




































BANGLADESH JOURNAL OF MULTIDISCIPLINARY SCIENTIFIC RESEARCH 8(1) (2023), 27-33 

 

27 

 

  

     MULTIDISCIPLINARY SCIENTIFIC RESEARCH 

 
        BJMSR VOL 8 NO 1 (2023)  P-ISSN 2687-850X  E-ISSN 2687-8518 

 
        Available online at https://www.cribfb.com 

     Journal homepage: https://www.cribfb.com/journal/index.php/BJMSR 

                                                                                                                                                                                                    Published by CRIBFB, USA 

                                                                                                                                            

A STUDY ON ELECTRONIC HUMAN RESOURCE MANAGEMENT 

(E-HRM) PRACTICES IN APEX FOOTWEAR LIMITED         

          
 Sabnam Jahan (a)1    

 

(a) Professor, Department of Management, University of Dhaka, Bangladesh; E-mail: sabnamrupa@yahoo.com 
 

 
A R T I C L E I N F O 

 
 

Article History: 
 

Received: 22th August 2023 

Revised: 28th November 2023 

Accepted: 22nd December 2023 

Published: 31st December 2023 

 
Keywords: 

 

E-HRM, Organizational Stakeholders,  

Web-Based Technology 

 

 
JEL Classification Codes: 

 
O32  

 

 

 

 

 

 

  

 
A B S T R A C T 

 
This study looks at Apex Footwear Limited's Electronic Human Resource Management (E-HRM) 

practices. Human resource services are made available to a wider range of organizational stakeholders, 

such as HR departments and employees, through web-based technology in E-HRM. The study's inception 

followed a comprehensive exploration of the transition from traditional HR to E-HRM, recognizing the 

integral role of technology in enhancing HR functions, reducing time wastage, and creating a 

competitive advantage. The primary objective of this study is to investigate E-HRM practices within 
Apex Footwear Limited. Key goals include scrutinizing E-HRM practices across different departments, 

gauging employees' perceptions of E-HRM, assessing its impact on organizational development, 

identifying implementation obstacles, and providing pertinent recommendations for leveraging E-HRM 

to enhance organizational performance. The research adopts a descriptive-analytical approach, 

incorporating both primary and secondary data. A structured questionnaire comprising 11 questions on 

E-HRM was designed for the study. The study encompasses 80 administrative and management staff 

members at Apex Footwear Limited, ranging from top-level executives to supervisors, using a convenient 
sampling approach. The study confirms the positive impact of E-HRM on organizational performance, 

with employees demonstrating a high level of awareness and satisfaction regarding the system. The study 

uncovers various challenges in implementing E-HRM, including insufficient financial support, time 

management issues, and resistance to change. To overcome these challenges, the study recommends 

aligning E-HRM systems with HR needs, expanding options under E-HR technology, facilitating online 

training, regular system updates, fostering employee commitment, and adapting to work environment 

variables. 

 
 

© 2023 by the authors. Licensee CRIBFB, U.S.A. This open-access article is distributed under the 
terms and conditions of the Creative Commons Attribution (CC BY) license 
(http://creativecommons.org/licenses/by/4.0/).  

            

 

INTRODUCTION 

The phrase "Electronic Human Resource Management" (E-HRM) is a recent development in the field of business 

administration. The majority of the industrial sector is labor-intensive, which means that E-HRM is not widely implemented. 

As the majority of jobs become automated in the twenty-first century, production volumes will climb, and HR management 

will become more difficult than ever. The previous several decades have seen rapid advancements in information technology 

(IT), with far-reaching consequences for many fields of human resources work, particularly in the areas of information and 

communication, and other aspects of everyday life (Laumer et al., 2010). Most organizations felt the effects of the evolution 

of information technology and have since rethought how they go about doing business as a result of implementing new 

technologies and ideas. Human resource management (HRM) is one sector that has not been "spared" by the introduction 

of novel approaches to completing routine work. Today, the use of IT has permeated almost every facet of this function's 

area of operation, permanently altering the ways in which many tasks were previously performed. Collecting, storing, and 

updating employee information has "undergone" the biggest change, followed by other HR processes including applicant 

screening, training methods, performance evaluation, and more. Although the major motivation regarding the deployment 

of IT within the HRM function was to utilize processes for carrying out the aforementioned tasks, other beneficial benefits 

such as cost savings, improved service quality, increased productivity, etc., occurred (Ho & Mallick, 2006; De Alwis, 2010; 

