems are thought to provide a number of key 

benefits to organizations. For instance, practitioners and researchers have 

argued that these new systems (1) enhance HR efficiency, (2) reduce costs, 

(3) decrease administrative burdens, (4) facilitate HR planning, and (5) 

allow HR professionals to become a strategic or business partner in 

organizations (Gueutaland Stone, 2005). 

For instance, there are concerns that these new systems focus 

primarily on efficiency and cost containment, and do not enhance the 

effectiveness of HR processes (e.g., recruitment systems). There are also 

concerns that e-HRM systems may (1) have an adverse impact on members 

of some protected groups (e.g., older job applicants) (McManus and 

Ferguson, 2003), and (2) have the potential to invade personal privacy 

(Eddy, Stone, and Stone-Romero, 1999; Harris et al., 2003). 



23 

In an effort to overcome system-related problems in organizations, 

practitioners and researchers have started to establish HR standardized 

criteria that can be used to assess system effectiveness (Cascio and 

Boudreau, 2008). 

Some common used HR standardized criteria include: (1) system 

impact (e.g., new hire quality, turnover of high performers), (2) system 

effectiveness (e.g., vacancies filled internally, grievances resolved 

successfully), and (3) system efficiency (e.g., time to fill vacancies) 

(CedarCrestone, 2007). 

According to Ruel et al. (2004), who refined Lepak and Snell's 

(1998) classification of pressures for virtual HR by the implementation and 

usage of e HRM, organizations can seek to (1) improve the strategic 

orientation of HRM, (2) reduce costs or increase efficiency, (3) improve 

client service or facilitate management and employees and/or (4) improve 

the organization's global orientation by standardizing and harmonizing the 

HR function (Ruël et al., 2004). Of course, a stronger focus on HR strategy 

can also be a goal in itself, and strategic arguments can drive an 

organization's intention to reduce costs, improve services or standardize the 

HR function. 

Marler (2009) presents a model of e-HRM strategy formulation that 

distinguishes three primary goals of e-HRM: cost savings, strategic 

alignment, and building resources. Each of these primary goals is seen as 

fitting within the overall deliverables and roles for HR, related to strategy 



24 

and competitive advantage. Strategic e-HRM is focused on increasing 

added-value through increased business focus by the following activities: 

1. Acquire the right employee for the right job at the right time. 

2. Provide conditions for optimal alignment between personal 

objectives and company objectives. 

3. Provide means for keeping the right employees and outplacement of 

the lesser qualified. 

4. Maximize capitalization of employee capabilities. 

5. Analyze and report on factors that lead to employee turnover and 

how it affects business performance goals. 

6. Analyze the impact on the workforce of possible restructuring or 

new market approaches. 

7. Improve effectiveness and efficiency of HR processes.  

2.1.5 Challenges of e-HRM Technology 

E-HRM technology faces challenges and difficulties influence the 

adoption of this technology. Several authors argue about the most prevalent 

issues facing management are control, business requirements, and best 

practices. Varma and Gopal (2011) explain the most important challenges 

impeding the spread of e-HRM technology in different organizations: 



25 

1.  Cost Implications: cost is one of the biggest obstacles to the 

adoption of e-HRM due to the hardware and software cost of 

building or purchasing equipment as well as the cost of training 

employees on the new technology. 

2.  Aligning the e-HRM system with the business requirements: 

conformity between the functions provided by the e-HRM system 

with business requirements within the organization goals and 

objectives. 

3.  Security of the information: security concern is the most important 

challenge which influences e-HRM technology. The company 

needs to ensure that outsiders or competitors cannot access to 

company information to ensure confidentiality. 

4.  Managing the data: managing the huge amount of data generated 

through e-HRM is a relatively new challenge for companies. 

5.  E-HRM to function along with other systems to be successful: 

ensure of compatibility between all systems within the company, 

such as accounting system and work control system. 

6.  Continuous monitoring and feedback: continuous monitoring and 

feedback are critical for the success of any e-HRM effort in an 

organization to ensure that all the requirements of future work can 

be achieved through the system. 



26 

7.  Training the users: training staff to use the system plays a 

significant role to achieve the goals of adopting e-HRM because the 

misuse of e-HRM constitutes a threat to the companies. 

Furthermore, to achieve the companies goals from adopting e-HRM 

technology there are some pre-requisites of e-HRM technology need to be 

address to ensure the constraints of reducing the obstacles facing e-HRM 

adoption such as: 

� Employee and mangers commitment to change management style. 

� Presence of an IT usage culture within the company. 

� Support culture of knowledge management. 

� Involvement of all the stakeholders early in e-HRM adoption project 

� Discussion of the value of any technology solution to the users. 

� Adequate users training to encourage them toward the new systems. 

2.2 Information and Communication  Technology in e-HRM 

The development in Information and Communication Technologies 

(ICTs) sides radically changed the social and economic lives, and created a 

huge effect on the management tools and strategies within the organization. 

As a result, internal organization department, such as human resource (HR) 

function, have been forced to re-examine their own roles in the light of a 

dramatic increase of organizational demands on them (Gloet and Berrell, 

2003). HRM departments using ICTs is becoming an increasingly 

important phenomenon. 



27 

The power of information technology (IT) tools appears in achieving 

business goals. The utilization of IT tools helps not only to fulfill company 

targets but to optimize the work processes as well. The trends and results of 

the contemporary studies constantly confirm contribution of the IT tools in 

Human Resources (HR) to accomplish assigned HR responsibilities by 

using the source of IT capabilities. 

According to Armstrong (2002), the significance of information 

systems in HR practices emerge through: 

1. Providing better services to managers. 

2. Connecting a personal policy and personal processes in all 

organization and thus facilitating management processes in the 

company. 

3. Providing important data for a strategic personal decision making 

and enabling a quick acquiring and analysis of information for HR 

assistants. 

4. Reducing cost labors at performance of personal activity. 

In addition, Lee (2009) shows that organizations use technologies for 

HR field such as employee participation, clearly defined jobs and extensive 

formal training. On the other hand, according to survey, companies which 

are using external IT capability, only internal career opportunities used IT 

tools. 



28 

2.2.1 Palestinian ICT Sector 

The Palestinian ICT sector is recognized as a significant sector for 

economic viability and growth by both the Palestinian private sector and 

the Palestinian Authority. The ICT sector currently employs 3% of the 

Palestinian workforce. ICT sector is highly productive in that they 

contribute more than 8% to the overall Palestinian GDP (Ministry of 

Telecom and Information Technology, 2013). 

