i

PROJECT REPORT
ON
“A study of digital HRM on employee job
performance in selected companies in Nagpur”

Submitted to

Rashtrasant Tukadoji Maharaj Nagpur University for Partial Fulfillment of the

Degree of Master in Business Administration (MBA)”

Submitted By
Sayali Sanjay Chinchalkar

Guided by
Ms. Deepika Soni

Supervisor
Dr. Snehal Godbole

Dr. Ambedkar Institute of Management Studies and Research, Deeksha Bhoomi,

Nagpur 2022-2024
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DR. AMBEDKAR INSTITUTE OF MANAGEMENT

STUDIES AND RESEARCH, NAGPUR

CERTIFICATE
This is to certify that the investigation described in this project entitled, “A
study of digital HRM on employee job performance in selected
companies in Nagpur” was carried out by Sayali Sanjay Chinchalkar
in Dr. Ambedkar Institute of Management Studies and Research, Nagpur
under my supervision and guidance in partial fulfilment of the requirement
for the degree of Masters of Business Administration of R.T.M. Nagpur
University, Nagpur. respects and is of a sufficiently high standard to
warrant its submission to the said degree. The assistance and resources
used for this work.

Dr. Snehal Godbole Ms. Deepika Soni Dr. Sudhir Fulzele

(Supervisor) (Guide) (Director)
 iii

DR. AMBEDKAR INSTITUTE OF MANAGEMENT

STUDIES AND RESEARCH, NAGPUR

DECLARATION
I hereby declare that this project titled “A study of digital HRM on employee job
performance in selected companies in Nagpur” is bonafide and authentic record
of work done by me under the guidance of Ms. Deepika Soni and supervision of Dr.
Snehal Godbole curing academic session 2022-24.

The work presented here is not duplicated from any other source & also not
submitted earlier for any other degree/diploma to any university. I understand that
any such duplication is liable to be punished in accordance with the university rules.
The source material, and data used in this research study have been duly
acknowledged.

Date: ----------------------------

Signature of Student
Place: Nagpur
 iv

ACKNOWLEDGEMENTS

These is my privilege to express my deepest sense of gratitude and in debt sense to my Supervisor
Dr. Snehal Godbole, and guide, Ms. Deepika Soni for their invaluable supervision, unending
support, constant encouragement, keen interest, helpfulness and constructive criticism. All this
provided us the needed moral and confidence to carry out this project.

I am honorably thankful to Dr. S.S. Fulzele, Director, DAIMSR, Nagpur and also Dr. V. M. Chopde,

Coordinator, DAIMSR, Nagpur for making us all facilities available.

I am also thankful to all other faculty members of DAIMSR for their help during my project work.
I take pleasure in expressing my heartiest thanks to my parents, colleagues, and classmates for
their moral support and helpfulness through my project work. I am also thankful to my other
friends excluding DAIMSR, for giving me full support in my project work.

(Sayali Sanjay Chinchalkar)

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Industry Reviewer Remarks (IRR)

Criterion Expected Outcome Degree of Agreement.

(Strongly Disagree 1 –
Strongly Agree 5)
Introductory Clearly identifies and discusses research
paragraph(s), focus/purpose of research
literature Research focus is clearly grounded in previous
review, hypotheses research/ theoretically relevant literature
or propositions. Significance of the research is clearly identified
(how it adds to previous research)
Hypotheses/propositions are clearly articulated
Research Methods Provides accurate, thorough description of how the
data was collected, what/how many data sources were
analyzed, plan of analysis or measurement
instrument, research context
Mention on how different situations may
influence data collection and interpretation is
thorough and insightful
Results Results are clearly explained in a
comprehensive level of detail and are well-
organized
Tables/figures clearly and concisely convey the data.
Statistical analyses (if used) are appropriate
tests and are accurately interpreted.
Conclusions Insightful discussion of how the study relates to
and/or enhances the present scholarship in this area
Suggestions for further research in this area are
insightful and thoughtful
OVERALL REMARKS
(Please suggest what more could have been done to improve the quality of the
project)
i
 ii

ABSTRACT

Digitalization in the field of human resource brings effective changes in job performance and
make the digitalized process in job mostly in the HR functions. The main aim of this study is
to find the impact of Digital HRM on employee job performance, which factor most
influence employee job performance and which HR practices has most significant impact on
employee job performance. In this study it is found that the digital HRM shows favourable
impact on employee job performance that is digital HRM shows the positive effect on job
satisfaction of employees, productivity of employees, attracting talent towards organization
and profits of organization while shows no positive effect on image of company. The study
has the two variables Dependent variable (employee job performance) and independent
variable (Digital HRM). This study aims at investigating the effect of digital HRM practices
on hence employee job performance. The results show that digital training had significant
effects on both employee job performance, digital performance appraisal had significant
effects on employee job performance and performance appraisal exerted a significant effect
on job performance. Consequently, it was approved that partially mediated the effect of
digital HRM practices on job performance. It was concluded that skilled employees who are
aware of their performance level are motivated to show higher levels of job performance.
Theoretically, the study called scholars to carry out further results to examine the effects of
other HRM practices on job performance through employee job performance. Empirically,
organizations are requested to conduct training sessions and assess employee performance
using digital means.
 iii

TABLE OF CONTENT

Sr no. Chapter Page no

Chapter 1 Introduction 1-6
Chapter 2 Literature Rivew 7-20
Chapter 3 Research Methodology 21-24
1.Statement of problem 21
2.Types of research 21
3.Objectives 21
4.Hypothesis 21
5.Rational 22
6.Research Design Including 23
Sample Design
7.Methodology 24
8. Graph 24
9.Limitation 25
Chapter 4 Data Analysis 26-45
Chapter 5 Conclusion 46
Chapter 6 Recommendation and Future 47
Scope
Chapter 7 References 48
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LIST OF TABLES

Sr. No Table Page. No

Table 1 Gender 26
Table 2 Marital Status 27
Table 3 Age 28
Table 4 Experience 29
Table 5 Level of Management 30
Table 6 Job Satisfaction 31
Table 7 Employee Productivity 32
Table 8 Talent Attraction 33
Table 9 Profits 34
Table 10 Image of Company 35
Table 11 Job Performance 36
Table 12 E-Recruitment 38
Table 13 E-Training & Development 39
Table 14 E-Performance Appraisal 40
Table 15 E-Compensation 41
Table 16 Linear Regression For E- 42
Recruitment and Job
Performance
Table 17 Linear Regression For E- 43
Training and Development
and Job Performance
Table 18 Linear Regression For E- 44
Performance Appraisal and
Job Performance
Table 19 Linear Regression For E- 45
Compensation and Job
Performance
 v

LIST OF FIGURES

Sr. No. Figures Page No.

Figure 1 Gender 26
Figure 2 Marital Status 27
Figure 3 Age 28
Figure 4 Experience 29
Figure 5 Level of Management 30
Figure 6 Job Satisfaction 31
Figure 7 Employee Productivity 32
Figure 8 Talent Attraction 33
Figure 9 Profits 34
Figure 10 Image of company 35
Figure 11 Job Performance 37
Figure 12 E- Recruitment 38
Figure 13 E- Training & Development 39
Figure 14 E- Performance Appraisal 40
Figure 15 E-Compensation 41
 vi

CHAPTER 1

INTRODUCTION

Human Resource Management:

Human resource management is one of the organizationally related functions that deals with
the issue of people working in the organization. It includes functions like recruitment,
training and development, compensation, performance management, safety and health,
industrial relations, etc. The main purpose of HRM is to make well-developed and strong
human capital, which means gathering the stock of KSAs (knowledge, skills, and abilities) of
employees. HRM considers people as assets of the job performance, and this is the unique
perspective of HRM towards people who are working in job performance. HRM comes up
with the policy of mutuality-mutual goals, mutual respect, mutual rewards, and mutual
responsibilities. Human resource development also comes under human resource
management and helps employees with their career development by enhancing their skills
and gaining more and more knowledge, which makes them more competitive in a challenging
environment.

DIGITAL HRM:

Digital HRM is the digitalization of all the human resource practices with the help of social,
mobile, analytics, and cloud technologies, which are also called SMAC technologies, to make
the HR process more efficient, faster, and easier as well as more adaptable, effective, and
effective in dealing with the challenging environment of the technological world. The digital
HRM also lines up the culture, talent, processes, and structure to equally level up both
innovation and effectiveness of the digital HRM, which ultimately helps to measure Job
performance. Digital HRM is similar as Electronic Human Resource Management (e-HRM)
which is the combination of Human Resource Management (HRM) and Information
Technology (IT). By using e-HRM the information related to human resource management is
control and given to personnel with the help of technological applications which helps in
enhancing HR service quality. (Tanya Bondarouk R. H., 2015)

Spark like is a video interviewing platform and one of the examples of SMAC. In this,
employees can schedule their own interviews, which can be easily shared with managers for
immediate feedback.
 vii

has to buy and make the technology platform more efficient for the proper handling of all HR
processes

According to Dave Ulrich, there are four steps to getting into digital IIRM, which are as
follows:

1) HR efficiency: This is the first step to entering digital HRM, where the organization has to
buy and make the technology platform more efficient for the proper handling of all HR
processes.