Foster, 2009). As a result, it's not shocking that more businesses are turning to IT solutions for this purpose, nor that the 

complexity of applications in this area is growing. The major responsibility of this role has remained the same. The objective 

                                                      
1Corresponding author: ORCID ID: 0009-0006-2014-4468 

© 2023 by the authors. Hosting by CRIBFB. Peer review under the responsibility of CRIBFB, U.S.A.  
https://doi.org/10.46281/bjmsr.v8i1.2162 

 

To cite this article: Jahan, S. (2023). A STUDY ON ELECTRONIC HUMAN RESOURCE MANAGEMENT (E-HRM) PRACTICES IN APEX 
FOOTWEAR LIMITED. Bangladesh Journal of Multidisciplinary Scientific Research, 8(1), 27-33. https://doi.org/10.46281/bjmsr.v8i1.2162 

http://creativecommons.org/licenses/by/4.0/)
http://creativecommons.org/licenses/by/4.0/)
https://doi.org/10.46281/bjmsr.v8i1.2162
https://orcid.org/0009-0006-2014-4468


Jahan, Bangladesh Journal of Multidisciplinary Scientific Research 8(1) (2023), 27-33 

 

28 

 

is still the same: “In order to facilitate the provision of a sufficient quantity and arrangement of personnel within businesses, 

ensuring their availability at appropriate times and locations while maintaining cost-effectiveness, it is imperative to foster 

employee motivation towards the attainment of both immediate and long-term organizational objectives." However, because 

to technological advancements, there has been a shift in how this duty is carried out (Talukder et al., 2014; Reddi, 2012). 

It can accomplish this more quickly and accurately via the use of digitalization and automation of administrative 

and transactional processes. Additionally, HR professionals are able to focus more on activities that have a direct impact on 

the organization's bottom line thanks to the incorporation of IT into the HRM function, such as the development of more 

efficient HR policies that boost productivity. One way to characterize the HRN's use of IT is as a dualistic one. At its core, 

this technology serves to bridge geographically dispersed organizations by facilitating two-way communication and 

collaboration throughout the execution of HRM tasks, regardless of whether the participants are in the same room or on 

different continents. When it comes to human resource management (HRM), IT has grown so pervasive that it may be used 

to replace human labor in a variety of contexts. A new HRM idea has emerged resulting the increased use of IT in HRM's 

day-to-day operations. While the term "e-HRM" is more common in the scholarly world, "e-HR" is more common in the 

business world. What this means is that the HRM department, as well as managers, employees, and potential employees, 

are all stakeholders in an enterprise-wide approach that uses information technology to deliver a variety of human resource 

management-related services (Sareen & Subramanian, 2012; Oswal & Narayanappa, 2014; Menka, 2015). 

The objective of this article is to analyse the degree to which organisations are using electronic Human Resource 

Management (e-HRM) also to underscore the significance of the e-HRM concept by emphasising its fundamental 

characteristics, advantages, and potential limitations. In this work, we theoretically examine the facts and literature on e-

HRM. The present state of E-HRM practices at Apex Footwear Ltd. and their effects on the industry will be explored in this 

study.  

An overview of the relevant literature on e-HRM follows the work's introductory section; the paper's second half 

is devoted to explaining the research methodology, presenting the results, discussing them, and drawing conclusions. 

 

MATERIALS AND METHODS 

Methodology Research Type 

Business research methodologies encompass a systematic and scientific approach to gathering, organising, analysing, 

interpreting, and applying data in relation to business-related issues. Research methodologies can be categorised into two 

major categories: quantitative and qualitative. From this particular standpoint, the present study can be classified as a 

qualitative investigation. 

Research methods can be categorized into two distinct divisions based on the nature of the research: descriptive 

and analytical. Descriptive research usually involves surveys and studies that aim to identify facts. Descriptive research 

primarily focuses on providing a comprehensive depiction of the current state of affairs. Therefore, based on the 

characteristics of the study, it can be classified as descriptive research. 

 

Types of Data 

The data utilized in this study consist of two distinct types: There are two types of data commonly used in research: primary 

data and secondary data. Primary data is typically obtained through the administration of survey questionnaires, while 

secondary data is derived from pre-existing sources. 

 

Sources of Data 

The acquisition of data and other pertinent information can be accomplished through many research methodologies and 

approaches. Several research methods commonly employed in academic studies include interviews, observations, literature 

reviews, and data collection from databases. Various methodologies are appropriate for distinct objectives, although they 

can be categorized into two fundamental classifications: primary and secondary data. 