In Palestine, Paltel is the largest Palestine Telecommunications 

Company which operates all communications in Palestine. Paltel works in 

many fields such as fixed telephones, leased lines, and VPNs. Recently, 

Paltel provides Internet services with high speeds by using fiber optics 

technology (Paltel Corporation, 2011). 

In addition, Palestine has two mobile operators (Jawwal and 

Wataniya), which introduce advanced solutions and services for Palestinian 

people like local and international calling, SMS, MMS, Internet via mobile 

devices and other services which introduce benefits for people. The number 

of Palestinians who are using mobile technology ranges from 2 to 2.5 

million users (Jawwal, 2011, Wataniya Mobile, 2011). 

In line with technological development in Palestine, the usage of 

technology (computers, Internet, and mobiles) is rising. Palestinian Central 

Bureau of Statistics publications and Ministry of Telecom and Information 

Technology explained the increasing use of mobiles and Internet 

(Palestinian Central Bureau of Statistics, 2010). Statistics show that: 



29 

• At the end of 2011, the number of internet subscribers is 165 

thousand, a rise of 44.5% from 2010 where the number of ADSL 

internet subscribers is 108 thousand. 

• At the end of 2011 the number of mobile phone lines 2,865 thousand 

subscribers, an increase of 10% for 2010. 

• At the end of 2011 the number of fixed telephone lines385 thousand 

subscribers, an increase of 6.1 %for 2010. 

On the other hand, the Palestinian ICT sector employs over 5,000 

people as Table (2-1) shows the great development in this sector, which is 

one of the most productive workers in the Palestinian economy. The ICT 

sector is also a critical component of the Palestinian infrastructure which is 

needed to sustain and develop the local economy. 

Table (2-1): Palestinian ICT Sector Statistics. 

Year 2010 2011 

Number of Establishments 446 500 

Number of Workers 4,377 5,418 

ICT Production in US Dollar 588,918,700 681,698,700 

Total Output (US Dollar) 7,365,581,000 7,925,022,000 

ICT Contribution to Total Output 8.00% 8.60% 

Value Added to GDP 89.50% 87.00% 

Source: PCBS, 2012. 

Remarkably, Palestinian ICT creates the highest added-value as 

compared to total production with 89.6%. The ICT sector is the fastest 



30 

growing sector among Palestinian economic sectors with annual growth 

rate of more than 10% contributing 8% to the Palestinian GDP (Palestinian 

Ministry of Communications and Information Technology, 2013).In 

addition, there are several Information Technology companies which are 

working with global IT and provide the local and regional market with 

hardware and software solutions (ASAL Technologies, 2011). Table (2-2) 

shows some ICT Companies in Palestine and other related information. 

 

 

 

 

 

 

 

 

 

 

 

 



31 

Table (2-2): ICT Companies in Palestine. 

Firm Name # of 
Staff 

Services Provided Specialty 

Bisan Systems 
Ltd. 

25 Business Management and Financial 
Applications 

Software 
Solutions 

ASAL 
Technologies 

120 

1) Custom Software Development 
2) Staff Augmentation: Creating IT 
teams that including members with 
specialized expertise that are offshore 
3) Hardware Verification and Design. 

Software 
Development 

 

EXALT 
Technologies 
Ltd. 

90 

1) IT Outsourcing Services 2) 
Software Development Outsourcing  
3) Software development (Mobile 
application development)  

Software 
Development 

 

iConnect 35 

1) Mobile Application Development 
2) Enterprise Solutions 3) E-Health 
Care Systems 4) Web portals 5) 
Application Service Provider 6) 
Custom Software Development  

Software 
Solutions 

Jaffa.Net 35 

1) Software Development 2) Internet 
and e-Commerce 3) Hardware 
Solutions 4) Networking and Wireless 
5) System Integration 6) Security and 
Protection Solutions  

Software 
development 

Infinite Tiers 
Group 

52 Software Development  Software 
Development 

Art 
Technologies/ Pal 
Earth 

18 1) Software Development 2) Mobile 
Technologies 3) Business intelligence 
(BI) 4) GIS Services  

Software 
Development 

Hulul Business 
Solutions 

131 Business Solutions for Paltel Group  Business 
Solutions 

Isra Software 
and Computer 32 

1) ERP Systems 2) E-Trading 
Solutions 3) Outsourcing Services  

Software 
Development 

Source: Palestinian Ministry of Communications and Information Technology, 
2013. 

 

 



32 

2.3 Human Resources Management Department 

Human resource management is a function in organizations prepared 

to maximize employee performance in service of their employer’s strategic 

objectives. HR is mainly concerned with how people are managed within 

organizations, focusing on policies and systems. 

HR departments and units are typically responsible for a number of 

activities, including employee recruitment, training and development, 

performance appraisal, and rewarding, also concerned with industrial 

relations, that is, the balancing of organizational practices with regulations 

arising from collective bargaining and governmental laws. 

It is well-known that Human Resource Management is the only 

living factor of production and controlling the other factors, at present 

globalization is changing the stable workplace systems in the region. This 

is evident in many countries. Thus, the effects of changes created by the 

globalization pose major challenges for HRM in the Southeast Asian region 

(Jaeger et al., 1995). 

For instance, in China and India there is some evidence that 

economic liberalization arising from globalization and competitive 

pressures is changing the pattern of HRM, employee relations and 

industrial relations and labor legislation. Some of these changes are 

occurring both in the private and public sectors in both countries. In China, 

it is argued that the emergence of market economy is undermining the 

“nanny employer” image of organizations as there is a concerted effort to 



33 

shift the huge welfare burden from employers to individuals (Jaeger et al., 

1995).  

2.3.1 Human Resource Management in Palestine 

Different studies show that several HRM practices at small and 

medium enterprises are influenced by organizational contextual variables 

including ownership, age and size of firms, even though the level of 

formality of HR practices at these firms is low .Using data from micro, 

small, and medium firms in Australia leads to the fact that human resource 

practices increase with increasing firm size (Zheng and Morrison, 2009). 

While most studies prove that organization size has a positive 

substantial influence on HR practices, other studies show that 

organizational size has a limited effect on HR practices (Ding and Akhtar, 

2006). 

