Electronic Human Resource Management Strategies
for Atypical Employment
Volker Stein
and Tobias M. Scholz
Chair for Human Resource Management and Organisational Behaviour, University of Siegen,
Hölderlinstrasse 3, 57076 Siegen, Germany
Keywords: Electronic Human Resource Management, Atypical Employment, Strategy Formulation.
Abstract: As part of corporate Human Resource Management, the configuration of the workforce becomes more and
more challenging since an increase of non-permanent, temporary, timely restricted labour can be observed,
the so-called ‘atypical employment’. At the same time, advancements in electronic HRM are promising a
better handling of operative, but also of strategic HRM tasks. It is the objective of this paper to propose a
conceptual design for the formulation of a strategy integrating e-HRM and atypical employment. Which ad-
vanced objectives can be reached by such an integrated strategy? Which tasks have to be covered in regard
to this intersection? And which are the requirements for strategy formulation in respect to that integrated
strategy? By this paper, we would like to strengthen the theory-practice-nexus by applying IT-related pro-
gress to a real-world phenomenon being relevant for contemporary workforce management on the strategic
level.
1 INTRODUCTION
The workforce of modern organisations changed
drastically in the recent years, with its configuration
shifting towards flexible work conventions (Kal-
leberg, 2000). This shift strived a debate about new
employment relations (Bosch, 2004). Córdova
(1986) was one of the first coining the phrase of
‘atypical employment’. These employment relations
are often called ‘non-standard’ (Felstead and Jew-
son, 1999). That type of relation, however, does not
fall under the standard employment regulations and
is not grasped by general solutions of Human Re-
source Management (HRM). Even though the extent
of non-standard employment is rising (OECD,
2012), in organisations, atypical employees are ne-
glected by HRM. In some industries the situation is
precarious, for example in the health care sector in
Germany in 2011, 43.9% of all employees are in an
atypical employment situation (Statistisches Bundes-
amt, 2013). Strategies are not adequately adapted to
the needs of those employees. Moreover, if there are
any specific strategies for atypical employees, they
still reflect the way of HRM dealing with standard
employment and thereby are not fitting the specific
requirements of this special kind of employment.
In addition to this gap between organisations and
atypical employments, companies are discovering
electronic Human Resource Management (e-HRM)
as a tool to solve the problems related to the modern
workforce. Especially because of the digitalisation
of work processes, it becomes an inevitable neces-
sity to use the advancements of e-HRM. They are
not solely based on social media (for recruiting) or
process automation (for the administration of em-
ployee payment), but also on IT trends such as
crowd sourcing and cloud working (Konicz, 2012),
real-time controlling (Espinosa and Luján-Mora,
2010), mobile applications (Olivas-Lujan et al.,
2007), or ‘strategic big data’ (Chien and Chen,
2008). Strategic big data in this case means to derive
strategies from the data that has been mined. E-
HRM could thereby transform the classical HRM
(Strohmeier et al., 2012).
Even though there is technological progress and
potential to find specialised solutions for atypical
employments, there is no fitting strategy available.
Therefore, in this paper we are aiming at proposing a
framework for the formulation of an integrated strat-
egy covering e-HRM and atypical employees. We
want to design conceptually what will be necessary
to effectively integrate the challenges of managing
atypical employees to an HRM landscape shaped by
the recent e-HRM developments. The objective is to
129
Stein V. and M. Scholz T..
Electronic Human Resource Management Strategies for Atypical Employment .
DOI: 10.5220/0004497201290136
In Proceedings of the 4th International Conference on Data Communication Networking, 10th International Conference on e-Business and 4th
International Conference on Optical Communication Systems (ICE-B-2013), pages 129-136
ISBN: 978-989-8565-72-3
Copyright
c
2013 SCITEPRESS (Science and Technology Publications, Lda.)
reach a more professional HRM (Stein, 2010). Fur-
thermore, we will look into the requirements of a
fitting e-HRM strategy for atypical employees to lay
the groundwork for further research. By presenting
the cornerstones of such an e-HRM strategy, we
contribute to an alignment between the potential
technological abilities and the needs of this individ-
ual but important and rising group of employees
within an organisation.