 

Primary Sources 

Primary data is obtained through a carefully constructed questionnaire and interview methodology. A questionnaire is a 

methodological tool that follows an organized approach to gather primary data. In this research, data is collected through 

the utilization of a questionnaire. Structured questionnaires typically involve the utilization of physical copies of the 

questionnaire in order to gather data from the participants. During the interview process, two common methods of 

conducting interviews are face-to-face interviews and interviews conducted over the phone. 

 

Secondary Sources 

Secondary data has been collected from different published materials like publication, journals, articles, books, internet, 

websites of respected company, experimental research, and EHRM related theories that are already available. 

 

Sample 

A Sample Design refers to a precise and structured strategy for acquiring a representative subset from a specified population. 

The term "sampling design" pertains to the methodology and process utilised in the selection of items for a given sample. 

The following outlines the processes and techniques employed in this selection process. 

 



Jahan, Bangladesh Journal of Multidisciplinary Scientific Research 8(1) (2023), 27-33 

 

29 

 

Population 

The term "population" refers to a comprehensive collection of humans or items that possess a shared trait. The determination 

of the sample size necessitates the consideration of the population. This study examines the implementation of electronic 

human resource management (E-HRM) practises inside Apex Footwear Limited and evaluates their effects on the 

organisation. The study encompasses the whole employee population of Apex Footwear Limited, across all levels. 

  

Sample Size 

The study's sample size consisted of 80 employees. Conclusions were derived based on the data obtained from the 

questionnaire. 

 

Sampling Method 

In this study, convenient sampling method has been used covering almost all departments of Apex Footwear Limited. 

 

Questionnaire Design 

A questionnaire is a methodological tool that follows an organized approach to gather primary data. In this study, data is 

gathered via a questionnaire. This study employs a set of 11 questions. To mitigate the potential for ambiguity, a 

questionnaire is designed using straightforward language. The Likert scale and binary approach have been included in the 

questionnaire to obtain precise results. 

 

Method of Data Collection 

Data refers to the factual information that is provided to the researcher from the surrounding environment of the study. In 

this study, self-administered questionnaires are employed as the method by which participants take on the responsibility of 

reading and answering the survey questions. A set of 11 questions is employed for the purpose of data collection. In order 

to mitigate the potential for ambiguity, a questionnaire is designed using straightforward language. 

 

Processing, Editing and Tabulation of Data 

The data that was gathered has undergone manual processing to enhance the studies in formativeness, analytical capabilities, 

and use for the intended users. Microsoft Word and Microsoft Excel are commonly utilized for the purpose of creating and 

implementing tables and graphical representations to provide a more detailed explanation of the results. 

 

RESULTS AND DISCUSSIONS 

Apex Footwear Ltd. encompasses a range of operational departments, spanning from administrative tasks to production line 

responsibilities. According to the survey results, 17.5% of the respondents are affiliated with the production department, 

while 5% are involved in research and development (R&D). Additionally, 5% of the participants are associated with the 

planning department, 10% with packing, 7.5% with merchandizing, 6.25% with maintenance, 7.5% with quality control 

(QC), 8.75% with the human resources (HR) department, 7.5% with the information technology (IT) department, 5% with 

lasting, 7.5% with stores, and 12.5% with other departments. 

 

Figure 1. Department of the respondents 

 

To conduct an unbiased and comprehensive assessment of E-HRM portals, individuals holding diverse job 

positions were included to provide their evaluations. The consideration of designating an individual from the position of 

Supervisor to that of Senior General Manager was undertaken. 

Production 

9% 

6% 20% 

R & D 

Planning 

Packing 
9% 

6% 

10% 6% 

8% 11% 

7% 8% 

Merchandizing 

Maintenance 

Quality Control HR 

Department IT 

department 

Lasting 

Stores 



Jahan, Bangladesh Journal of Multidisciplinary Scientific Research 8(1) (2023), 27-33 

 

30 

 

Table 1. Designation of the respondents 

 
Designation No of Respondents % of Respondents 

Senior General Manager 1 1.25 

General Manager 3 3.75 

Deputy General Manager 2 2.5 

Assistant General Manager 3 3.75 

Manager 7 8.75 

Deputy Manager 8 10 

Assistant Manager 9 11.25 

Executives 10 12.5 

Senior Officer 10 12.5 

Officer 12 15 

Supervisor 15 18.75 

 

Demographic factors, including working experience, have been incorporated into this survey to examine the 

implementation of E-HRM practices in Apex Footwear Ltd. According to the survey results, 36.25% of surveyed employees 

reported having 0-2 years of expertise, while 31.25% reported having 3-5 years of experience. The remaining 32.5% 

employees reported having more than 5 years of experience. 