At the Palestinian level the economy has been faced with 

overwhelming challenges since September 2000. It has been dealing with a 

tight closure policy, geographical fragmentation, a separation barrier that 

significantly reduces agricultural land, uncertain public revenue and donor 

aid, eroded productive capacity, an array of donor agendas, and limited 

government and institutional capacity. 

Closure feeds a vicious circle whereby the resulting loss in income 

constrains output from the demand side, while uncertainty and the higher 

cost of imported inputs, transportation and storage constrain output from 



34 

the supply side. Israel’s closure policy is widely recognized as one of the 

most devastating factors limiting the Palestinian economy. 

Consequently, little is known of human resource management 

processes within the Palestinian territories and how modernization has 

shaped, and is shaping, management philosophies and practices.  

2.4 Elements of e-HRM Systems 

Actually, the role of  information technology (IT) systems in  human 

resources (HR) function  primarily seeks to provide support at an 

administrative level, while IT support for strategic purposes is lacking 

(Strohmeier, 2007).  

Although electronic applications (e-HRM) are being used in various 

disciplines of HRM such as recruitment (Stoneet al., 2003), selection 

(Chapman and Webster, 2003), performance management and payroll 

administration (Teo et al., 2001), organizations do not yet realize the 

importance of e-HRM systems in make better HR decisions (Stone 

andLukaszewski, 2005).  

The possible components of the HR systems are based on the five 

HR best practices, namely (1) Selective recruitment and selection, (2) 

Compensation (3) Appraisal and performance management, (4) Training 

and development and (5) Employee involvement (Strohmeier, 2007). 

Main HR responsibilities is to select and recruit the appropriate 

employees, this is reflected in e-HRM system through e-recruitment or e-



35 

selection tools. Electronic selection (e-selection) is being used increasingly 

by organizations. It typically refers to the use of various applications and 

forms of technology (e.g., web-based job applications, web based tests, 

videoconference interviews) to help organizations with such tasks as 

conducting job analyses, gathering applicant data, assessing individuals, 

and making selection decisions (CedarCrestone, 2010). 

E-selection systems are thought to offer a number of important 

advantages over traditional systems (Kehoe et al., 2005). For instance, they 

(a) provide organizations with large numbers of recruits, (b) simplify the 

job analysis process, (c) accelerate the development and assessment of 

selection procedures, (d) reduce administrative burdens by automatically 

screening applications to ensure that applicants meet basic job 

requirements, (e) allow organizations to interview applicants using web-

based or videoconference methods, and (f) facilitate the storage and use of 

applicant information, allowing for the assessment of selection system 

effectiveness (e.g., by validating inferences made in the selection process). 

 Often this results in savings of both time and money. Overall, e-

selection systems are thought to (a) enhance efficiency, (b) reduce costs, (c) 

promote the hiring of qualified employees, and (d) manage the flow of new 

members into the organization. 

In addition, compensation and wages is a critical issues relating to 

employees and managers within organizations which can be controlled 



36 

through payment systems or e-Compensation systems through e-HRM 

technologies. 

According to Dulebohn and Marler (2005), the e-compensation 

systems are those software packages or programs which are bought or 

developed by companies and are accessible through the company system 

through specific application or the internet which all the employees would 

be able to reach and use it. 

E-compensation systems primarily contribute to the effectiveness 

and efficiency in three manners: (1) Easy Accessibility to the information 

through e-HRM system (2) The availability of the meaningful 

compensation information in detail for employees, managers and HR 

professionals in an interactive way (3) Streamlining the cumbersome tasks 

through the introduction of workflow functionality and real-time 

information processing in a cost-effective manner (Dulebohn and Marler, 

2005). 

On the other hand, performance appraisal and measuring work 

achievement play an important role in achieving the organizations goals. E-

performance appraisal is utilized intelligent software instead of traditional 

methods to capture, store, analyze, rate and report the personals activities 

inside the companies to let the HR managers be informed about employee 

strengths and weaknesses, employee performance levels, and take the right 

decisions about them.  



37 

E-performance systems play a significant role in HRM decisions 

because the importance of the information resulting from the e-HRM 

systems, which can be used in: (1) Making administrative decisions like 

pay increase and promotions. (2) Providing feedback to employees about 

their work and developmental needs (3) and as criteria for the assessment 

of HR systems like selection procedures or training programs (Farr et al., 

2013). 

Computerized Performance Monitoring systems (CPM) which are 

actually software packages able to count the number of wok units 

completed by employees in a specific time period, record idle time of each 

terminal, calculate error rates, capture time spent on different tasks or even 

count the number of times an employee strikes the keys (keystroke), etc. 

These systems would collect all the information about all the activities 

done by the employees inside the company and provide feedback to both 

superiors and subordinates (Irving, 1986). 

Cardy and Miller (2005) listed some advantages coming from 

applying the technology in performance appraisal process such as: (1) 

Facilitate the process of writing reviews. (2) Greater span of control. (3) 

More and cheaper feedback. 

One of the critical functions of a HR department in the organizations 

is Training and Development. From organizational point of view 

employees training is one of the crucial needs through which the overall 

performance would be improved. 



38 

Moreover, most companies start to think of online learning primarily 

as a more efficient way to distribute training inside the organization, 

making it available anytime and anywhere to reduce direct costs 

(instructors, printed materials, training facilities), and indirect costs (travel 

time, lodging and travel expenses, workforce downtimes).Attracted by 

these significant and measurable advantages, companies start to look for 

ways to make the most of their existing core training available online, and 

to manage and measure the utilization of the new capabilities. 

In a study by Welsh et al. (2003) six reasons have been realized 

which drive organizations to use e-learning systems: (1) Provide consistent 

and worldwide training. (2) Reduce delivery cycle time because through e-

learning the companies are able to deliver training to many people quickly 

since the courses are not constrained by instructors or classrooms capacity. 

(3) Increase learner convenience.(4) Reduce information overload. (5) 

Improve employees tracking. (6) Lower expenses. 

2.5 Factors Affecting e-HRM Technology 

Numerous studies discuss e-HRM technology and study the usage of 

information and communication technology (ICT), to identify the factors 

that influence the adoption of e-HRM systems. Those studies provide 

theoretical and empirical background about e-HRM technology. Therefore, 

it is very important to examine those studies to understand, analyze, and 

highlight the factors that influence e-HRM technology. In addition, those 



39 

studies give a significant chance to compare the research findings with 

others. 