2) HR effectiveness: In this step, the actual implementation of technology is done in HR

functions like recruitment, training, performance management, communication, and work.

3) Information: The information required for the operation of the digital platform is given.
Internal and external data are combined to generate relevant data for people analytics.

4) Connection experience: In the concluding phase, digital HR is used to link people

Technology enhances the use of social networks, fosters the creation of interpersonal
encounters, and fosters a better sense of belonging.

(Verlinden)

In the present day, business is conducted on international scale and this involves the transfer
of goods and services, technology, managerial knowledge and capital to other countries or
across national boundaries. Globalization has made the world smaller through fast
communication network. The economies of the world have become increasingly integrated
(Bhagwati, 2004). Besides, we are now in a world where, digital HRM becomes a prominent
function of management compared to traditional HRM, because the survival of an
organization depends on the quality of human resources available to it and or use. Human
resources department need to embrace the digital transformation and put good practices at the
heart of their HR policy. However, there are number of challenges faced by human resource
management around the world. In order to succeed in the modern world, it is necessary for
business concerns to try expanding into the global market. For the HR function, this is the
most challenging opportunity, trying to managing the complexities of change and
 viii

transformation. HR today is playing a lead role along with business functions in creating the
necessary momentum and internal capabilities for organizations. According to Indermun
(2014), the responsibility of human resource manager is nowadays evolving with the change
in the competitive market environment and the realization that human resource management
(HRM) must play a more strategic function in the success of an organization. The quality of
human resources in an organization depends on the success in recruiting process largely.
Burma (2014) emphasizes the importance of a talented workforce as “in an era of competition
the growth of any organization is proportional to the growth of its talent.” Retaining good
employee is as important as selection and recruitment to support them to give of their best.
Therefore, consistent reward system is interrelated to objective, defined and consistent
performance appraisal systems. In the web-based economy, it would be most useful and
beneficial for HR professionals to understand the relation between HR and IT and utilize a
theoretical approach in enhancing the performance of the HR function through the integration
of IT. Technology is an integral strategy to ensure the balance between innovation and
efficiency in any organization. Due to HR being ahub of the organization and mostly
responsible for designing Job performance structure, the collaboration between the two is
highly significant.
Elements of Digital HRM
In the present digital world Human resource Management have adapted technology to stand it
the competitive digital world. Human Resource Management has to transform from
conventional to digital form. The following elements are required to make a transformation in
HRM.
A. Digital workforce
In the millennial era, current generations are considered the digital workforce, they have
internet-connected devices and web-based applications and services have always fascinated
their everyday lives. By having these employees, the organization needs to be digital in order
to engage with a digital employee. Therefore, digital HRM is embedded with mobile apps,
design thinking, video, behavioural economics, and the use of system analytics.
B. Digital work and task
The work in organization has taken huge transformation utilizing a digital platform in works
as well as in management. Every organization in this present scenario must make integrate
digitalization in the work process which will help in reducing manual work. Organizations
 ix

also need to use digital tools and media to connect and communicate with the employee.
Work and task in organization also need to organize digitally.
C. Digital support management
This involves planning, implementing, and using digital technologies to support HRM
activities such as payroll processing, reward and compensation, performance management,
training, and development, etc.

D. Updated HR technology
(Saini, 2018) There is a significant change in conventional human resources and its changing
pattern towards digital human resources through a cloud-based networking system. The
human resource field has shifted from conventional operation to mobile device-based
operation. Social and mobile functionality is considered an important need for recruitment
selection.

Employee Job Performance:

Employee job performance is a very crucial factor on organizations success due to its strong
relationship with employee productivity in terms of both in-role and extra-role performance.
Therefore, both scholars and organizations pay great attention to such a factor. In order to
explore the antecedents of employee job performance, numerous studies were taking place
from which various variables were regarded as drivers of employee performance. Examples
of these drivers are employee training, employee motivation, employee performance
appraisal, employee development, as well as other variables like leadership styles and
citizenship behaviour (Bedarkar & Pandita, 2014, Iqbal, Anwar & Haider, 2015; Sandhu et
al., 2017; Atatsi et al., 2019; Diamantidis & Chatzoglou, 2019; Mukhlis et al., 2022;).
Specifically, scholars highlighted the importance of human resource management (HRM)
practices as pivotal antecedents of employee performance (Younas et al., 2018; Ozkeser,
2019; Diamantidis & Chatzoglou 2019; Lumunon et al., 2021). In the digitization era, HRM
practices are implemented using digital means, which means utilizing the Internet and
technology applications to perform human resource functions (Halid et al.,2020). In this
context, some studies (e.g., Bawa, 2017; Riyanto et al., 2021; Al-Jedaia & Mehrez, 2020)
underlined a significant part of employee motivation in the relationship between HRM
practices and employee job performance can be enhanced using HRM practices and as it
improves employee job performance. Thus, employee motivation was introduced as a
 x

mediating variable in the effect of digital HRM practices and employee job performance.
Based on the above-mentioned studies, the objectives of this study are twofold. First, to
identify the effects of digital HRM practices on employee motivation and employee job
performance. Second, to investigate the mediating role of employee motivation in the effect
of digital HRM practices on employee job performance. Achieving the objectives of this
study contributes to the literature through emphasizing the effect of digital training and
digital performance appraisal on employee job performance through employee motivation
and calling researchers to conduct more studies using other digital HRM practices, as well as
informing organizations about some factors that improve employee performance. The study is
one of the first studies that consider the effect of digital HRM practices on employee job
performance in the presence of employee motivation. It is expected that the result of this
study is very useful for organizations to increase employee job performance.

According to Narayana Murthy & Tortorella (2021), the performance of employees and
organizations has been improved with HR digitalization with the real-time connection such
technologies provide between the physical and digital systems. Previous research focuses on
digitalization for marketing and business performance such as customer compensation and
reward. A comprehensive transformation from traditional to digital is required in terms of
policies and strategies and the way to execute the HRM practices. According to Maditheti
digital HRM is basically managing all the HRM work through technologies, applications and
internet. Innovations also are required to be brought in the HRM practices for attracting,
rewarding and evaluating employees. Nowadays, social or virtual media is acceptable for
retaining valuable employee. Digital HRM has also impact on the way employees are been
trained.

Job performance is the planned job associated tasks of the workforce and how effectively
those tasks have been carried out. Performance in the form of task performance comprises
the explicit behaviour of the job, which includes the fundamental responsibilities assigned as
part of the job description. Likewise, employees’ output at work is likely to be dictated by
their actions and by factors in the work environment that promote or interfere with the
reported productivity.

Employee performance is regarded as a critical concern in today's dynamic business

environment around the world, not only for attaining goals of organization but also for
preserving competitive advantages over other businesses. To improve the performance of
 xi

employees, all organizations must encourage positive attitudes in the workplace, such as
assisting customers with problems, cooperating with coworkers, attempting to avoid
unexpected incidents, and adhering to the organization's quality standards to ensure customer
satisfaction (Yilmaz, 2015). One of the most successful ways of assisting workers in using
their creative skills to improve their performance within the business they work for is via
empowerment. Clear communication channels are required to build successful empowering
employees. This will need management spending more time talking with employees and
allowing for feedback. Furthermore, it is necessary for management to assess the institution’s
communication styles and procedures in order to assure the most effective processes
practicable (Abou Elnaga, 2014). Given unpredictable technology development, unstable
environments, and rising competition, an increasing number of firms are recognizing the need
of giving their workers the authority and confidence they need to be effective (Shalley &
Gilson, 2004).
 xii