 

Figure 2. Tenure of the respondents 

 

A research investigation was undertaken to ascertain the extent of employee familiarity with the E-HRM system, 

through the solicitation of their provision of the comprehensive extension of the acronym E-HRM. Based on the data 

provided, it can be inferred that 88.75% of employees possess knowledge regarding the accurate acronym expansion of the 

E-HRM system, whereas 11.25% of employees lack familiarity with the right complete form of the E-HRM system. 

 

 

Figure 3. Respondents' knowledge of the E-HRM system in its entirety 

 

The table 2 is organized according to various elements that impact employees' perceptions of E-HRM 

practices. The topic under consideration pertains to survey questions. The criteria are assessed using a Likert scale, 

with values ranging from 1 (Strongly Disagree) to 5 (Strongly Agree). According to the respondents, the elements that 

ranked highest on the list were awareness of the E-HRM system (4.08) and its user-friendly and easy-to-use nature 

36.25% 
32.5% 0-2 years 

31.25% 

3-5 years 

Above 5 years 

0% 2% 

9% Electronic Human Research 

Management 

Electronic Human Resource 

Management 

Electric Human Resource 

89% 
Management 

None of the Above 



Jahan, Bangladesh Journal of Multidisciplinary Scientific Research 8(1) (2023), 27-33 

 

31 

 

(3.86). The impact of giving training (3.71) and obtaining timely and correct information (3.76) is generally perceived 

to be rather low. Factors 7, 8, and 9 are not evaluated using a Yes, No, or Neutral perspective, while factor 10 is 

evaluated using both Yes and No perspectives. 

Table 2. Factors influencing the perception of employees about E-HRM 

 
Q. No Factors SA (5) A (4) N (3) D (2) SD (1) Mean 

1 Awareness about E- HRM 

system 

33 33 6 4 4 4.08 

2 User friendly & easy to use 20 41 11 4 4 3.86 

3 Providing training about E-

HRM 

19 34 17 5 5 3.71 

4 Getting accurate info. In time 16 41 14 6 3 3.76 

5 E-HRM system is successful providing HR 

functions 

17 40 15 5 4 3.80 

 Yes (3) No (2) Neutral (1)  

6 Employees satisfaction with E-HRM system 62 15 3   2.73 

7 E-HRM improves the function of HR 60 5 10   2.5 

8 E-HRM reduces the wastage of time 60 7 8   2.53 

  Yes (2) No (1)     

9 E-HRM is updated regularly as per needs 67 13    1.84 

 

The table 3 is arranged by survey questions. Each specific tools of E-HRM is measured by Likert scale. A mean 

score and standard deviation is calculated and presented from the measurement. Apply for leave (4.2) and Travel, 

Reimbursement (3.82) are topped list of factors according to the respondents. While E-Training (3.12), E- Selection (3.15) 

are considered to have less effect. 

 

Table 3. Perception about the elements of E-HRM Practices 

 

Q. 

No 

Factors Strongly Agree 

(5) 
Agree (4) Neutral 

(3) 

Disagree 

(2) 

Strongly Disagree  

(1) 
Mean 

1 Travel, 
Reimbursement 

23 32 15 8 2 3.82 

2 E-Recruitment 18 29 26 6 3 3.73 

3 Apply for leave 41 26 5 4 4 4.2 

4 E-Selection 8 23 27     17 5 3.15 

5 E-Training 10 21 24 19 6 3.12 

6 Performance 
Appraisal 

22 25 22 5 6 3.65 

 

The purpose of constructing the table 4 is to examine the impact of Electronic Human Resource Management (E- 

HRM) on organisational advancement and development. The subject under consideration pertains to the formulation of 

survey questions. The elements are evaluated utilising a Likert scale, wherein the following values are designated: 1 for 

Strongly Disagree (SD), 2 for Disagree (D), 3 for Neutral (N), 4 for Agree (A), and 5 for Strongly Agree (SA). According 

to the respondents, the main elements in facilitating organisational development process (4.54) and resolving work 

difficulties and increasing collaboration between different units (4.53) are attributed to the implementation of E-HRM. The 

impact of electronic human resource management (E-HRM) on the growth and development of employees (4.21) and its 

ability to provide flexibility and adaptation to work environment variables (4.29) is perceived to be rather limited. 

