1.

Introduction
2. variables
3. Operationalization of variables
4. Literature review
5. Theoretical framework
6. Overarching theories being used
7. Methodology
8. Results and discussion

Introduction

 Digital HRM practices employ digital technologies and data to enhance HRM activity
efficiency and effectiveness.

 Google and IBM are examples of companies embracing digital HRM.

 A significant percentage of Chinese organizations have experience with or are ready for HR
digitalization.

 Digital HRM is believed to improve decision-making, organizational adaptability, HR strategy

involvement, employee performance, and organizational financial performance.

 However, the full impact of digital HRM is not fully understood, with some studies noting a
"productivity paradox" where significant investments have not yet yielded expected financial
returns.

 The effectiveness of digital HRM practices is linked to HRM system strength, which is
understood through employee perceptions of distinctiveness, consistency, and consensus
regarding HRM practices.

 Adaptive structuration theory (AST) is used as the basis to suggest that the effectiveness of
digital HRM depends on technology structures' adoption by organizational actors.

 HRM capability maturity is proposed to moderate the effects of digital HRM on HRM
effectiveness, potentially acting as both an opportunity and a constraint.

Literature review:

Digital HRM Practices: The literature review begins by defining digital HRM practices as processes
that use digital technologies and data to enhance the efficiency and effectiveness of HR activities. It
mentions examples of organizations like Google and IBM adopting digital HRM practices.

Interest in Digital HRM: The review highlights the increasing interest in digital HRM practices, citing
surveys that indicate a growing willingness among organizations, particularly in China, to incorporate
digitalization into their HR processes.

Benefits and Skepticism: The review presents both the benefits and skepticism surrounding digital
HRM. On one hand, scholars argue that it can improve decision-making, adaptability, HR department
strategy, employee performance, and organizational financial performance. On the other hand, there
are concerns about a "productivity paradox," where the financial benefits of digital HRM practices
have not been fully realized, and some studies have found less-than-expected outcomes.

Implementation Issues: The mixed results in digital HRM practices are attributed to implementation
issues. HRM implementation is described as a dynamic process involving various HRM actors, and the
effectiveness of implementation is considered an outcome. The review suggests that understanding
when and why digital HRM practices lead to positive results is crucial.

HRM Effectiveness: The review introduces the concept of HRM system strength, which is defined as
the extent to which an organization's HR practices are perceived and recognized by employees and
form a common belief and identity within the organization. Employee perceptions of distinctiveness,
consistency, and consensus of HRM practices are used to measure HRM effectiveness.

HRM Capability Maturity: The review introduces the concept of HRM capability maturity, which
represents an organization's ability to manage and develop its workforce effectively. It proposes that
high HRM capability maturity can enhance the impact of digital HRM practices on HRM effectiveness.

Mediating Effects: The review outlines the proposed mediating effects of digital HRM practices on
HRM effectiveness through the internal consistency of HR practices and the external social
networking between HR managers and line managers. It suggests that the maturity of the
organization's HRM system plays a crucial role in these effects.

Variables and Variables Operationalization

 Digital HRM Practices: Measured using a 33-item scale adapted from Patel et al. (2013), with
a 5-point Likert-type scale.

 HRM Capability Maturity: Measured with a single survey item developed based on the
Capability Maturity Model from Mellon University.

 HR Managers’ Social Networking with Line Managers: Assessed based on the closeness of
the social network between HR personnel and line managers.

 Internal Consistency of HR Practices: Evaluated using one survey item with six possible
responses to gauge the degree of consistency in HR practices within the company.

 HRM System Strength: Quantified using a 7-item scale developed by Hauff et al. (2017) with
a 5-point Likert-type scale.

 Control Variables: Included firm age, size, and ownership type, with firm size measured on a
6-point ordinal scale and ownership type categorized into several dummy variables.

Theoretical Grounding and Hypotheses

 The paper appears to discuss the role of HRM capability maturity as a moderator for the
effectiveness of digital HRM practices.
  It proposes that high HRM capability maturity aids in providing efficient services that meet
the needs of line managers, promoting social networking between HR managers and line
managers.

 The document suggests that digital HRM practices impact HRM effectiveness through
internal consistency of HR practices and external social networking of HR managers with line
managers, contingent on the organization's HRM system maturity.

Overarching Theories Being Used

 The study is grounded in Adaptive Structuration Theory (AST), which offers a model to
understand the interplay among advanced information technologies, social structures, and
human interaction. AST posits that the major sources of structure for groups interacting with
advanced information technology include the technology itself, the tasks, and the
organizational environment.

Methodology

 The study was conducted via an online survey, in partnership with Beisen, a major software
as a service company in China.

 Data was collected through a professional questionnaire platform, with participants from
various enterprises, especially from HR departments.

 The survey asked participants to evaluate their companies’ digital HRM practices, HRM
capability maturity, HR managers' social networking with line managers, internal consistency
of HR practices, and perceived HRM system strength.

 The survey included 2582 responses, with 1770 valid questionnaires after applying criteria
for validity.

 The valid responses had a near-equal distribution between female (52.8%) and male (47.2%)
respondents, with an average age of 30.87 years, and 78.7% had at least a bachelor's degree.

Results and Discussion

 Results: Presented correlations and the reliability of variables, indicating positive

relationships between digital HRM practices and HR managers’ social networking, internal
consistency of HR practices, and HRM system strength. Path analysis was used to test the
hypotheses.

 Hypothesis Testing: The results supported the proposed hypotheses, demonstrating that
HRM capability maturity moderates the relationship between digital HRM practices and HR
managers’ social networking, as well as the indirect effect on HRM system strength via HR
managers’ social networking. It was also found to moderate the relationship between digital
HRM practices and the internal consistency of HR practices.

Results and Discussion Slide:

Detailed Statistical Results:

Digital HRM and HRM System Strength:

Finding: A strong positive correlation was found between digital HRM practices and HRM
system strength (r = 0.71, p < 0.01). This implies a significant relationship where better digital
HRM practices are associated with a stronger HRM system.

Statistical Explanation: The correlation coefficient (r) of 0.71 is close to 1, indicating a strong
positive relationship. The p-value (< 0.01) suggests that this finding is statistically significant,
meaning there's a less than 1% probability that this result is due to chance.

HRM Capability Maturity's Role:

Finding: The interaction between digital HRM practices and HRM capability maturity
significantly affects HR managers’ social networking with line managers (β = 0.43, p < 0.001
when maturity is high; β = 0.24, p < 0.001 when maturity is low).

Statistical Explanation: Beta (β) values indicate the strength and direction of the relationship.
A higher β value at high maturity levels (0.43) compared to low levels (0.24) shows a stronger
positive effect of digital HRM practices on social networking in organizations with higher
HRM capability maturity. The p-values (< 0.001) indicate a high level of statistical significance.

Mediating Effects of Social Networking and HR Practices Consistency:

Finding: HR managers’ social networking mediates the relationship between digital HRM and
HRM system strength. The indirect effect is stronger when HRM capability maturity is high (β
= 0.05, p < 0.001) compared to when it is low (β = 0.02, p < 0.01).

Statistical Explanation: The beta values (β = 0.05 for high maturity and β = 0.02 for low
maturity) show the strength of mediation. The smaller p-values for high maturity indicate a
more robust mediating effect of social networking in organizations with mature HRM
practices.

Practical Implications:

This data suggests that organizations with higher HRM capability maturity can leverage
digital HRM practices more effectively, enhancing HR managers' networking with line
managers.

The significant mediation effect of social networking implies that enhancing HR and line
manager relationships is crucial in realizing the benefits of digital HRM.

Organizations should focus on developing their HRM capabilities to fully benefit from digital
HRM practices.

Future Research Suggestions:

Future studies could explore longitudinal data to understand how digital HRM practices
evolve over time in different maturity contexts.
 Investigating other potential mediators or moderators (e.g., organizational culture,
technology readiness) could provide a deeper understanding of how digital HRM impacts
HRM system strength.

Slide 1: Introduction

1. Digital HRM: Refers to the application of digital technologies in human resource

management. It encompasses the use of software, online platforms, and data analytics to
manage HR processes like recruitment, performance evaluation, and employee engagement.

2. Modern Era: Current period characterized by rapid technological advancements and digital
transformation.

3. Industry Leaders: Top companies or organizations in a particular sector that are often
trendsetters or benchmarks for best practices.

4. Adoption: The act of beginning to use or implement a new system, policy, or innovation.

5. Study Objective: The main goal or purpose of the research being conducted.

Slide 2: Variables

1. Practices: Specific actions, methods, or strategies employed within an organization.

2. Capability Maturity: A measure of how well an organization’s processes and practices are
developed and integrated.

3. System Strength: The perceived effectiveness and robustness of an HRM system within an
organization.

4. Internal Consistency: The degree of alignment and coherence among different functions or
processes.

5. Social Networking: Interaction and collaboration between different parties, in this context,
between HR and line managers.

Slide 3: Operationalization of Variables

1. Measurement Techniques: Methods or tools used to quantify or assess the variables being
studied.

2. Reliability: The extent to which a measurement tool produces stable and consistent results.

3. Validity: The degree to which a tool measures what it claims to measure.

Slide 4: Literature Review

1. Analysis: A detailed examination or study of something.

2. Previous Research: Studies or investigations conducted prior to the current study.

3. Gaps: Missing elements or unexplored areas in existing research.

Slide 5: Theoretical Framework

1. **Adaptive Structuration Theory (AST

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Slide 1: Introduction

Title: Digital HRM in the Modern Era

 Digital HRM Overview: Digital Human Resource Management (HRM) integrates digital
technology into HR practices, streamlining operations and enhancing efficiency.

 Significance in Digital Transformation: As businesses evolve in the digital age, HRM plays a
pivotal role in managing the workforce effectively using digital tools.

 Industry Leaders: Companies like Google and IBM are front-runners in adopting digital HRM,
setting benchmarks in leveraging technology for HR tasks.

 Study Objective: This study aims to evaluate the effectiveness of digital HRM practices and
identify the conditions for their optimal performance.

Slide 2: Variables

Title: Key Variables in Digital HRM

 Digital HRM Practices: Application of digital technology in recruitment, performance

management, and employee engagement.

 HRM Capability Maturity: Level of sophistication in HR practices within an organization.

 System Strength: Perceived effectiveness and robustness of an HRM system.

 Internal Consistency: Alignment and coherence among different HR functions.

 Social Networking with Line Managers: Collaboration and communication between HR and
line managers.

Slide 3: Operationalization of Variables

Title: Measuring HRM Variables

 Measurement Techniques: Employing scales and surveys to assess the impact of digital HRM
practices.

 Reliability and Validity: Ensuring the measurement tools are consistently accurate and
measure the intended variables effectively.

Slide 4: Literature Review

Title: Reviewing Digital HRM Research

 Research Background: Summarizing key findings from previous studies on digital HRM.
 Impact Analysis: Evaluating both positive and negative outcomes of digital HRM as reported
in literature.

 Gap Identification: Highlighting areas in digital HRM research that require further
exploration.

Slide 5: Theoretical Framework

Title: Theoretical Perspectives in Digital HRM

 Adaptive Structuration Theory (AST): Exploring the role of technology in shaping

organizational structures and behaviors.

 AST in HRM Context: Applying AST to understand how digital HRM practices interact with
organizational outcomes.

Slide 6: Overarching Theories Being Used

Title: Broader Theoretical Implications

 Combining Theories: Integrating AST with other relevant theories to form a comprehensive
view of digital HRM dynamics.

 Theory Application: Analyzing how these theories collectively explain the data and findings
in the study.

Slide 7: Methodology

Title: Research Methodology

 Survey Procedure: Detailing the distribution and collection of surveys, and the criteria for
selecting valid responses.

 Statistical Techniques: Explaining the use of statistical methods like path analysis to interpret
the study data.