CHAPTER 2

LITERATURE REVIEW

1. Employee Performance:

Other factors affecting employee performance include employee training and development
(Hameed & Waheed, 2011), HRM practices like employee engagement (Bedarkar & Pandita,
2014). In terms of its measurement, employee performance was measured using items related
to employee ability to execute defined duties, meeting deadlines, and achieving department
objectives (Iqbal, Anwar & Haider, 2015). HRM practices like employee training,
compensation and performance appraisal (Sandhu et al., 2017) HRM practices like employee
training, compensation and performance appraisal employee engagement (Al-Abbadi et al.,
2017). innovative work behaviour (Al-Lozi et al., 2018). Employee performance has been
defined as “the degree to which the level of productivity of an individual employee meets the
firm’s performance standards” (Diamantidis & Chatzoglou, 2019). In their review of the
literature on employee performance, found that employee performance can be defined in
terms of employee output, expected fulfilment of tasks in job descriptions, in addition to
extra-role performance (Atatsi et al. 2019). Other factors affecting employee performance
include innovative work behaviour (Atatsi et al., 2019). Employee performance has been
defined as the degree to which the level of productivity of an individual employee meets the
firm’s performance standards (Mohammad, 2020), HRM practices like employee engagement
(Al-Abbadi et al., 2021). HRM practices like employee training, compensation and
performance appraisal (Al-Shormana et al., 2021) organizational citizenship behaviour,
Leader– member exchange, team learning, and innovative work behaviour (Boudlaie et al.,
2022).
The performance of employees as the extent to which an employee fulfils assigned duties and
responsibilities (Shields, 2015). However, the concept of employee success is demonstrated
 xiii

from a specific perspective. According to their observation, in general performance criteria,

performance of employees cannot be described and can only be clarified in the light of
organizational circumstances and viewpoints (Richard, 2009).
Employee performance involves quality and quantity of output, presence at work,
accommodative and helpful nature and timeliness of output. According to the results of the
study conducted by (Yang 2008) on individual performance showed that performance of the
individuals cannot be verified. Similarly, he asserts that organizations can use direct bonuses
and rewards based on individual performance if employee performance is noticeable (Yang,
2008). In line with (Yang 2008, Bishop 1987) investigated employee performance and
revealed that acknowledgment and recognition and reward of performance of employees
direct the discrimination between employee productivity. Moral and productivity of
employees is highly influenced by the effectiveness of performance of an organization and its
reward management system (Yazıcı, 2008). To satisfy customers, firms do much effort but do
not pay attention on satisfying employees. But the fact is that customer would not be satisfied
until and unless employees are satisfied. Because, if employees are satisfied, they will do
more work therefore ultimately customers will be satisfied (Ahmad, 2012). Employee
performance is actually influenced by motivation because if employees are motivated then
they will do work with more effort and by which performance will ultimately improve (Azar
and Shafighi, 2013).

2. Job Performance
One of the main areas of study for organisational behaviour is job performance. Actions
stated and required by an employee's job description and so mandated, appraised, and
rewarded by the employing company (Janssen & Yperen, 2004) constitute in-role work
performance. “Because work behaviour is predictable thanks to these sets of norms,
fundamental organisational tasks can be managed and coordinated to meet organisational
objectives” (Janssen & Van Yperen, 2004). The intentional generation, promotion, and
manifestation of innovative ideas within the organization defines job performance (Janssen
& Van Yperen, 2004). According to earlier research, job performance is a vast and
complicated concept with in-role and creative components (Masias-Fernandez et al., 2023).
Additionally, a company must allow its staff to innovate on the fly to respond to novel
opportunities, challenging circumstances, and odd circumstances (Al-Kharabsheh et al.,
2023). An employee's ability to accomplish their job is evaluated by their ability to generate
 xiv

novel and practical ideas and by their discretionary actions beyond their assigned
responsibilities (Hilton et al., 2023). These drivers include employee training, employee job
performance, performance reviews, employee development, and other factors such as
leadership styles and civic conduct. There is a relationship between Employee Incentives and
Job Performance. (Al-Nsour 2012), investigated the impact of Incentive Motivators and
Organization-Based Self-Esteem on employee performance. It demonstrates that there is a
positive correlation between employee job performance. (Hameed et al. 2013 Al Sagha 2013)
examined the impact of incentives on personnel performance at the Bank of Palestine, Gaza
the study demonstrates that monetary and moral incentives and rewards motivate employees
and boost their productivity, although the system for providing moral incentives to employees
must be modified. Employee job performance, employee satisfaction, and HRM practices
such as employee training, compensation and performance appraisal compensation and
performance. (Bedarkar & Pandita, 2014, Al-Abbadi et al., 2021), are just a few of the
variables that affect employee performance. (Al-Alwan et al., 2022; Al-Shorman et al., 2021;
Alhalalmeh et al., 2020; Sandhu et al). Provitera is a type of intrinsic energy that compels a
person to accomplish something. In their 2013 study, Investigating the Impact of Incentive
Motivators and Organization-Based Self-Esteem in a Pakistani Perspective, (Diamantidis &
Chatzoglou, 2019; Mohammad et al., 2020; Mohammad, 2020). Employee job performance
plays a crucial role in the interaction between HRM practices and employee job performance.
Employee job performance can be increased through HRM practices and as it improves
employee job performance. Therefore, it was determined to include employee motivation as a
moderating variable between the impact of digital HRM practices and employee job
performance. Employee performance is defined as the degree to which an employee’s level of
productivity meets the firm’s performance requirements. (According to Al-Jedaia and Mehrez
2020; Riyanto, Endri, and Herlisha 2021). The research was conducted at a university in
Jordan. It investigated the effect of financial and moral incentives on the performance of an
organization. The findings indicate that universities in Jordan provide sufficient financial and
moral incentives to their employees. According to the research, there is a correlation between
financial and moral incentives and employee performance, as well as between incentives and
customer satisfaction. It also demonstrates that moral incentives impact learning and
development, unlike financial incentives. (Subrahmanyam & Faruq, 2020.Manalo and Apat
2021) determined a positive, statistically significant correlation between motivational factors
and job performance in quantity and quality of work. It also confirmed that professional
development and advancement have significant relationships with work attitude. Job
 xv

performance is concerned with the intensity and direction of behaviour and the factors that
influence individuals to act in particular ways. People are motivated when they anticipate that
a course of action will result in achieving a goal and a valued compensation that satisfies their
needs and desires. (Armstrong 2014. Manalo and Apat 2021). The study demonstrates that
monetary and moral incentives and rewards motivate employees and boost their productivity,
although the system for providing moral incentives to employees must be modified.
Employee job performance, employee satisfaction, and HRM practices such as employee
training, compensation and performance appraisal compensation and performance. (Al-
Abbadi et al., 2021; Bedarkar & Pandita, 2014) Numerous studies investigated the factors
that contribute to an employee’s job performance, and various employee performance
determinants were identified from these studies (Mukhlis et al., 2022). Their research
indicates that experienced workers who know their performance level are motivated to
perform at higher levels (Al-kharabsheh et al. 2023). In their research, (Liow et al. 2023)
concluded that employee compensation for leaders has a significant effect on company
performance and that employee motivation by leaders has a significant effect on the quality
of employee performance. And employee performance is significantly impacted by
workplace satisfaction. Human resource management is the process of managing employees’
skills, abilities, attitude, creativity, etc. for the attainment of strategic and long-term goals and
objectives of the organization (Rao, 2009). The digital human resource management
(DHRM) often refers as e-HRM. According to (Alexander 2008), digital human resource
management is the application of the digital device, internet, and web-based systems to
facilitate the interaction of employee, line managers and HR professionals in a single digital
platform. Digital HRM is the transformation of processes and HR functions, and services
with the use of mobile, cloud technologies, to ensure employee engagement, commitment,
etc. also refer to the digitalization of HR. “It is proactive approach that includes, the HR
planning, recruitment, learning, development, and retention of talents, performance appraisal
based on web technology (Rouse, 2008). Furthermore, digital HRM can be defined as the
process of formulating and implementing the policies, strategies, practices, and procurement
via web-based technology in an organization (Ruel et al., 2004). Digital HRM reveals the
immense scope of conducting the HR functions such as e-recruitment, employee support
services (ESS), intranet and extranet services, management support services (MSS) and link
to the HR department, and database in a digital manner (Brock bank, 1997). The DHRM has
been so popular due to its utility of making it possible to bring all the functions of HR in a
platform, improving HR service, reduction of cost and paper use, facilitates green HRM,
 xvi

improving formulation and implementation of HR strategy, and so on (Bell and Sutton,

1998). Digital application of Human resource management has got immense application
because it makes the HR functions and service easier, improve the process, systems,
facilitates cloud-based system and streamline, real-time response, ensures transparency and
accountability, enables of application of digital technology and so forth (Rouse, 2008). Other
studies indicate the advantages of using digital HRM as improving employee efficiency,
employee participation, ensures flexibility in the formulation and implementation of HR
policy and practices within short, time and cost and saving, etc. (Bondarouk & Ruёl, 2009). It
also facilitates the automation in HR practices, supports the HR executive to function based
on the metrics and real-time data, creating virtual communities, remote working, etc. “Digital
HRM consists of three main elements such as operational, relational, and transformational.
Operational HRM refers to the daily payroll, management of employee and administrative
functions of the organization (Afroze, Hossan, Rahman, et, al. 2012). The training, online
recruitment, performance appraisal, talent management, designing a reward system is
considered as relational HRM (Bell and Sutton, 1998). Finally, talent management, strategic
decision, organization restructuring to achieve HR goal is called the transformational HRM.
The survey on the effectiveness of digital HRM reveals that being beneficial in time, cost and
money by reducing the additional burden of workforces, it also facilitates the reputation and
wide popularity of different social media. “Most crucial is that the application ensures a
healthy working environment and safety for the employees” (Miah & Hossain 2014).
According to earlier research, job performance is a vast and complicated concept with in-role
and creative components (Masias-Fernandez et al., 2023). Actions stated and required by an
employee's job description and so mandated, appraised, and rewarded by the employing
company (Janssen & Yperen, 2004) constitute in-role work performance. Because work
behaviour is predictable thanks to these sets of norms, fundamental organisational tasks can
be managed and coordinated to meet organisational objectives (Janssen & Van Yperen, 2004).
Additionally, a company must allow its staff to innovate on the fly to respond to novel
opportunities, challenging circumstances, and odd circumstances (Al-Kharabsheh et al.,
2023). The intentional generation, promotion, and manifestation of innovative ideas within
the organization" defines job performance (Janssen & Van Yperen, 2004,). An employee's
ability to accomplish their job is evaluated by their ability to generate novel and practical
ideas and by their discretionary actions beyond their assigned responsibilities (Hilton et al.,
2023). Employee Job Performance and Business Added Values Workplace effectiveness has
been the subject of countless studies in the fields of industrial management and corporate
 xvii