Models of e-HRM systems contend that two factors determine their 

acceptance (i.e., the degree to which individuals react favorably to the 

system) and system effectiveness: (a) the nature of e-HRM system and (b) 

the attitudes and abilities of individuals who use them (e.g., applicants). For 

example, organizations develop e-selection systems to hire highly talented 

employees who can help them meet their short run (e.g., productivity) and 

long term goals (e.g., growth, survival). In addition, the values, goals, and 

abilities of applicants affect system acceptance and use. Ideally, e-selection 

systems should be designed to be congruent with the values and abilities of 

applicants (Stone et al., 2006). 

Four main factors are influencing the acceptance and implementation 

of e-HRM technology. These factors are workforce acceptance, 

organizational features, technological capabilities, and work environmental 

determinants. 

Organization workforces are the most critical factor for applying new 

technology and system. Without workforces (employees and managers) 

satisfaction, organizations cannot achieve any profits from adoption the 

new technology. Workforce satisfaction is important to spread new 

technologies and innovations. Therefore, organizations should meet 

workforce needs and expectations to encourage them to achieve 

organization goals. 



40 

Technological issues are the main factors that influence e-HRM 

technology by workforces and the companies. E-HRM needs specific 

technological solutions such as equipment (software and hardware), 

networks, security, and training. Therefore, technology plays the significant 

role in e-HRM technology adoption. 

On the other hand, cultural values, social attributes, norms and 

habits, beliefs, economic scale, legal regulations, political and 

governmental issues are influencing the adoption of new technologies like 

e-HRM systems. 

Among innovation adoption studies and research, a huge number of 

studies follow diffusion of innovation theory which mainly provide by 

Rogers (1995). E- HRM technology adoption is one part of innovation 

adoption in any organization. Rogers (2008) link the initial adoption of any 

new technology decision to five specific attributes: relative advantage, 

complexity, compatibility, trial ability and observe ability. 

Based on previous literature and research models and many 

conducted interviews, four sets of factors affecting e-HRM technology are 

categorized as: cultural, managerial and personnel, organizational, 

technological, and work environmental factors. 

2.5.1 Cultural Factors 

According to Kluckhohn (1962), “Culture consists of patterns, 

explicit and implicit, of and for behavior acquired and transmitted by 



41 

symbols, constituting the distinctive achievement of human groups, 

including their embodiments in artifacts”. 

In the literature pertaining to the IT acceptance the researcher noticed 

that the most used model by Information System academicians and 

practitioners is the Technology Acceptance Model (TAM) designed by 

Davis (1989). The TAM takes its roots mainly from the Theory of 

Reasoned Action explaining behavior across behavioral intentions.  

The importance attributed to social norms in determining and 

predicting behavior varies across cultures (Triandis, 1977), therefore, many 

researchers expect that integrating subjective norms will strengthen the 

understanding of differences in behavioral intentions and will allow a better 

capturing of cultural effect on IT use. 

Hofstede (2001) developed the cultural dimensions of uncertainty 

avoidance, power distance, individualism, masculinity, and long term 

orientation based on over 116,000 survey responses in approximately 60 

countries between 1967 and 1971. The surveys were designed to measure 

work-related values.  

1. Power Distance: 

Power distance refers to the degree of inequality that exists among 

people with and without power. A high Power distance score indicates that 

society accepts an unequal distribution of power. Low Power distance 



42 

means that power is shared and well dispersed. It also means that society 

members view themselves as equals. 

2. Individualism: 

Individualism refers to the strength of the ties people have to others 

within the community. A high individualism score indicates loose 

connections. In countries with a high individualism score there is a lack of 

interpersonal connection, and little sharing of responsibility beyond family 

and perhaps a few close friends. A society with a low individualism score 

would have strong group cohesion, and there would be a large amount of 

loyalty and respect for members of the group. 

3. Masculinity: 

Masculinity refers to how many a society sticks with, and values, 

traditional male and female roles. High masculinity scores are found in 

countries where men are expected to be tough, to be the provider, and to be 

assertive. If women work outside the home, they tend to have separate 

professions from men. Low masculinity scores do not reverse the gender 

roles. In a low masculinity society, the roles are simply blurred. You see 

women and men working together equally across many professions. Men 

are allowed to be sensitive, and women can work hard for professional 

success. 

 

 



43 

4. Uncertainty Avoidance Index: 

Uncertainty avoidance relates to the degree of anxiety that society 

members feel when in uncertain or unknown situations. High Uncertainty 

avoidance scoring nations try to avoid ambiguous situations whenever 

possible. They are governed by rules and order and they seek a collective 

truth. Low Uncertainty avoidance scores indicate that the society enjoys 

novel events and values differences. There are very few rules, and people 

are encouraged to discover their own truth. 

5. Long Term Orientation: 

Long term orientation refers to how much society values 

longstanding as opposed to short term traditions and values. This is the fifth 

dimension that Hofstede added in the 1990s, after finding that Asian 

countries with a strong link to Confucian philosophy acted differently from 

Western cultures. In countries with a high long term orientation score, 

delivering on social obligations and avoiding loss of face are considered 

very important. 

The country culture is a very important factor in the adoption of 

technology in general and using e-HRM system. Technology acceptance 

differs from one country to other according to different cultural and social 

habits. 

 

 



44 

2.5.2 Managerial and Personal Factors 

Several studies and interviews focus on e-HRM adoption by 

employees and managers, and explore many factors that influence e-HRM 

adoption by organization workforces. 

According to Zafer (2012), security concern is the most significant 

factor influencing workforce’s decisions to adopt e-HRM technology, 

managers and employees influence by information and communication 

security to ensure reliability of their information. 

Information security refers to computers security, is defined as the 

protection afford to an automat information system in order to attain the 

applicable objectives of preserving the confidentiality, integrity, and 

availability of information system resources(Stallings and Brown, 2008). 

Confidentiality assures that private information is kept safe from 

unauthorized individuals. It is critical for maintaining the privacy of the 

employee personal information (Wong and Thite, 2008). 

It is important to assure the integrity of both the data and the system. 

Availability assures that systems work and service is providing promptly to 

those who are authorized to use the system. 

Reluctance and resistance to change also influence workforces to 

adopt e-HRM technology. On the other hand, trust in a company is an 

important factor influencing the system adoption. Trust is not only 



45 

connected with security issues, but it is also related to company image, and 

company reputation. 