2 THEORETICAL
BACKGROUND
2.1 Atypical Employment
In order to define ‘atypical employment’, it is neces-
sary to define typical or standard employment first.
Bosch (1996:165) states it as “stable, socially pro-
tected, dependent, full-time job. The basic condi-
tions of which (working time, pay, social transfers)
are regulated to a minimum level by collective
agreement or by labour and/or social security law.“
Based on that, every job which does not fulfil one of
those criteria can be classified to be an atypical em-
ployment (Keller and Seifert, 2006).
Atypical employment can be regarded as an um-
brella term for hybrid forms of employment on the
continuum between regular, non-casualised em-
ployment and independent self-employment.
Schirmer (2012) identifies the following employ-
ment forms as core forms of atypical employment:
Part-time employment, fixed-term employment,
temporary and agency work, teleworking, freelancer,
and self-employment. An example of an industry
where atypical employment is dominant is the media
industry (Stanworth and Stanworth, 1995).
The main reason for the existence of atypical
employment from the company’s perspective lies in
the opportunities to adapt to the changes on the mar-
kets and the deviation of orders (Hoffman and Wal-
wei, 2001). As long as HRM needs to adjust to de-
regulation, flexibility and externalisation of labour
conditions (Martin and Nienhüser, 2002), organisa-
tions are moving towards the liquid workforce
(Shaughnessy, 2012) with a decreasing staff of
standard employment and an increasing amount of
employees in atypical employments (Addabbo and
Solinas, 2012).
2.2 Electronic Human Resource
Management
E-HRM has become a dominant field of research in
modern HRM, in particular because of the far-
reaching developments that the evolution of the
internet brought along. Several definitions (Leng-
nick-Hall and Moritz, 2003); (Rüel et al., 2004) of e-
HRM can be found, among them the following: “E-
HRM is the (planning, implementation and) applica-
tion of information technology for both networking
and supporting at least two individual or collective
actors in their shared performing of HR activities”
(Strohmeier, 2007:20). Strohmeier develops the
following framework (Figure 1) that describes the
embeddedness of e-HRM in its situational environ-
ment.
Figure 1: e-HRM framework (based on Strohmeier,
2007:21).
Focusing on strategy, we can see in this framework
that e-HRM strategies are influenced by the overall
e-HRM context of an organisation. But in addition to
this, strategies are again part of the e-HRM configu-
ration. In it, they are influenced by the collaborating
actors (today we would phrase it as “relational” or as
“networks”) as well as by technologies, which are
developing at accelerating speed. E-HRM strategy
implementation will then lead to distinct activities
within the company. All this is resulting in extended
dynamics of the whole system. The outcomes of the
e-HRM configuration are labelled e-HRM conse-
quences, not only influencing the standard employ-
ees but as well a broad range of other organisational
stakeholders.
3 CONCEPTUAL DESIGN
While the basic idea of this paper is to integrate two
recent trends in HRM in order to meet the reality of
e-HRM-Context
micro/macro
e-HRM-Configuration
micro/macro
e-HRM-Consequences
micro/macro
Strategies Activities
Actors
Technologies
ICE-B2013-InternationalConferenceone-Business
130
contemporary HRM in practice, the conceptual de-
sign of an e-HRM strategy formulation for atypical
employees has to refer to all four elements of the e-
HRM configuration from figure 1. In this context,
solutions have to be found for a special kind of em-
ployees, recognising that the application of standard
strategies is no longer feasible. This will lead to a
conceptual design from the scratch. In it, the tools
within e-HRM are supposed to have the ability to
solve many of the problems with such a strategy
comes along.
Primary objective for the strategy itself is the
way how e-HRM can support the integration of
atypical employees into the corporate workforce. As
described in the theoretical background, it becomes
important for e-HRM to deal with the context con-
sisting of the intra-organisational context made of
strategy, structure, systems, and corporate culture as
well as of the extra-organisational environment.