behaviour (Chen et al., 2023). It can be defined as an individual's observable action or

behaviour that creates value for the company and helps it achieve its goals (Ghorbanzadeh et
al., 2023; Hammouri et al., 2022). When we talk about an employee's performance on the
job, we're referring to the extent to which they meet the broad performance expectations of
the company (Mishra & Kasim, 2023). Over the past few decades, there has been a profound
shift in how we think about "job performance", from a narrow focus on fixed positions and
duties to a broader grasp of roles within dynamic organizational contexts (Anasori et al.,
2023). Because of the increasingly competitive and worldwide nature of the modern
workplace, it has become increasingly important for businesses to be flexible enough to adapt
to new situations quickly (Alkharabsheh et al., 2023). A broader conception of what
constitutes "good work" in the modern workplace is required, one that includes any and all
efforts that add to the success of the business (Al-Zagheer et al., 2022). Role performance,
adaptive performance, proactive performance, and citizenship actions are represented in the
definition of individual performance (Al-Zagheer et al., 2022). According to this revised
framework for measuring employee productivity, role performance can make a difference at
three distinct tiers: the individual, the team, and the company. Competence, flexibility, and
initiative are the three main types of behaviour that can be broken down into sub dimensions
of job position performance (Hanandeh et al). Job performance (Oluseyi and Ayo 2009)
argued that job performance is related to the willingness and openness to try and achieve new
aspects of the job which in turn will bring about an increase in the individual’s productivity.
Job performance can be defined as “all the behaviors employees engage in while at work.
(Khan et al. 2009) stated that a fair amount of the employees’ behaviour displayed at work is
not necessarily related to job-specific aspects. A good employee performance is necessary for
the organization, since an organization’s success is dependent upon the employee’s creativity,
innovation and commitment (Kreisman, 2002). Job performance refers to how well someone
performs at his or her work. Job performance has been defined as work performance in terms
of quality and quality expected from each employee (Khan et al., 2009). Besides,
(Chaudhary and Sharma 2012) defined job performance as the behaviour executed in line
with the set objectives of the organization. Crucial in a high job performance is the ability of
the employee himself (Salanova et al., 2005). Organizational reciprocity between a customer
and a service provider can be expressed in terms of employee performance or employee
service conduct. As a measure of employee behaviour, how employees treat customers in
terms of their attitudes, voices, and gestures is considered. Two distinct categories of an
employee’s performance are in-role and extra-role performance. The structure of explicit
 xviii

commitments, detailed in job performance such as job descriptions and performance

evaluation forms, generates implicit norms. These standards impact performance while in the
role. “The in-role performance, referred to as generic service conduct”, is defined by
(Wibowo et al. 2021) as service etiquette that adheres to job descriptions and service scripts
and consists of performing core service duties using standard service procedures. The term
extra-role performance refers to actions that go beyond the official responsibilities of a role.
The context for the phrase “proactive performance or extra-role activity” is a self-starting,
forward-thinking plan that is focused on service delivery over the long term. In reality, in-role
performance and performance outside of one’s normal job responsibilities provide a more
substantial and advantageous contribution to the organization in terms of employee
performance (Supriadi, Urbach, & Saputra, 2022). Performance is impacted by employee
productivity during work performed to reach a destination and the efficiency of an
organization’s operational activities. According to (Harras, Sugiarti, and Wahyudi 2020),
performance is the outcome of work processes such as exertion, diligence, and honesty.
According to (Harras et al. 2020), there are four indicator criteria for measuring employee
performance: work outcomes, work attitudes, work behaviour, and employee benefits.
According to (Mangkunegara 2016), performance is the work accomplished by employees in
completing their assigned responsibilities, and the quality and quantity of the outcomes are
evaluated.

3. Digital HRM practices:

These practices embrace recruitment and selection, training, appraisal and compensation, job
design, employee participation, employee empowerment, employee promotion, (Al-Hawary,
2015). There are three elements of digital HRM, which are digital employee, digital work,
and digital employee management (Aggarwal & Sharon, 2017). These functions are related to
several types of HRM practices such as market-based HRM practices, high-performance
HRM practices (Al-Abbadi, 2018) Generally, HRM practices can be categorized into three
types, which are pre-hire practices, staffing, and post-hire practices (Manzoor et al., 2019).
These practices embrace recruitment and selection, training, appraisal and compensation, job
design, employee participation, employee empowerment, employee promotion, (Al-Abbadi &
Alsawabkeh 2020). Digital HRM refers to carrying out HRM using the Internet and
technology applications (Halid, Yusoff & Somu, 2020). In fact, digitalization of HRM
signifies a technical process used to convert analogue human resource information into digital
 xix

information to be processed automatically, or a socio-technical process used to exploit

digitalization possibilities for operational and strategic HRM purposes (Strohmeier, 2020).

4. Digital Human Resource Management (HRM):

To get a deeper understanding of what is digital HRM, it is necessary to define the meaning
of HRM. According to Huselid, the best HRM practices areas are “recruitment and selection,
socialization, job design, training and development, participation, career development,
performance appraisal, employee reward and job security”. Moreover, Bredin & Sunderland
explained HRM as practices relating to the relationship between the employees and the
organization in which they work. In addition, HRM can be explained as the managing of HR
in order to enable the organization to growth the development of information technology has
played a key role in the evolution of HRM. In the business world, digital technologies are
transforming every aspect of HRM from attracting & recruitment of new employee, training
and development, performance appraisal and compensation and reward. A comprehensive
transformation from traditional to digital is required in terms of policies and strategies and the
way to execute the HRM practices. According to Maditheti digital HRM is basically,
managing all the HRM work through technologies, applications and internet. Innovations also
are required to be brought in the HRM practices for attracting, rewarding and evaluating
employees. Nowadays, social or virtual media is acceptable for retaining valuable employee.
Digital HRM has also impact on the way employees are been trained. Iwu conducted study at
sub-Saharan African universities found that maximum percentage of employees agreed that
E-HRM would increase their performance. also studied the impact of digitization on HR
development, talent management and performance at work. The findings of research indicate
that there is a positive impact of digital transformation on all variables. Tripathi & Kushwaha,
strongly recommended that organizations to bring forward digitization in the HRM practices
as it has become very significant these days. Recent study by Fedorova et al., shown that
digitization of HRM processes enable to remove many routine tasks, to reduce the risk of
human error and empower experts to solve important issues, enabling them to use their
knowledge and skills more effectively in solving business problems. Therefore, based on
previous research it shows that execution of digital HRM is important for organization to
improve their performance and maintain relevant in digital era.
 xx

Although, HR digitalization have been mentioned and discussed by several previous

researchers, however, it has not got its enough investigation. In this section, the researcher
tries to establish the effect of HR digitalization on the employee job performance based on
the previous studies. This is supported by (Bengtsson 2017) who confirmed that digitalization
is the new norm that must be adopted by HR managers. Different diminutions of the
technology adoption have been explored such as the employee attitudes, behaviours, and, its
impact on the HR functions e.g. (Evseeva et al. 2019; Savola & Troqe 2019), advantages and
disadvantages of different recruiting methods, and challenges for HR managers (Das &
Suresh Krishna, 2019). Another study conducted by (Das & Suresh Krishna 2019) acceptance
(Baskaran et al., 2020) has argued that technology has brought several implications of the
HR professionals and managers.
Bondarouk et al. (2017):
It is conducted a comprehensive review study to offer a better insight on the HR digitalization
for a longer period of time globally. The researchers confirmed that there is much potential
for the digitalization of HR to enhance from the effectiveness of HR and contribute to the
achievement of the corporate goals and objective. This was supported by the recent study of
(Iqbal et al. 2019) who found employee productivity to be positively impacted by HR
digitalization in a study among the employees working in the banking sector in Pakistan. The
participants in this study were working in banks that already introduced the e-HRM. Another
study was conducted by (Narayana Murthy & Tortorella 2021) to study the influence of
Covid-19’s work implications (such as: virtual connection and working from home
environment) on the performance of employees. The study included the IR 4.0 technologies
as the mediator in the framework. The findings revealed that the implications of Covid-19 are
affecting the performance of the employees and that the technologies of 14.0 moderate the
enhancement of employee job performance. The researchers highlighted that the performance
was enhanced by such technologies due the real-time connection established between the
physical and digital systems. The results are supported by (Olsen & Tomlin 2020) who stated
that the digitalization is not only enabling companies to reduce costs, provide flexible work
environment, increase speed, and improve quality, but it also reduces the tensions between
the stakeholders and, thus, enhances the employee job performance. (Lager & Milojkovic
2018), for example, in a study on how digital adoption has been adopted by organization to
manage employees, found that it can improve employee engagement on the organizational
activities. Another study by (Fedorova et al. 2019) found that the digitalization reduces the
 xxi

routine tasks and human errors which is also an enhancement of employee job performance.
(Iqbal et al. 2019) examined the direct links between e-HRM and productivity as well as the
mediated links between e-HRM, perceived HR service quality and productivity. It was
revealed that E-HRM practices have a statistically significant positive effect on managers’
perceptions of labour productivity. The study also reveals that e-HRM practices influence the
quality of HR service, and that the quality of HR services fully mediates the relationship
between eHRM practices and managers’ perceptions of labour productivity. Results highlight
the importance of designing and implementing e-HRM systems so that they support
organization workflow and enable workers to carry out a range of HR and non-HR activities
more efficiently. Proceedings of the International Conference on Industrial Engineering and
Operations Management Istanbul, Turkey, March 7-10, 2022 IEOM Society. (Umar et al.
2020) investigated the relationship between electronic Human Resource Management (E-
HRM) practices and employee job performance (i.e. task, contextual, adaptive performance,
and counterproductive work behaviour at the individual level. Both e-communication, and e-
compensation were significantly and positively related to all the dimensions of employee job
performance (i.e. task, contextual, adaptive, and counterproductive work behaviour). Also, e-
training was found to be positively related to task and adaptive performance only. Similarly,
results showed that performance appraisal practice was only related to contextual
performance and counterproductive work behaviour. On the contrary, e-training practice
demonstrated no significant effect on contextual performance and counterproductive work
behaviour. Similarly, no significant direct effect was found between e-performance appraisal
and task and adaptive performance. Digital Human Resource Management (HRM) has
emerged as a significant component of job performance success in the digital age. This
literature review aims to explore the existing research on the role of digital HRM in
enhancing job performance. By examining the key findings and perspectives from various
scholarly articles, this review aims to provide insights into the benefits, challenges, and
potential outcomes associated with the adoption of digital HRM practices. To serve this
purpose a focused group discussion has been conducted of most renowned eight garment
factories along with digital HRM practices there in.
(Varadaraj et al. 2021) tries to highlight the role of digital HRM in improving the
performance of the job performance. The data used for this research are secondary. The
outcome of the research would be very important for a business organization to implement
digital human resource management and also for improving and enhancing job performance.
 xxii

(There's 2021) motivating the principal categorization of constructs and deriving the guiding
research question. Then describe the various perspectives to the multifaceted phenomenon of
DHRM research. Each perspective is introduced with clarifications regarding associated
terminology and substantiated by relevant examples to derive open research questions. A
research framework is then presented to capture the essence of these perspectives in a holistic
overview. (Jani et al. 2021) HR transformation using Digital human resource technology
(HRT) can significantly enhance business outcome of fortune 500 companies of India if it is
mediated by different HR role (strategic, employee champion, change agent and
administrative expert). The result also proved that just implementation and adaption of the
Digital HRM may not guarantee HR Transformation unless HR optimises the specific role as
per the need of the hour. (Wang et al. 2022) found that the use of digital HRM practices
impacts HRM effectiveness through the internal consistency of HR practices and external
social networking of HR managers with line managers. The positive or negative effects of
digital HRM practices depend on the enterprise’s HRM capability maturity. While the
majority of previous studies have explored the impact of digital HRM on organizations,
including the effects on cost reduction and job performance, the study expanded the focus on
the outcomes of digital HRM to include employees’ perceptions of HRM effectiveness, which
can further influence employees’ attitudes and job performance. (Anh et al. 2022) shows that
digital HRM plays an important function of organization in terms of boosting satisfaction of
remote workers as well as enhancing the relation to employee with their working and
nonworking time. Additionally, the mediating effect of work-life balance in association with
digital HRM and job satisfaction has been confirmed from this study. (Altun 2022) revealed
that there is no significant effect of rewards and career on employee wellbeing; in contrast
compensation, communication and training respectively have significant positive impact on
employee wellbeing. In terms of the digital human resources dimensions, the study has
concluded that only activities regarding digital training impact employee wellbeing
significantly and other digital human resources activities do not affect the wellbeing of
employees. (Setyaningrum et al. 2022) analysed the data using the triangulation method
through documentation, interviews and direct observation in the field with case studies. The
results of the study explain that several digital HRM practices have been carried out in
several companies, but other practical activities have not been carried out optimally. This is
because the support from the system and the digitization of business processes that are
included in HR practices are not yet optimal. However, the company realizes that DHRM is
able to improve business performance in a sustainable manner. Human resource management
 xxiii

is the process of managing employees’ skills, abilities, attitude, creativity, etc. for the
attainment of strategic and long-term goals and objectives of the organization (Rao, 2009).
The digital human resource management (DHRM) often refers as e-HRM. According to
(Alexander 2008), digital human resource management is the application of the digital device,
internet, and web-based systems to facilitate the interaction of employee, line managers and
HR professionals in a single digital platform. Digital HRM is the transformation of processes
and HR functions, and services with the use of mobile, cloud technologies, to ensure
employee engagement, commitment, etc. also refer to the digitalization of HR. It is a
proactive approach that includes, the HR planning, recruitment, learning, development, and
retention of talents, performance appraisal based on web technology (Rouse, 2008).
Furthermore, digital HRM can be defined as the process of formulating and implementing the
policies, strategies, practices, and procurement via web-based technology in an organization
(Ruel et al., 2004). Digital HRM reveals the immense scope of conducting the HR functions
such as e-recruitment, employee support services (ESS), intranet and extranet services,
management support services (MSS) and link to the HR department, and database in a digital
manner (Brock bank, 1997). The DHRM has been so popular due to its utility of making it
possible to bring all the functions of HR in a platform, improving HR service, reduction of
cost and paper use, facilitates green HRM, improving formulation and implementation of HR
strategy, and so on (Bell and Sutton, 1998). Digital application of Human resource
management has got immense application because it makes the HR functions and service
easier, improve the process, systems, facilitates cloud-based system and streamline, real-time
response, ensures transparency and accountability, enables of application of digital
technology and so forth (Rouse, 2008). Other studies indicate the advantages of using digital
HRM as improving employee efficiency, employee participation, ensures flexibility in the
formulation and implementation of HR policy and practices within short, time and cost and
saving, etc. (Bondarouk & Ruёl, 2009). It also facilitates the automation in HR practices,
supports the HR executive to function based on the metrics and real-time data, creating
virtual communities, remote working, etc. Digital HRM consists of three main elements such
as operational, relational, and transformational. Operational HRM refers to the daily payroll,
management of employee and administrative functions of the organization (Afroze, Hossan,
Rahman, et, al. 2012). The training, online recruitment, performance appraisal, talent
management, designing a reward system is considered as relational HRM (Bell and Sutton,
1998). Finally, talent management, strategic decision, organization restructuring to achieve
HR goal is called the transformational HRM. Digital HRM has got immense popularity
 xxiv

around the world including least developing countries like Bangladesh due to rapid
automation, techbased business era, presence and involvement larger community online, real-
time response, gaining efficiency, and distance handling of HR in the workplace (Bell &
Sutton, 1998). The survey on the effectiveness of digital HRM reveals that being beneficial in
time, cost and money by reducing the additional burden of workforces, it also facilitates the
reputation and wide popularity of different social media. Most crucial is that the application
ensures a healthy working environment and safety for the employees (Miah & Hossain
2014).
HR professionals are already using technology to some extent, but the question of whether it
is being accepted, maximized, and measured still needs to be answered. There is the
imperative
need to understand how HR can incorporate IT in their strategy to attract and retain the
individuals who will create the competitive advantage and have the processes that support the
business strategy (Huselid, 1995). Recent examples among local and companies overseas
have shown the importance of IT being integrated into HR practices to increase profitability.
For example, Deutsche Bank has made its human resources component a strategic partner in
its business by making each human resources person a change agent and defining strategic
competency. Development and information technology were prime movers in changing
Deutsche Bank's personnel management (Svoboda &Schroder, 2001). Previous studies have
conceptualized technology “as a useful instrument that may facilitate competitive advantage
only when combined with existing firm capabilities” (Tippins & Sohi,2003). The
conventional HRM practices such as recruitment, compensation, performance appraisal,
retraining, redeployment, and rightsizing (Huselid 1995) are reported to be intentionally
adapted with innovations, which are defined as innovative HRM practices to adopt skills,
behaviors, and interactions during the process of organizational re-designing (Som, 2012).
The major issue during implementation of HR practices was noted that, organizations do not
invest much into IT due to the prohibitive costs of doing so. However, it is indisputable that
technology is one of the key indicators that influence HR practices implementation
(McCampbell, Clare & Gitters, 1999). Pfeffer 1981) says that the adoption of innovative HR
practices depends extensively on relative power of Job factors to uphold such innovation on
organizational context (e.g. size and unionization) (Kossek 1987, 1989). While managers
have started to realize that the adoption and integration of IT by organizations has become a
competitive necessity, they have also begun to observe that there is still much to learn about
how to strategically position technology to ensure the significant positive effect on firm
 xxv