Personnel transactions and information processing are increasingly 

more vulnerable to security threats and risks due to the increase use and 

complexity of e-HRM systems. Accordingly, information security should 

be a critical important issue of concern for HR personnel. 

Davis (1989) developed the Technology Acceptance Model (TAM) 

in studying the determinants of IT usage. The goal of TAM was to present 

an explanation of the determination of computer acceptance technologies 

that is generally capable of explaining user behavior across a broad range 

of the end-user computing technologies. 

Furthermore, Davis (1989) explained many other factors affecting 

managers and employees acceptance technology, one of these factors is 

perceived ease of use. Davis (1989) defined perceived ease of use as "the 

degree to which a person believes that using a particular system would be 

free from effort". Employees and managers prefer simplicity in e-HRM 

systems and avoid the complex systems because they fear from errors and 

information losses. 

Besides perceived ease of use, another factor which is perceived 

usefulness shows influencing action on adoption of e-HRM. Perceived 

usefulness is defined as “the degree to which a user believes that using the 

system will enhance his or her performance" (Davis, 1989). Perceived 



46 

benefits and perceived usefulness influence employees and managers to 

adopt e-HRM technology. Perceived usefulness and perceived ease of use 

are the components of Technology Acceptance Model, which will be 

discussed later in this section. 

Attitude toward using technology and perceived behavioral control 

are the components of theory of planned behavior. These components 

influence employees and managers to adopt e-HRM technology. Attitude is 

either positive or negative evaluation on specific thing or person. Attitude 

is influenced by beliefs about the results. Organization workforces should 

realize e-HRM benefits to formulate positive attitude toward using this new 

system (Liao et al., 1999). 

2.5.3 Organizational Factors 

Organizational factors are the factors which constitute organizational 

characteristics which influence adoption of e-HRM within different 

organizations. Yang et al. (2007) explained that technology adoption can be 

influence in organizations that show high level of centralizations because 

the top management can make adoption decision irrespective of resistance 

from lower level managers or employees. 

Furthermore, HRM system expertise or human capability and degree 

of centralization are also some significant factors influencing the adoption 

of HRM system. HRIS expertise which refers to employee knowledge to 

using new technology and technical competences in HRIS was found as an 



47 

important factor in the adoption of new technologies by Kwon and Zmud 

(1987).  

Therefore, successful adoption of e-HRM requires availability of 

skilled professionals in the organizations because if the users have lack of 

understanding of systems functions and features it can be a major obstacle 

in e-HRM adoption. 

 According to Troshani et al. (2011) study which indicated that 

training is needed for all user levels such as operational and strategic levels 

to increase their knowledge and skills in using the system effectively. In 

addition, the authors also argued that degree of centralization effects 

adoption when decision is made at higher levels in organization. 

Many other factors drive organizational decision to adopt new 

systems, for example: organization size and supporting organization 

settings including a skilled workforce are important factors in successful 

innovation adoption. 

According to Hendrickson (2003) HRM systems must be varied in 

types and characteristics in order to suit with different companies sizes. A 

major HRM systems can be installed in large and small accompanies, but in 

small companies, for example, the use of this system considered as a huge 

expensive would be difficult to justify. 

Similarly, a large multinational company could create or purchase a 

database program just to access and perform the functions necessary to 



48 

operate, but it would be unmanageable and very limited solution compared 

with the organization size and number of employees. So, the effective of 

HR systems requires a balance between technical and critical information 

needs of the HR responsibilities according to the organizations size. 

Thereby, the size of the organization can define the needs of the HR 

function (Hendrickson, 2003). 

From what has been stated above, only large companies have tried to 

implement HRM systems of all three types, naming operational e-HRM, 

relational e-HRM and transformational e-HRM. On the other hand, smaller 

and mid-size company only tried to implement operational and relational e-

HRM as these two HRM systems do not perform HR activities with a 

strategic character thus are less costly (Ruël et al., 2011)  

In addition, top management support is another important factor 

shows influencing action on adoption of e-HRM.CEOs attitude and interest 

towards ICT is important to promote technology adoption within the 

company (Yang et al., 2007). 

However, according to Teo et al. (2007) Technology adoption issues 

in the organizations not only connected with top management support, but 

also employee engagement is needed which is also greatly influenced by 

the management commitment. Many other studies showed that 

management commitment has a positive influence on e-HRM or IT 

adoption (Teo et al., 2007; Troshani et al., 2011; Yang et al., 2007). 



49 

2.5.4 Technological Factors 

Technological factors focus on the technology characteristics which 

can influence adoption of e-HRM technology. 

Technology readiness depends on organizations technology 

infrastructure and IT expertise resources. Based on IT human skills and 

knowledge that are used to build a database application and technology 

infrastructure makes an easier base on which internet technologies can be 

created and spread within organizations. E-HRM can become an integral 

part only if the organization has infrastructures and technical skills. These 

factors allow the technological capacity of an organization to adopt HRM 

systems (Oliveira and Martins, 2010). 

The organizations with superior technology readiness better to adopt 

e-HRM technology, companies that do not have strong technology 

infrastructure and wide IT expertise may not take the risk of adopting HRM 

systems. Many researches recognize technological readiness as a 

significant factor that influence IT adoption (Kwon and Zmud, 1987; 

Oliveira and Martins, 2010). 

Network security is an important factor which influences the 

adoption of HRM systems. In the globalization time, there are many risks 

which can harm all company information. Therefore, advanced 

infrastructure should be implemented by telecommunication ministry, 



50 

communication and Internet companies, and company interested on e-HRM 

technology to protect all significant data. 

Carter and Belanger (2004) Studies show that innovation 

characteristics adoption match with the technological factors, and pointed 

out three main influencing factors for e-Government technology adoption 

namely relative advantage, image and compatibility. These factors 

influence the decision to adopt a technology innovation. 

Similarly, Teo et al., (2001) in their research in Singapore found only 

relative advantage and compatibility as influencing factors in HRM 

systems adoption. Rogers (2008) defined complexity as the degree to which 

an innovation is perceived as relatively difficult to understand and use. 

Thereby, the institution must choose uncomplicated e-HRM systems to 

encourage employees to use it. 

In addition to these factors, organization strategy fit, HRM system 

adoption cost, degree of complexity or user friendliness, and systems 

efficiency were also found as significant influencing factors in Australian 

public sector organization (Troshani et al., 2011). Thus, it shows various 

numbers of technological factors contributing in influencing HRIS 

adoption as it is a type of innovation adoption. 