Furthermore, the involved actors are relevant for
the conceptual design of a strategy. The main inter-
action takes place between the HR department and
the atypical employees who are nowadays essential
for corporate value creation. One important objec-
tive for integration is that those employees are not
seen as second class workers. Atypical employees
have distinctive needs. Therefore, their special, indi-
vidualised treatment is crucial for integration suc-
cess. Besides, there are several other internal as well
as external stakeholders like the top management,
the head of HRM, the IT department, the works
council, the line managers, or the trade unions, who
might intervene in the formulation of the strategy. In
particular, the corporate management has an interest
in an efficient and stable handling of the increasing-
ly flexible workforce. At the same time, the ‘stand-
ard employees’ are not interested in being disadvan-
taged.
As far as specific e-HRM activities in regard to
atypical employees are concerned, two strategic
fields have to be focused: ‘good leadership govern-
ance’ and ‘performance controlling’. All operative
and more administrative activities are already cov-
ered by traditional ‘universalistic’ HRM.
Good leadership governance means to ensure
that atypical employees are not excluded or led dif-
ferent than other employees. Furthermore, it reflects
their special time-restricted contract and thereby has
to provide that there is no overstepping of any
agreements between organisation and atypical em-
ployees. E-HRM could contribute to that by giving
workforce management the strategic overview, by
creating ‘strategic big data’ on the extent of using
cloud working and by developing a multi-workforce
management system.
However, through that disregard, atypical em-
ployees are partially working off the radar and
thereby are not controlled in an efficient way or at
all. This deficit has to be met by an effective per-
formance controlling. E-HRM could contribute
methods for real-time controlling of that distributed
and flexible workforce, applying performance meas-
urement experiences from international virtual teams
(Algesheimer et al., 2011). This might result for
example in apps for mobile performance reporting.
Finally, technologies matter: Web-based solu-
tions with multiple network embeddedness lead
towards new organisational solutions such as virtual-
isation (Lepak and Snell, 1998); (Nafukho et al.,
2010) or – recently – the so-called cloud workforce
(Konicz, 2012) with ultimate flexibility and almost
real-time accessibility. One cross section topic with
relevance to e-HRM technology is quality manage-
ment (Kern et al., 2010). Every actor has a keen
interest in evaluating the quality of the other in-
volved actors. Especially due to the given flexibility,
every actor can be easily replaced. Therefore it will
become important that those technological relation-
ships reflect the relational type of leadership and are
based on a many-to-many (m:n) logic (Desai, 2010).
4 STRATEGY FORMULATION
REQUIREMENTS
In order to formulate an e-HRM strategy for atypical
employment, the common general requirements for
strategy formulation have to be met, such as rigour
and relevance of strategy planning (Mintzberg,
1994) and strategic fit (Venkatraman, 1989).
In particular, we must add further strategy for-
mulation requirements, which specify agreements
that are necessary for the intersection between e-
HRM and atypical employment. The choice of these
agreements has to reflect all of the four e-HRM
configuration aspects from the e-HRM framework
presented in figure 1. Therefore, we will address
strategies by the Complexity Level Agreement,
actors by the Professionalisation Level Agreement,
technologies by the Technology Level Agreement,
and activities by the Accountability Level Agree-
ment. The general requirements and those four spe-
cific agreements will cover the e-HRM configura-
tion entirely. It is important to state that complete-
ness is a necessary condition for any strategy (Por-
ter, 1996); (Richardson, 2008).
ElectronicHumanResourceManagementStrategiesforAtypicalEmployment
131
4.1 Complexity Level Agreement
(CLA)
In regard to strategy, we see that the complexity of
workforce management increases through atypical
employment and standard HRM strategies are not
yet fitting towards this problem. Furthermore, the
task of formulating such a strategy needs to over-
come the contradiction between individual integra-
tion and overall standardisation (Barabási, 2012).