performance (Tippins & Sohi,2003). Moreover, technology can provide an edge in harvesting
knowledge from piles of old data repositories (Bhatt, 2001). Previous researchers have shown
that innovative HR practices have various benefits for the adopting organization (Agarwala
2003; Bhatnagar and Sandhu 2005; Bhatnagar 2007). In addition, it can enable rapid search,
access and retrieval of information and can support collaboration and communication among
organizational members (Wong, 2005. Agarwala 2003) found that among all the dimensions,
introduction of innovative HR practices explained the maximum amount of variance in
organizational commitment and thus were most effective in enhancing employee attachment
to the organization. Further, previous researchers have argued that the nature of relationship
of the HR department in any organization with top and middle management, and the ways
through which the HR strategy is linked with the organizational strategy (Ulrich 1997 Som
2007) proposed several factors that influence innovative HRM practice adoption in
organizations operating in India i.e. national environment, or institutional framework, culture
and incentive structures for innovative practices; unionization; technological sophistication;
organizational size, professionalization, restructuring; leadership and style of top
management; and role of HR department.

CHAPTER 3

RESEARCH METHODOLOGY

1. Statement of problem:

The Adoption of digital technology in increasing day by day mostly in which changes method
of managing workforce as use of digital HRM brings use of digital platform, social media
Apps and many more. The HRM is getting more and more digitalized day by day, so to find
of the impact of Digital HRM on employee job performance as the research on this is limited.
The study is done to check whether Digital HRM has positive impact on job performance or
not and to identify which digital HRM practices has most significant impact on job
performance. The main aim of this study is to examine the contribution of Digital HRM
towards employee job performance and to find the relation between the digital HRM and job
performance. The study addresses the gap in the literature and provide beneficial perception
for organizations who are boking to adopt the digital HRM in their job performance.
 xxvi

2. Type of Research:
The research method use in this study is qualitative and quantitative research. In
quantitative research, the data are analysed with numbers and statistics, and in qualitative
research, the data analysed are non-numerical and perceive the meaning of social reality.

3. Objectives:
1. Assessment of Digital HRM Implementation
2. Measurement of Employee Job Performance
3. Identification of effective Digital HRM practices
4. Exploration of Moderating Factors

4. Hypotheses:
Null Hypothesis- There is no significant relationship between Digital HRM practices
and employee job performance.
Alternative Hypothesis- There is a significant relationship between Digital HRM
practices and employee job performance.
5. Rational:
Human Resource Management is very important for any job performance as human
resource plays very vital role building the job performance. And for properly managing
and utilizing the human resource there is HRM.

As in the today's world all things are getting digitalized with the use of Artificial
Intelligence, cloud and mobile. Now in the fourth industrial revolution the industry is
name as industry 4.0 and the workforce which is working are named as workforce 4.0. In
the workforce 40 the management of this workforce was done by digital HRM practices.
There is so many software which helps in reducing time, errors, many more and make
processes automated.

It is very important for any organization to remain competitive in today's world and to
face the challenges from this competitive world and for that the organization has to walk
with changing work culture and environment. Whole world is running in the way of
digitalization at that time the HRM also have to adopt the digitalization in their practices.
E-HRM helps in automated recruitment, digitally screening of resumes, automated
 xxvii

calculation of pay through e-compensation, improvement in performance by quick e-

feedback. The most important thing is that digital HRM minimizes the paper work.

With the objective to know the impact of digital HRM on job performance the study is
conducted. In this study some factors are considered which helps in identifying the job
performance. The study is also conducted to know the perception of people regarding use
of digital HRM and to check the awareness of digital HRM.

6. Research Design Including Sample Design:

a) Sample Size:
The sample size considered for the study is 50 employees from IT companies. The
sample size consists of 50 employees of different age, gender, management level and
from different department The data collected from these 50 employees are through
questionnaire.

b) Sampling Technique:
The sampling technique use in this study is Simple Random Sampling.
A simple random sample is a randomly selected subset of a population. In this sampling
method, each member of the population has an exactly equal chance of being selected.
c) Data Collection:
The data collected for study of impact of digital HRM on job performance is primary
data as well as secondary data.

1. Primary data:
The primary data collected in this study is from the employees who are working for IT
 xxviii

companies The data collected is fresh and first-hand with the help of a questionnaire in
the form of a Google Form. The Google form consists of 36 questions, which include
five demographic questions and 36 other questions related to five dependent factors to
measure the job performance.

2. Secondary data:
The secondary data collected for study is through the various sources which are
as follows:
 Research Paper
 Google Scholar

7. Methodology
The methodology use for data analysis in this study is one of the statistical tools. The
statistical tool for analysing data in this study is Linear regression.

a) Liner Regression Analysis:

Linear regression is the statistical tool use to analysed relation between one independent
variable and one dependent variable. In linear regression the relation of dependent and
independent variable shows the straight line which is also called as regression line. The
aim of linear regression is to create the linear model for data collected so that can use to
predict data for dependent variable based on independent variable. (Kanade, 2023) The
data is interpreted by looking towards the two values that is R square and p value. If R
square value is nearest to one then the model is good fit and if the p value is less than
0.05 than the relationship is statistically significant.

8. Graphs:
The graphics in this study shows the responses obtained through the Google
form. The graphics represents the demographics, factors defining job
performance and the representation of independent factors which impacts the job
 xxix

performance.

9. Limitations:

1. The sample size might be short not representing entire the population to draw the
conclusion for relationship between digital HRM and job performance.
2. The data collected may be self-report bins that they can under rate or over rate the
experience of using digital HRM tools.
3. The study is limited to the four practices of human resource management.
4. It is difficult to find relationship between digital HRM and job performance only
using four factors as there are so many other factors which defines the job
performance.
5. The study is time limited as it covers only short-term outcomes and not long-term
effect of digital HRM on job performance

CHAPTER 4
DATA ANALYSIS
A. Data Analysis:
1. Gender
 xxx

28.30%

71.70%

Male Female Other

Figure 1 Gender
Responses Percentage Respondents
Female 28.3% 14
Male 71.7% 36
Total 100% 50
Table 1 Gender

Analysis:
The study has 71.7% of male respondents and 28.3%of female respondents out of 100%
respondents.
 xxxi

2. Marital Status

20.80%

79.20%

Single Married

Figure 2 Martial Status

Responses Percentage Respondents
Married 20.8% 10
Single 79.2% 40
Total 100% 50
Table 2 Martial Status

Analysis:
The population consider for this study is 50 employees out of which 20.8% respondents are
married and 79.2% employees are single.
 xxxii

3. Age

45.30%
54.70%

20-25 26-35
36-45 46 Year &Above

Figure 3 Age
Responses Percentage Respondents
20-25 years 45.3% 23
26-35 years 54.7% 27
36-45 years 0% 0
46 year & above 0% 0
Total 100% 50
Table 3 Age

Analysis:
In this study the different age of respondents is taken from the age group of 20 years and
onwards. There are 23 respondents from the age group of 20-25 out of total respondents are
27 respondents from the age group of 26-35 years out of total respondents.
 xxxiii

4. Experience

11.30%

15.10% 35.80%

37.70%

Less than 1 year 2-3 year 4-5 year More than 5 year

Figure 4 Experience
Responses Percentage Respondents
Less than 1 year 35.8% 18
2-3 year 37.7% 19
4-5 year 15.1% 7
More than 5 years 11.3% 6
Total 100% 50
Table 4 Experience

Analysis:
In this study out of 50 respondents having less than 1 year of experience, 19 respondents
having 2-3 years of experience, having 4-5 years of experience and 6 respondents having
more than 5 years of experience.
 xxxiv

5. Level of Management

1.4

3.2

8.2

Top level of Management Middle level of Management

Lower level of Management

Figure 5 Level of Management

Responses Percentage Respondents

Top level Management 11.3% 7
Middle level of 50.9% 26
Management
Lower level of 37.7% 17
Management
Total 100% 50

Table 5 Level of Management

Analysis:
In this study out of total 50 respondents, 7 respondents are from top level management or
managerial level, 26 respondents are from middle level management or executive level and
17 respondents are from level management or supervisory level. The study is about impact of
digital HRM towards job performance, to measure the performance of job five factors are
take such as Job satisfaction. Employee productivity, Talent attraction, Profits and Image of
company. The graphical representation and analysis of each factor are as follows:
 xxxv

 Job Satisfaction:
Job Satisfaction The scale is anchored from Strongly Disagree to Strongly Agree

Chart Title
10
8
6
4
2 Strongly Disagree
0 Disagree
Neutral
Agree
Strongly Agree

Fi
gure 6 Job Satisfaction
Responses Percentage No. of Respondents
Strongly Disagree 12% 6
Disagree 12% 6
Neutral 26% 13
Agree 30% 15
Strongly Agree 20% 10
Total 100% 50

Table 6 Job Satisfaction

Analysis:
The study conducted the survey of 50 employees, out of 50 respondents 6 respondents were
strongly disagree and disagree with the job satisfaction, 13 respondents were neutral
regarding job satisfaction, 15 respondents were agreeing with the job satisfaction and 10,
respondents were strongly agree with job satisfaction. The highest number of respondents
were agree that then adoption or use of Digital Human Resource Management were
increasing the job satisfaction.
 xxxvi

 Employee Productivity:
Employee Productivity The scale is anchored from Strongly Disagree to Strongly Agree

Chart Title
10
9
8
7
6
5
4
3
2
1
0
Digital HRM.. Digital HRM.. I visit an e Digital HRM..

Strongly Disagree Disagree Neutral

Agree Strongly Agree

Figure 7 Employee Productivity

Responses Percentage Respondents
Strongly Disagree 10% 5
Disagree 10% 5
Neutral 24% 12
Agree 30% 15
Strongly Agree 26% 13
Total 100% 50

Table 7 Employee Productivity

Analysis:
The study conducted the survey of 50 employees, out of 50 respondents were strongly
disagree and disagree with the productivity level of employee, 12 respondents were neutral
regarding employee productivity, 15 respondents were agree with employee productivity and
13 respondents were strongly agree with employee productivity. The highest number of
respondents were agree that the adoption or use of Digital Human Resource Management
were increase the employee productivity.
 xxxvii

 Talent Attraction:
Talent Attraction The scale is anchored from Strongly Disagree to Strongly Agree
25
20
15
10
5
0

Strongly Disagree Disagree Neutral

Agree Strongly Agree

Figure 8 Talent Attraction

Responses Percentage Respondents
Strongly Disagree 14% 7
Disagree 10% 5
Neutral 26% 13
Agree 32% 16
Strongly Agree 18% 9
Total 100% 50

Table 8 Talent Attraction

Analysis:
The study conducted the survey of 50 employees, out of 50 respondents 7 respondents were
strongly disagree with talent attraction, 5 respondents were disagree with the talent attraction,
13 respondents were neutral regarding talent attraction, 16 respondents were agree with the
talent attraction and 10 respondents were strongly agree with talent attraction. The highest
number of respondents were agree that the adoption or use of Digital Human Resource
Management were increase the talent attraction.
 xxxviii

 Profits:
Profits The scale is anchored from Strongly Disagree to Strongly Agree

16
12
8
4
0
n
nc
y rs er
tio ro st
iza cie er fa
g an effi th
e
ti on
or k's ize ica
he or un
ft yw im
o in m
m
ts m m
ts o co
ofi os st he
pr bo lp st
e he e
th M ak
e
to l HR HR
M m
ut ita l RM
trib di
g g ita lH
co
n of Di ta
e gi
or
k us Di
e
yw Th Strongly disagree Disagree Neutral
M Agree Strongly Agree

Figure 9 Profits
Responses Percentage Respondents
Strongly Disagree 12% 6
Disagree 12% 6
Neutral 20% 10
Agree 38% 19
Strongly Agree 18% 9
Total 100% 50

Table 9 Profits

Analysis:
The study conducted the survey of 50 employees, out of 50 respondents 6 respondents were
strongly disagree and disagree with profits, 10 respondents were neutral regarding profits,19
respondents were agree with the profit and 9 respondents were strongly agree with profit. The
highest number of respondents were agree that the adoption or use of Digital Human
Resource Management were increases the profit of the company.
 xxxix

 Image of company:
Image of company. The scale is anchored from Strongly Disagree to Strongly Agree
16

14

12

10

0
Digital HRM.. Digital HRM…. Digital HRM….. E-learning…..

Strongly disagree Disagree Neutral

Agree Strongly Agree

Figure 10 Image of Company

Responses Percentage Respondents

Strongly Disagree 12% 6
Disagree 12% 6
Neutral 34% 17
Agree 30% 15
Strongly Agree 12% 6
Total 100% 50

Table 10 Image of Company

Analysis:
The study conducted the survey of 50 employees, out of 50 respondents 6 respondents were
strongly disagree and disagree with profits, 17 respondents were neutral regarding image of
company,17 respondents were neutral regarding image of company,15 respondents were
agree with image of company and 6 respondents were strongly agree with image of company.
The highest number of respondents were neutral, that the adoption or use of Digital Human
Resource Management has no effect on the image of company.
 xl

The study has two variables called dependent variable and independent variable in this Job
Performance act as a dependent variable and digital HRM as independent variable, where
digital has four sub factors therefore in this study there are total 5 variables. One dependent
variable called Job performance and four independent variables called e- recruitment, e-
training and development, e- performance appraisal and e-compensation.

A. Dependent variable
Job performance
Job Performance Strongly Disagree Neutra Agree Strongly
Disagree l Agree
Digital HRM makes the 5 8 11 13 16
documentation easy
I feel secure about my data 6 6 13 20 8
while using digital HRM
Digital HRM helps me to 6 6 9 17 15
reduce manual work or
paperwork
Digital HRM allows me to 4 4 15 17 13
utilize my saved time in
some other task
Digital HRM adoption 8 4 14 18 9
improves work-life balance
Digital HRM makes the 6 4 15 19 9
communication faster
Digital HRM creates an 7 6 16 18 6
innovative and favoured
workplace culture
Employee experience 6 6 14 20 7
offered by Digital HRM is
excellent

Table 11 Job Performance

 xli

Job Performance
9
8
7
6
5
4
3
2
1
0
1 2 3 4

Series 1

Figure 11 Job Performance

B. Independent Variable
 xlii

1. E- Recruitment

E- Recruitment Strongly Disagree Neutral Agree Strongly

Disagree Agree
Digital HRM 7 7 13 16 10
helps to enhance
digital talent and
skills
Digital HRM 5 5 17 16 10
improves
employee and
employer
branding
Digital HRM 5 6 11 24 7
helps to minimize
errors
Digital HRM 6 8 23 12 4
decrease the
attrition rate
Average 5.75 6.5 16 17 7.75

Table 12 E-Recruitment

E- Recruitment
9
8
7
6
5
4
3
2
1
0
1 2 3 4

Series 1
Figure 12 E- Recruitment
2. E-Training & Development
 xliii

E- Training and development Strongly Disagree Neutral Agree Strongly

Disagree Agree
I visit an e- training portal 5 6 14 14 14
whenever I need my training
program
E-learning creates a lot of career 5 5 14 14 14
opportunities
The money spent on our e- 5 9 9 21 9
training boosts the organization’s
profit
E- learning and development are 6 5 14 19 9
offering tremendous growth
potential

Table 13 E-Training & Development

E- Training & Development

9
8
7
6
5
4
3
2
1
0
1 2 3 4

Series 1

Figure 13. E- Training & Development

 xliv

3. E-Performance Appraisal
E-Performance appraisal Strongly Disagree Neutral Agree Strongly
Disagree Agree
I get constructive feedback 8 5 16 15 9
after an e-performance
appraisal
E-performance management 6 6 11 17 13
helps to align my goals with
performance
E-performance evaluation 9 6 12 21 5
offers appropriate rewards
and recognition
Digital HRM helps in 6 7 21 15 4
reducing biasness in job
performance
Digital HRM helps me to 6 7 12 14 14
track my productivity
The use of digital HRM 6 7 11 19 10
boosts my work efficiency
My work contributes to 8 6 10 16 13
profits of the job performance
Table 14 E- Performance Appraisal

E- Performance Appraisal
9
8
7
6
5
4
3
2
1
0
1 2 3 4

Series 1

Figure 14 E- Performance Appraisal

 xlv

4. E-Compensation:

E-Compensation Strongly Disagree Neutral Agree Strongly

Disagree Agree
I received my salary 7 4 13 11 18
on time due to e-
compensation
E- compensation 5 9 14 15 10
outlines my
deduction in detail
E-leave 6 6 11 15 15
management makes
it easier to monitor
my leaves
Average 6.0 6.3 12.7 13.7 14.3
Table 15 E- Compensation

E- Compensation
9
8
7
6
5
4
3
2
1
0
1 2 3 4

Series 1

Figure 15 E- Compensation
 xlvi

B. Linear Regression Analysis:

1.E- Recruitment and Job Performance
Hypothesis:
H0: There is no significant impact of e-Recruitment on Job Performance
H1: There is significant impact of e-Recruitment on Job Performance
SUMMARY OUTPUT
Regression Statistics Values
Multiple R 0.931227826
R Square 0.867185264
Adjusted R Square 0.822913685
Standard Error 2.175339173
Observations 5

ANOVA
df SS MS F Significance F
Regression 1 105.8757 105.8757 313.7831 0.000392
Residual 3 1.012251 0.337417
Total 4 106.888

Lower Lower Upper

Coefficients t Stat P-value Upper 95%
95% 95.0% 95.0%
Intercept 1.198056266 0.511856 0.64405 -6.25082 8.646928099 -6.2508 8.64693
E-
0.887188676 4.425817 0.02143 0.249243 1.525134259 0.24924 1.52513
Recruitment

RESIDUAL OUTPUT
Predicted Organization
Observation Performance Residuals Standard Residuals
1 6.29939115 -0.29939 -0.15892
2 7.053501524 -1.5535 -0.82462
3 15.39307507 -1.99308 -1.05795
4 16.28026375 1.519736 0.806697
5 8.073768501 2.326231 1.234796

PROBABILITY OUTPUT
Percentile Job Performance
10 5.5
30 6
50 10.4
70 13.4
90 17.8
Table 16 Linear Regression for E- Recruitment and Job Performance
Interpretation: The regression analysis shows that the r square value is near to one that is
0.867 which shows that the e-Recruitment has positive relationship with performance of job.
The analysis also shows that the p-value is less than 0.05 that is 0.02 which shows that we
 xlvii

accept the alternative hypothesis(H1) that the e- Recruitment has significant impact on job
performance.
2. E-Training and Development:
Hypothesis:
H0: There is no significant impact of e- Training & Development on Job Performance
H2: There is significant impact of e- Training & Development on Job Performance
SUMMARY OUTPUT
Regression Statistics Values
Multiple R 0.985258226
R Square 0.970733771
Adjusted R Square 0.960978361
Standard Error 1.021144567
Observations 5

ANOVA
df SS MS F Significance F
Regression 1 103.7598 103.7598 99.50723 0.002143857
Residual 3 3.128209 1.042736
Total 4 106.888

Standard Lower Upper

Coefficients Error t Stat P-value Lower 95% Upper 95% 95.0% 95.0%
Intercept -0.468591962 1.201751 -0.38992 0.722628 -4.29309929 3.355915368 -4.2931 3.3559
E- Training
and
Development 1.051051371 0.105365 9.975331 0.002144 0.715732717 1.386370024 0.71573 1.3864

RESIDUAL OUTPUT
Predicted
Organization
Observation Performance Residuals Standard Residuals
1 5.049427735 0.950572 1.074898
2 6.100479106 -0.60048 -0.67902
3 12.93231302 0.467687 0.528856
4 17.39928134 0.400719 0.453129
5 11.6184988 -1.2185 -1.37787

PROBABILITY OUTPUT
Percentile Job Performance
10 5.5
30 6
50 10.4
70 13.4
90 17.8
Table 17 Linear Regression For E- Training & Development and Job Performance
Interpretation: The regression analysis shows that the r square value is near to one that is
0.97 which shows that the e-Training & Development has positive relationship with
performance of job. The analysis also shows that the p-value is less than 0.05 that is 0.0021
 xlviii

which shows that we accept the alternative hypothesis(H2) that the e-Training &
Development has highly significant impact on job performance.
3. E- Performance and Job Performance
Hypothesis:
H0: There is no significant impact of e-Performance Appraisal on Job Performance
H3: There is significant impact of e-Performance Appraisal on Job Performance

SUMMARY OUTPUT
Regression Statistics Values
Multiple R 0.995253635
R Square 0.990529798
Adjusted R Square 0.987373064
Standard Error 0.580876037
Observations 5

ANOVA

df SS MS F Significance F
Regression 1 105.8757 105.8757 313.7831 0.000392
Residual 3 1.012251 0.337417
Total 4 106.888

Standar Lower Upper

Coefficients t Stat P-value Lower 95% Upper 95%
d Error 95.0% 95.0%
-
0.74925 - 0.09240
Intercept 1.82906201 -4.21354 0.55541377 -4.214 0.5554
9 2.44116 4
1
E-
1.17443981 17.7139 0.00039 1.38543719
Performance 0.0663 0.963442 0.9634 1.3854
2 2 2 3
appraisal

RESIDUAL OUTPUT
PROBABILITY OUTPUT

Standar Job
Observa
Predicted
Residua d
Percentile
Organization Performance
tion ls Residua
Performance 10 5.5
ls
- - 30 6
1 6.392016675
0.39202 0.77927
- - 50 10.4
2 5.569908807
0.06991 0.13897 70 13.4
- -
3 13.79098749
0.39099 0.77723
90 17.8
0.01591 0.03164 Table 18 E- Performance and Job Performance
4 17.78408286
7 1
0.83699 1.66383
5 9.563004169
6 1
Interpretation: The regression analysis shows that
the r square value is near to one that is 0.97 which shows that the e-Performance Appraisal
has positive relationship with performance of job. The analysis also shows that the p-value is
 xlix

less than 0.05 that is 0.00039 which shows that we accept the alternative hypothesis (H3) that
the e-Performance Appraisal has highly significant impact on job performance.
4.E- Compensation:
Hypothesis:
H0: There is no significant impact of e-Compensation on Job Performance
H4: There is significant impact of e-Compensation on Job Performance
SUMMARY OUTPUT
Regression Statistics Value
Multiple R 0.831441128
R Square 0.691294349
Adjusted R Square 0.588392465
Standard Error 3.316470495
Observations 5

ANOVA
df SS MS F Significance F
Regression 1 73.89107 73.89107 6.717995 0.080940161
Residual 3 32.99693 10.99898
Total 4 106.888

Standard Lower Upper

Coefficients Error t Stat P-value Lower 95% Upper 95% 95.0% 95.0%
- - - -
Intercept 0.481989311 4.532843 0.10633 0.092203 14.9075178 13.94353919 14.908 13.9435
E- - -
Compensation 1.047357482 0.404087 2.59191 0.08094 0.23862835 2.333343313 0.2386 2.33334

RESIDUAL OUTPUT
Predicted Organization Standard
Observation Performance Residuals Residuals
1 5.802155582 0.197844 0.068884
2 6.116362827 -0.61636 -0.2146
3 12.81945071 0.580549 0.202131
4 13.86680819 3.933192 1.369425
5 14.49522268 -4.09522 -1.42584

PROBABILITY OUTPUT
Percentile Job Performance
10 5.5
30 6
50 10.4
70 13.4
90 17.8
Table 19 E-Compensation
Interpretation: The regression analysis shows that the r square value is near to one that is
0.691 which shows that the e-Compensation has no positive relationship with performance of
job. The analysis also shows that the p-value is less than 0.05 that is 0.08 which shows that
 l

we accept the Null hypothesis (H4) that the e-Compensation has less significant impact on
job performance.

CHAPTER-5

CONCLUSION

The study in the field of human resource brings effective changes in job performance and
make the digitalized process in job mostly in the HR functions. The main aim of this study is
to find the impact of Digital HRM on employee job performance, which factor most
influence employee job performance and which HR practices has most significant impact on
employee job performance. From the study it is conclude that adoption of Digital HRM in the
workplace impacts positively in the job performance as:

1. It increases the job satisfaction of employees as the survey shows that by using digital
HRM it becomes easy for employees to they get to know about their performance, received
salary on time, makes leave management and documentation easy, they feel secure about
their information.

2. It enhances the employee productivity as the survey shows that use of Digital HRM
reduces paper work, save time, makes training easy, easy to track productivity and helps in
aligning of individual goal with organization easy.

3. It increases the talent attraction as the responses shows that digital HRM helps in correct
rewards and recognition, work-life balance and more career opportunity.

4. It increases the profits of organization as by using digital HRM it enhances the work
efficiency, minimize error and makes communication easy.
5. It is concluded that digital HRM has no impact of building image of company.
 li

CHAPTER 6

RECOMMENDATION AND FUTURE SCOPE

Recommendation:
1. Digital HRM has positive impact on organizational performance so it is recommended
that companies should invest more on HR technology like software and tools.
2. Emphasizes more on data analytics as it digital HRM have to handle large amount of
data for accurate decision making, forecasting future trends.
3. Encourage employee self-service as by uang digital HRM employee can do their IR
related work by their own such as updating personal information, leave management
etc.
4. Increasing data privacy and security as use of digital technologies is increasing day by
day.
Future Scope:
The future scope for the study is as follows:
1. The researcher can study the same topic for finding the long-term effect of Digital
HRM on job performance.
2. The researcher can do cross cultural studies, they can study the impact of digital
HRM job performance by studying the different cultures.
3. The researcher can do the comparative of digital HRM and traditional HRM such as
face to face communication or communication through virtual mood, paper-based
documentation or maintenance of documentation in soft copy etc.
4. Father study may include employee attitude towards adoption digital HRM in job and
performance of both employee and job performance.
5. To identify the be practices to implement digital HR tools and factors which help in
successful implementation.
 lii

CHAPTER 7
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