2.5.5 Work Environment Factors 

Work environmental factors explain the area where organizations 

conduct their business, and include industry characteristics, government 



51 

regulation, and supporting work infrastructure (Oliveira and Martins, 2010; 

Troshani et al., 2011). 

According to Rogers (2003) in order to adopt innovation, 

information about them must be available to prospective adopters. Besides 

infrastructure and technical support, government also can play a vital role 

for encouraging technology adoption by raising awareness, training, and 

support, and funding (Troshani et al., 2011). 

Moreover, Ruël et al. (2004) in their paper explain six environmental 

characteristics that influence e-HRM implementation; these are 

competition, technological development, HRM state of art, labor market, 

societal developments and governmental regulation. 

The competitive advantage aims to reduce cost and serve more 

strategic role as well as to better manage and organize the employees 

within organizations. So, the firms must realize that they cannot be 

competitive if they do not manage their human resources effectively (Teo 

et al., 2007).  

Thus, this need has driven the organizations to use HRM systems as 

it can help make more informed decision, more efficient HR processes and 

better allocation of human resources in the organizations. Therefore, 

competition is counted as an influencing environmental factor in adopting 

e-HRM. However, Teo et al. (2007) found that competition only influence 



52 

the extent of HRIS adoption, further research in different firms or 

geographical area may show different result. 

2.6 Technology Acceptance Models 

This research aims to study how to accept new technology within 

various companies, and to achieve the objectives of this research, it is 

important to discuss the theories and models of technology acceptance and 

planned behavior to accept these ideas within employees and managers and 

then to highlight the most significant factors that can be used to achieve 

acceptance of e-HRM. 

Acceptance terminology is defined as "the demonstrable willingness 

within a user group to employ Information Technology for the tasks it is 

designed to support" (Dillon and Morris, 1996). There are several 

acceptance technology models such as: technology acceptance model 

(TAM), theory of planned behavior, and Yale model of communication and 

persuasion. 

2.6.1 Technology Acceptance Model (TAM) 

TAM model developed by Davis et al. (1986) to study the 

determination of IT usage, the purpose of TAM was “to provide an 

explanation of the determination of computer acceptance that is generally 

capable of explaining user behavior across a broad range of end-user 

computing technologies and user populations, while at the same time being 

both parsimonious and theoretically justified” (Davis, 1989). Furthermore, 



53 

a key purpose of TAM is to provide a basis for discovering the impact of 

external variables on internal beliefs, attitudes, intentions, and usage. 

TAM model clarifies the prediction of the acceptability of the 

information system tools, and to identify the modifications which must be 

brought to the system in order to make it acceptable to users. This model 

suggests that the acceptability of an information system is determined by 

two main factors: perceived usefulness and perceived ease of use.  

The TAM developed by Davis et al. (1989) is shown in Figure (2-1). 

 
Figure (2-1): Technology Acceptance Model (TAM). Source: Davis et al. (1989).  

Perceived ease of use refers to the degree to which a user believes 

that the use of a system will be effortless. Perceived usefulness is defined 

as being the degree to which a user believes that the use of a system will 

improve his/ her performance. Several factorial analyses demonstrated that 

perceived usefulness and perceived ease of use can be considered as two 

different dimensions. 

TAM based on the theory of reasoned action, and TAM axiom that 

the use of an information system is determined by the behavioral intention, 

but on the other hand, that the behavioral intention is determined by the 

person’s attitude towards the use of the system and also by his perception 

of its interest. 

According to Davis (1989), the attitude of an individual is not the 

only factor that determines his use of a system, but is also based on the 



54 

impact which it may have on his performance. Therefore, even if an 

employee does not welcome an information system, the probability that he 

will use it is high if he perceives that the system will improve his 

performance at work. Besides, the Technology Acceptance Model 

hypothesizes a direct link between perceived usefulness and perceived ease 

of use. With two systems offering the same features, a user will find more 

useful the one that he finds easier to use (Dillon and Morris, 1996). 

The reason why TAM is chosen in our research is because TAM has 

been tested empirically and supported through validations, replications, and 

applications (Venkatesh, 2000; Lee, 2010). TAM is one of the most 

powerful, strong and parsimonious model for predicting user acceptance 

especially in information system context (Bueno and Salmeron, 2008). 

According to Venkatesh (2000), “the parsimony of TAM combined with its 

predictive power makes it easy to apply to different situations”. 

2.6.2 Theory of Planned Behavior (TPB) 

The Theory of Planned Behavior (TPB) developed to predict an 

individual's intention to engage in a behavior at a specific place and time, 

and it is based on the Theory of Reasoned Action in 1980. The theory was 

intended to explain all behaviors over which people have the ability to 

make self-control (Ajzen, 1988). 

The key component to this model is behavioral intent; behavioral 

intentions are influenced by the attitude about the likelihood that the 



55 

behavior will have the expected outcome and the subjective evaluation of 

the risks and benefits of that outcome.   

The following figure explains factors of Planned Behavior Theory (PBT). 

Figure (2-2): Planned Behavior Theory (Based on Ajzen, 1988). 

According to Taylor and Todd (1995) the TPB has been used 

successfully to predict and explain a large group of health behaviors and 

intentions including smoking, and health services utilization. The TPB 

states that behavioral achievement depends on both motivation (intention) 

and ability (behavioral control). It distinguishes between three types of 

beliefs: behavioral, normative, and control. It comprised of six constructs 

that collectively represent a person's actual control over the behavior: 

1. Attitudes: refers to the degree to which a person has a favorable or 

unfavorable evaluation of the behavior of interest. 

2. Behavioral intention: refers to the motivational factors that influence a 

given behavior where the stronger the intention to perform the behavior, 

the more likely the behavior will be performed. 

3. Subjective norms: refers to the belief about whether most people approve 

or disapprove of the behavior.  

4. Social norms: refers to the customary codes of behavior in a group or 

people or larger cultural context. Social norms are considered normative, or 

standard, in a group of people. 



56 

5. Perceived power: refers to the perceived presence of factors that may 

facilitate or obstruct performance of a behavior. Perceived power 

contributes to a person's perceived behavioral control over each of those 

factors. 

6. Perceived behavioral control: refers to a person's perception of the ease 

or difficulty of performing the behavior of utility. Perceived behavioral 

control varies across situations and actions, which results in a person 

having varying perceptions of behavioral control depending on the 

situation. 