 

Table 4. Impact of E-HRM on Organizational Development 

 
SL  SA (5) A (4) N (3) D (2) SD (1) Mean 

1 The implementation of Electronic Human Resource 

Management (E-HRM) systems contributes to the attainment 
of organizational objectives. 

60 8 7 4 1 4.52 

2 Electronic Human Resource Management (E- HRM) facilitates 

the effective management of the organizational growth 

process. 

58 10 6 4 2 4.47 

3 Electronic Human Resource Management (E- HRM) 

facilitates the enhancement of communication methodologies 

and the seamless transmission of information and data across 
diverse administrative entities. 

59 8 6 5 2 4.46 

4 The incorporation of contemporary technological approaches 

inside Human Resource Management Systems (HRMS) 

significantly contributes to the advancement of organizational 
development. 

55 10 5 6 4 4.32 

5 The implementation of Electronic Human Resource 

Management (E-HRM) systems has been found to play a 

62 8 3 5 2 4.53 



Jahan, Bangladesh Journal of Multidisciplinary Scientific Research 8(1) (2023), 27-33 

 

32 

 

significant role in addressing workplace challenges and 

enhancing interdepartmental coordination. 

6 The implementation of Electronic Human Resource 

Management (E-HRM) has a significant impact on the growth 

and development of employees. 

54 8 5 7 6 4.21 

7 The implementation of Electronic Human Resource 

Management (E-HRM) has been found to have a positive 

impact on enhancing performance effectiveness. 

57 5 10 5 3 4.35 

8 Electronic Human Resource Management (E- HRM) plays a 
crucial role in facilitating the process of organizational 

development. 

62 7 5 4 2 4.54 

9 The implementation of Electronic Human Resource 
Management (E-HRM) has been shown to facilitate a certain 

level of flexibility and adaptability in response to the various 

variables present in the work environment. 

56 8 5 5 6 4.29 

 

The table 5 indicates the rating of each problem on the level that the respondents believed it affected 

employees when they use E-HRM system. Lack of Co-Operation (4.32), Lack of Sufficient finance (4.30) topped the 

list of the problems that significantly affected employees according to the respondents. While slow process (3.72), 

cannot be used from home (3.76) are considered to have less effect. 

 

Table 5. Implementation Problems of E-HRM Practices 

 
Factors Strongly 

Disagree (1) 

Disagree 

(2) 

Neutral 

(3) 

Agree 

(4) 

Strongly 

Agree (5) 

Mean 

More complicated 3 5 7 35 30 4.05 

Needs updating in everypossible 

way making it user friendly. 
3 3 6 36 32 4.13 

Takes mo r e t ime to learn how to 

operate E-HRM system 
2 4 6 39 29 4.11 

Lack of sufficient finance 0 2 5 40 33 4.30 

Lack of co-

operation among employees. 
1 1 4 39 35 4.32 

Cannot be used from home 6 7 12 30 25 3.76 

No in-person meetings because of 

this method 
2 5 9 36 28 4.04 

Slow process 6 7 15 27 25 3.72 

There is no instruction provided 

for this system 
0 3 7 35 35 4.27 

Lack of information 

regarding system 
3 4 5 38 30 4.10 

 

CONCLUSIONS  
The study explores Electronic Human Resource Management (E-HRM) practices at Apex Footwear Limited, focusing on 

employee perceptions, HRM processes, their positive impact, and implementation challenges. E- HRM streamlines various 

HR functions through technology, offering user-friendly, time-saving, and cost- effective solutions. The study emphasizes 

Apex's success in implementing E-HRM, enhancing HR management. E-HRM benefits include goal achievement, 

organizational development, improved communication, and increased employee commitment. Challenges like training and 

financial support can be mitigated through strategic alignment, improved communication, and top management support. To 

enhance E-HRM further, the study recommends flexibility, automation, and awareness training. In conclusion, E-HRM 

offers substantial benefits, and the recommendations aim to optimize its utilization within Apex Footwear Limited. 

 
 

Author Contributions: Conceptualization, S.J., Methodology, S.J.; Software, S.J.; Validation, S.J.;  Formal Analysis, S.J.; Investigation, S.J.; Resources 

S.J.; