Introduction

• Digital HRM practices use digital technologies and data to enhance HRM activity efficiency
and effectiveness.
• Notable examples include Google and IBM.
• Many Chinese organizations are adopting or ready for HR digitalization.
• Benefits include improved decision-making, adaptability, HR strategy, employee
performance, and financial performance.
• Some studies note a 'productivity paradox' with unclear financial returns.
• Effectiveness is linked to HRM system strength based on employee perceptions.
• Adaptive Structuration Theory (AST) suggests effectiveness depends on technology
adoption by organizational actors.
• HRM capability maturity might moderate digital HRM effects.
 Literature Review

• Digital HRM Practices: Defined as processes using digital technologies for HR efficiency.
• Interest in Digital HRM: Notable increase, especially in China.
• Benefits and Skepticism: Improvements in decision-making, adaptability, and performance
vs. skepticism due to unmet financial expectations.
• Implementation Issues: Effectiveness tied to the dynamic nature of HRM implementation.
• HRM System Strength: Based on employee perception of HR practices.
 Variables and Operationalization

• Digital HRM Practices: 33-item scale, 5-point Likert-type.

• HRM Capability Maturity: Based on the Capability Maturity Model.
• HR Managers’ Social Networking: Assessed by the closeness with line managers.
• Internal Consistency of HR Practices: Survey responses on consistency.
• HRM System Strength: 7-item scale, 5-point Likert-type.
• Control Variables: Firm age, size, ownership type.
 Theoretical Grounding and
Hypotheses
• Role of HRM capability maturity as a moderator.
• High HRM capability maturity aids efficient services and social networking.
• Digital HRM's impact contingent on HRM system maturity.
 Overarching Theories

• Based on Adaptive Structuration Theory (AST).

• AST explores interactions among information technologies, social structures, and human
interaction.
 Methodology

• Online survey with Beisen, a software company in China.

• Participants from various enterprises, mainly HR departments.
• Evaluation of companies’ digital HRM practices, HRM capability maturity, etc.
• 2582 responses, 1770 valid after checks.
 Results and Discussion

• Correlations between digital HRM practices and HRM system strength.

• HRM capability maturity as a moderator in digital HRM practices.
• Supported hypotheses show complex effects of digital HRM on effectiveness.