In order to strategy individualise and standardise
strategy at the same time, one requirement for an e-
HRM strategy is to agree on a ‘standard atypical
employment’. With it, it will become possible to
determine the individual profile differences in every
atypical employment more precisely.
A Complexity Level Agreement (CLA) will dif-
ferentiate strategic layers. While standardisation is
mainly possible on an aggregated layer, beyond that
layer, more individualised strategies have to be im-
plemented. Web-based solutions can help with the
realisation but the HR department needs to supervise
the fitting quality of individualised solutions to
overall workforce management.
4.2 Professionalisation Level
Agreement (PLA)
Focusing on the actors, the task to manage atypical
employment by the means of e-HRM leads to dis-
tinct task-related roles for e-HRM. They can be
described by a professionalisation approach (Stein,
2010). According to it, professional HRM has to
consider differentiation, continuity, and expertise
requirements.
Differentiation is essential for the distinct situa-
tion due to the vast amount of different atypical
employments. By a broad and open view it can be
assured that the atypical employees are served right.
Violating the differentiation proposition, however,
reduces the commitment of the atypical employees.
Through the flexibility of atypical employment it
is evident that continuity needs to be established
which means that e-HRM strategies gain long-term
stability. Only by that, e-HRM can assure a mini-
mum consistency in the (still fluid) workforce and
keep up the value-adding processes. Violating the
continuity proposition, however, reduces the trust of
the atypical employees. However, trust is a key
ingredient for long-term success with atypical em-
ployment and organisational justice among the ac-
tors has to be achieved (Aryee et al., 2002).
Expertise in e-HRM means that knowledge and
competence for those tasks are available and can be
used for the operational areas. In detail, even e-
HRM has to know exactly about the situation of
atypical employees and furthermore learn any new
developments concerning atypical employments
such as changes in labour law. Violating the exper-
tise proposition, however, reduces the atypical em-
ployees’ acceptance of e-HRM’s decisions. E-HRM
has to check for the usefulness and the acceptance of
use (Davis, 1989) for every actor in the system (in-
cluding itself).
A Professionalisation Level Agreement (PLA)
will define the extent of professional preparation of
the actors, i.e. their range of expertise as well as
their focus on detail work (differentiation) and relia-
bility (continuity). In particular, the role of e-HRM
changes, because it is no longer limited to the IT-
related aspects of HRM.
4.3 Technology Level Agreement
(TLA)
Moving to the field of technology, the core of e-
HRM is concerned. Although e-HRM already has
competences in this field, some specifications in
respect to atypical employment still have to be con-
sidered.
The first point is the requirement for a general IT
logistics that can serve basic services.
Second, IT should be on the highest standards of
data security and data protection (Ayanso and
Herath, 2011). Related to the flexibility within atyp-
ical employment, sensitive data are more likely to be
floating outside of the organisation. While protecting
proactive its interests, the organisation still has to
safeguard privacy for their atypical employees. Go-
ing beyond data protection, it becomes necessary
that those regulations need to be completely trans-
parent (Elia, 2009); (Pirson and Malhortra, 2011)
and achieve a secure environment for mobile archi-
tectures, cloud platforms and collaborative systems.
Third, atypical employees call for individual so-
lutions and, therefore, specialised service units have
to be put in place. Such individual user-groups and
decentralized workflows (Atluri et al., 2007) should
be clearly labelled and should be able to be found
easily in the sense of usability (Pleuss et al., 2012).
Furthermore those services have to implement con-
text-awareness in order to adapt towards those indi-
vidual needs (Bernardos et al., 2008).
A Technology Level Agreement (TLA) will pro-
vide for the technologically advanced implementa-
tion of e-HRM.
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132
4.4 Accountability Level Agreement
(ALA)
A decisive point related to the activities is the ac-
countability for them. Who will be responsible and
in the end be held accountable for strategy formula-
tion and strategy implementation?