 

 

2.6.3 Yale Model of Communication and Persuasion 

Yale Model of Communication and Persuasion was developed by 

Hovland and his colleagues and constitutes one of the most widely cited 

models of communication. Hovland defined communication as the “process 

by which a communicator transmits stimuli (usually verbal) to modify the 

attitudes and behaviors of other individuals (audience)” (Hovland and 

Janis, 1959).  

The model suggests that three factors influence the degree to which 

communication influences attitudes and behaviors: source factors, message 

factors, and audience characteristics. In addition, several message factors 

may influence the effectiveness of the communication process including 



57 

the order of arguments, the explicitness of requests, and the use of 

emotional appeals (Hovland, 1957).  

Likewise, the model argues that recipient characteristics also affect 

communication effectiveness such as personality, individuals' 

persuasibility, and intelligence (Hovlandand Janis, 1959). 

Although this model includes many of the primary factors thought to 

affect the acceptance of communication, McGuire (1969, 1985) expanded it 

with his Communication Persuasion Matrix Model. This model suggests 

that “attention and comprehension determine the degree to which the 

recipient will learn from the communicator's message, and the individual's 

motivation will determine whether he or she accepts or adopts what is 

learned” (McGuire, 1969). 

A graphical depiction of the model (Hovland and Janis, 1959) 

presented in Figure (2-3). 

Figure (2-3): Yale model of Communication and Persuasion (Janis and Hovland, 
1959). 

Another basic assumption in the model is that the effect of any given 

communication depends on the extent it influences three processes: 

attention, comprehension, and acceptance. Thus, for communication to be 

effective recipients must attend to the information, comprehend what is 

communicated, and accept it. For instance, individuals may be less likely to 

attend to communication when sources have low levels of credibility or 

expertise. Furthermore, recipients may be less likely to comprehend or 



58 

understand a message when the source uses one-way rather than two-way 

communication. Also, the model suggests that recipients may be less likely 

to accept a message when it does not capture their attention or enable them 

to understand the information. 

This model has been selected in our search in order to reach the 

impact of the use of e-HRM to communicate between individuals within 

the organization and how we can develop communication skills among 

employees and managers through the adoption of new technology in the 

management. 

 
  



59 

 
 
 
 
 

 

Chapter Three 

Methodology and Data Collection 



60 

Chapter Three 

Methodology and Data Collection 

The chapter presents the research methods that are used in this study. 

In this chapter we explore research definition, research types, research 

approach, research strategy, the sampling techniques, and sample size. 

In addition this chapter outlines the design of research tool upon the 

methodology which is selected. Furthermore, it displays the quality 

standards for research tool and data collection results 

Moreover, this chapter involves some main ideas extracted from the 

interviews conduct with Palestinian IT specialists and some HR managers. 

In this chapter, the researcher introduces the research framework and 

presenting the research hypotheses.  

3.1  Introduction 

Research methodology is the method or style researchers pursue in 

conducting their research. In fact, researchers select the research 

methodology according to the nature of the research itself. Each research 

has its uniqueness and properties (Alhamdani et al. 2006). 

3.2  Research Types 

Kothari (1990) emphasized that research can be classified from three 

perspectives: 



61 

1. Application of research study. 

2. Objectives of the research. 

3. Inquiry mode employed. 

Application of Research Study 

From the application perspective, there are two different categories 

of research: 

1. Pure Research: Include formulating, developing and testing theories 

and hypotheses that are intellectually challenging to the researcher 

but not necessary to have practical application at the present time or 

in the future. 

2. Applied Research: Aims to find solution for specific problem or 

practical questions at present time or future. This research used 

widely in universities and industrial institutions.  

Based on this classification this research aims to find solutions at the 

present time to accept e-HRM in the service sector institutions to adopt 

new management style depending on the technology to organize work 

force. Hence, applied research is being used in to fulfill this approach. 

Objectives of the Research 

In terms of objectives, there are four different categories of research: 



62 

1. Descriptive Research: Is undertaken to describe specific situation, 

problem, phenomenon, service, or provides information about some 

scientific cases, or describes attitudes towards different issue. This 

type includes surveys and fact finding enquiries of different 

problems kinds. 

2. Correlational Research: This type aims to test for statistical 

relationships between variables. In fact, correlational research used 

to discover or establish the existence of interdependence between 

two or more aspects of a situation or phenomenon. 

3. Explanatory Research: Research design in which the major 

emphasis is on determining cause and effect relationships. This type 

attempts to clarify why and how there is a relationship between two 

or more aspects of a situation or phenomenon. 

4. Exploratory Research: Conducted for a problem that has not been 

clearly defined. This type of research used to explore an area where 

little is known or to investigate the possibilities of undertaking a 

particular research study. Exploratory research helps determine the 

best research design, data collection method and selection of 

subjects.  

In this research, we conducted several interviews with HR managers, 

IT specialists, and employees in service sector in order to understand the 



63 

research problem accurately, and to reveal its ambiguity. Therefore, 

exploratory research is used in this area. 

Furthermore, this research needs to describe the current situation of 

the problem, answer the research questions, and to highlight the most 

important factors that influence the adoption of e-HRM in service sector 

institutions. Moreover, this research aims to explain the phenomenon and 

assess the current situation of e-HRM. Therefore, descriptive research is 

being used in to fulfill this approach. 

In addition, this research aims to compute the correlations between 

factors that influence e-HRM adoption and introduce e-HRM adoption 

model which join all factors together. Hence, Explanatory research is being 

used in to fulfill this approach. 

Inquiry Mode Employed 

From the process adopted to find answer to research questions, there 

are two approaches of research: 

1. Structured Approach: The structured approach to inquiry is usually 

classified as quantitative research. In this type everything that forms 

the research process, objectives, design, methods, and the questions 

are predetermined. 

2. Unstructured Approach: The unstructured approach is classified as 

qualitative research. This approach allows flexibility in the research 

process because not all research process is defined. It is more 



64 

appropriate to explore the nature of a problem, issue or phenomenon 

without quantifying it. 

In this research the theories, models, and factors that influence e-

HRM adoption were chosen from literature and exploratory interviews. 

Depending on these factors and models, we designed the research model 

and we created the research hypothesis to be tested to gather data and 

observations. Structured approach was used in this area. 