This is again a part of the governance question
especially due to the reason that governance means
that something becomes visible for corporate man-
agement. Since atypical employees are neglected
systematically within an organisation, it is of utmost
importance that this changes. Moreover, the decision
to deal with atypical employment in a modern e-
HRM way has to be backed by HR strategy as well
as by corporate strategy (Sheehan, 2005). It is cru-
cial that e-HRM will be empowered to guarantee
that no atypical employee is exploited and thereby
becomes an actor that is likely to exit the system.
An Accountability Level Agreement (ALA) will
support e-HRM regarding its empowerment. It con-
tains specifications about the range of decisions,
which can be taken autonomously by e-HRM as well
as about the controlling and reporting requirements
of the formulated strategy.
4.5 Itemising the Agreements
Our conceptual approach towards a strategy formu-
lation is based on specific level agreements in order
to grasp the specific requirements for an e-HRM
configuration for atypical employment.
Depicting the presented level agreements means
the necessity to itemise them. Therefore, we will
propose examples in table 1. They have to refer to
the organisation-specific definition of ‘atypical em-
ployment’. As general formulation rule, the term
‘atypical’ has to be used continuously in order to
emphasise the special target group for those level
agreements.
Based on these examples we can see that strategy
formulation can obtain a binding nature and that the
organisation’s commitment towards the specific
needs of atypical employees can be induced. Fur-
thermore, it becomes evident that the stated com-
pleteness of a strategy and the e-HRM configuration
(figure 1) can be achieved through this classification
for agreements.
Table 1: Examples of Itemised Agreements.
Complexity Level Agreement (CLA)
All standardised e-HRM processes for regular
employment have annually to be put to the test
whether they apply to atypical employment.
Every existing e-HRM strategy has to be
specialised for the needs of atypical employees.
E-HRM strategies concerning atypical employees
have to be regularly attuned to strategies
concerning other parts of the organisation.
E-HRM has to screen all HR-relevant information
for appropriateness for atypical employees.
Atypical employees have to be provided with an
overview on all relevant e-HRM services.
Atypical employees are required to share relevant
information and data for classification purposes
with the HR department on a regular basis.
Professionalisation Level Agreement (PLA)
Atypical employees will not be seen as one single
‘type’ of employment but differentiated by e-
HRM regarding their situational variety.
E-HRM strategies for atypical employees will
have a long-term reliability and will not constantly
be changed. They are given a minimum validity
period.
Changes within the overall e-HRM strategy have
to be inspected for relevance and necessity in
relation to atypical employment.
In the HR department, expertise concerning
atypical employment has to be build up,
continuously trained and actualised, and annually
evaluated.
Technology Level Agreement (TLA)
All e-HRM services will be available for all
atypical employees.
E-HMR services will be accessible for atypical
employees at least 99% of the time.
The individual needs of different atypical
employees have to be met by e-HRM services.
Data security and data protection of the e-HRM
services for atypical employees have highest
priority and are evaluated annually.
All e-HRM regulations concerning data securiy
and data protection for atypical employees are
transparent and accessible.
A specialised e-HRM service unit for atypical
employment is established.
Accountability Level Agreement (ALA)
The HR department head holds accountable for the
strict adherance to the e-HRM strategy for atypical
employees.
E-HRM has full autonomy in applying regular e-
HRM strategies to atypical employees.
E-HRM has to report annually on strategy
implementation regarding atypical employees.
The e-HRM strategies for atypical employees are
annually controlled by HR controlling.
All atypical employees have to know their contact
service partner.
ElectronicHumanResourceManagementStrategiesforAtypicalEmployment
133
5 DISCUSSION
5.1 Contributions
There are several significant contributions of this
paper. First, while current research is widely ne-
glecting the field of HRM strategy formulation for
atypical employees, we propose that on the basis of
specified agreements, strategy formulation can be
improved and adapted towards the differentiated
needs of this target group, in particular e-HRM strat-
egy formulation.