3.3  Research Approach 

Initially, a researcher must decide what approach of research is to be 

conducted. Researchers follow qualitative approach, quantitative approach, 

or both of them to realize and explain a specific phenomenon. Researchers 

choose the right approach depending on the research purpose, the nature of 

the research, the problem area, research questions, and research hypothesis 

to determine the appropriate approach in order to reach the desired results 

(Alhamdani et. al. 2006). 

Qualitative Approach is all about exploring issues, understanding 

phenomena, and answering research questions through using focus groups, 

interviews, content analysis, and evaluation. 

Quantitative Approach is based on the measurement of quantity or 

amount. It is applicable to phenomena that can be expressed in terms of 

quantity. In essence, this approach reduces the data into numbers. The 



65 

objective of quantitative research is to develop and employ mathematical 

models, theories and hypotheses pertaining to specific phenomena. 

To solve the research problem and answer the research questions, the 

researcher utilized a mixed model approach that combines both qualitative 

and quantitative approach. We used exploratory interviews to explore and 

understand the e-HRM phenomenon in service sector institutions. To 

achieve this purpose, we used flexible questions. Qualitative approach is 

used in this area. 

3.4  Research Strategy 

Saunders (2007), illustrate the research strategy as a plan for drawing 

the research path through reflects the general approach and goals of a 

research study, researchers determine how they will develop their questions 

that solve research problem, and how these questions would be answered to 

achieve research purpose. 

Usually there are five kind of research strategy used for the research 

area to collect data and get results: experiment, survey, archival analysis, 

history and case study. Types of research questions determine the type of 

research strategy as the table (3-1) show: 

 

 

 



66 

Table (3-1): Choosing a research strategy depends on research 
question. 

Research Strategy Form of Research Question 

Experiment How, why 

Survey Who, what, where, how many, how 
much 

Archival Analysis Who, what, where, how many, how 
much 

History How, why 

Case Study How, why 

Source: Yin, 1994. 

The survey approach has been chosen in this research because the 

research questions are: What are the factors influencing the adoption of e-

HRM? What is the impression about the benefits that can be obtained as a 

result of use of electronic administration? So the types of questions are in 

the form ‘WHAT’.  

Furthermore, to achieve the descriptive purpose, questionnaire is 

needed to illustrate the current situation of using e-HRM. An explanatory 

purpose can be achieved by using survey strategy through data analysis, 

and then determine the causal correlations between variables. To achieve 

the exploratory purpose, the survey strategy is also valid by many 

interviews and meetings with HR managers. 

From all the above, the most suitable strategy to follow in this 

research is the survey strategy. 

 



67 

3.5  Research Tools 

The researcher made exploratory interviews with IT specialists and 

some of HR managers to explore the problem of e-HRM adoption, assess 

the usage of e-HRM in Palestine, and investigate the factors that influence 

e-HRM technology adoption in Palestine. The questions of exploratory 

interviews are mentioned in Appendix B. 

Many face-to-face interviews have been held in order to discover the 

reality of HRM system and determine the level of the application and use 

of this technology within the companies involved in the research. 

All interviewees explained that all factors which discussed in 

literature are appropriate and influence e-HRM adoption in Palestine. In 

addition, they focused on the role of company in the adoption of e-HRM. 

Most of the Palestinian companies use a lot of the technological 

aspects in their work, such as: Web sites, e-careers, and electronic database. 

The trend towards using the HRM system becomes highly prevalent. 

Some of interviewees argued that Palestinian companies forced 

employees to use the e-HRM system because when the managers adopted it 

the employees do not have the choice to accept or reject it because they 

must commit to the company laws. 

This study is based on survey tools. Two surveys were designed to 

collect the required data. The first was interviews aimed to collect data 

from specific IT specialist and HR managers in the target organizations. 



68 

The second survey was a questionnaire to get quantified results to answer 

the research questions and hypotheses. 

3.5.1 Interviews 

In this research, semi-structured interviews were used because the 

researcher needs to hear about research problem as much as possible with 

some restrictions or orders by defining some important. Furthermore, semi-

structured interviews enable participants to answer the specific questions 

without limitations. 

The researcher conducted telephone interviews with HR department 

employees in order to guarantee the existence of electronic system in the 

organizations to choose a company within the group targeted by this 

research. These interviews are not the main tool for collecting data; it is 

just exploratory. 

On the other hand, the researcher conducted face-to-face interviews 

with some IT specialist and specific HR managers in the target 

organizations which are mentioned in the previous chapter. Furthermore, 

the number of interviews conducted was with seven participants to collect 

the required information. In this case should be noted that face-to-face 

interviews needed a lot of time and effort. 

The interviews questions were divided into two parts: 

� The first section contains the general information in order to discover 

the reality of e-HRM technology usage in the organizations, 



69 

determine the extent of their utilization, and the acceptance level by 

employees and managers for this technology. The questions in this 

filed are refined to be as the following: 

1. What are the methods currently prevailing in the management 

of human resources in the Palestinian institutions?  

2. What is the impact of human resource manager’s experience 

using computers and modern methods of communication on 

the acceptance of electronic administration?  

3. What is the definition of e-HRM? 

4. What is the impression about the benefits that can be obtained 

as a result of use of e-HRM?  

5. Does the prevailing culture of the use of technology in the 

community and among employees have great influence on the 

use of e-HRM?  

6. Does the development of ICT tools and networks affect the 

adoption of the use of e-HRM? 

7. What is the impact of manager’s fear of safety and 

confidentiality of electronic information on the trend towards 

adoption of e-HRM?  



70 

8. Does the adoption of e-HRM increasing management 

effectiveness from the perspective of HR managers? And 

why? 

9. What is the attitude of the senior management, technical 

managers, and employees toward using e-HRM?  

The second section of the interviews was illustrated by the questions 

relating to the factors that have been drawn from previous studies in e-

HRM technology in order to confirm their importance in Palestinian 

institutions. The main questions in this section are the following: 

1. What are the most important external factors that are affecting 

the using of e-HRM? 

2. What is the relationship between each of the following factors 

on the adoption of e-HRM: 

• Ease of use? 

• Usefulness? 

• Company norms? 

• Attitude toward advancement? 

• Performance time? 

• System security? 



71 

3.5.2 Questionnaire 

Questionnaire was chosen as a research tool to test the research 

model which is formulated in Chapter two. Questionnaire is designed with 

clos