Furthermore, we contribute to making the e-
HRM strategy and e-HRM strategy formulation
more systematic by introducing four framework-
based types of agreements. As a result of our sys-
tematisation, a growing number of aspects dealing
with atypical employment will be anticipated and
become part of the intended strategy. Consequential-
ly, the amount of emergent strategies (Mintzberg,
1978:945) can be reduced, moving e-HRM for atyp-
ical employment away from a solely reactive ap-
proach.
Another contribution is the expansion of e-HRM
towards ‘soft’ factors, in the sense of Legge (1995)
who distinguished them from ‘hard’ factors. Current
research on e-HRM usually looks at the ‘hard’ fac-
tors like technology and cost-relatedness of the strat-
egies. More ‘soft’ factors such as the actors involved
and the activities influenced by e-HRM are un-
derrepresented. In particular, our agreements focus-
ing the actors and the activities have built-in ethical
components: As an outcome of the Professionalisa-
tion Level Agreement, reliability as well as sustain-
ability will be reached for e-HRM strategies, trust in
e-HRM can be increased, and work ethic of those
HRM employees dealing with e-HRM for atypical
employment can be strengthened. As an outcome of
the Accountability Level Agreement, responsibility
for actions is precisely assigned, making it possible
to name somebody who can be called to account for
wrong decisions. This is not only an ethical question
but also a necessity of governance.
Finally, regarding the practical benefits, our pro-
posed strategy formulation can be used for internal
e-HRM strategy formulation but also for external
strategy formulation as part of an outsourcing rela-
tionship. The discussed agreements will then be part
of the outsourcing contract.
5.2 Implications for Future Research
As the consequence of the conceptual nature of this
paper, the empirical validation of our propositions
will become necessary: Will the application of the
four strategy-related agreements lead to a measura-
ble improvement of the situation of atypical employ-
ees and higher performance of e-HRM?
In particular, it becomes relevant for future re-
search to establish effective criteria on which the e-
HRM strategy for atypical employment can be ana-
lysed. Such criteria could be the perceived clarity of
strategy formulation, the effectiveness of the four
agreements as part of the e-HRM strategy, commu-
nication effectiveness towards atypical employees as
well as their strategy acceptance, the effectiveness of
e-HRM strategy governance, the degree of existing
knowledge about atypical employment, e-HRM
strategy adaptability in the face of changes in the
external environment, professionalisation and com-
mitment of the HRM employees in regard to the
formulated agreements, and the contributions to e-
HRM strategy standardisation and reduction of
complexity of the e-HRM system.
As an outside criterion, the organisation’s com-
petitiveness for atypical employees on the labour
market can be assessed. An e-HRM strategy for
atypical employment could result in a specific em-
ployer branding, could increase employer attractive-
ness, and could improve overall labour relations
with atypical employees.
6 CONCLUSIONS
Atypical employment is becoming the new standard
in employment and will be demanding a fitting strat-
egy. The term ‘atypical’ already implies that there
has to be a renunciation of standard solutions. The
cornerstones of such a strategy are individualisation
as well as the collective integration of actors by
creating a ‘we-feeling’ (Batson et al., 1979) and
enhancing relational leadership (Uhl-Bien, 2006).
The related increase of complexity can be effectively
matched by an e-HRM strategy. E-HRM can be-
come a professional partner for atypical employees
within the organisation.
However, an e-HRM strategy for atypical em-
ployment has to go beyond technology. This means
the need to think about the strategic consequences
from an overall systems perspective, to anticipate
the strategy implementation process, and to look for
acceptance among all affected actors. The result is
that the formulation of an e-HRM strategy for atypi-
cal employment has to address four agreements:
Complexity Level Agreement, Professionalisation
Level Agreement, Technology Level Agreement,
and Accountability Level Agreement. Modern or-
ICE-B2013-InternationalConferenceone-Business
134
ganisations will integrate them in their more and
more standardised processes of managing atypical
employment.
By fulfilling the related strategic tasks and by
building a task-focused e-HRM configuration for the
management of atypical employees, e-HRM is able
to find a new role for itself. It faces the widely new
opportunity to be empowered and professionalised.
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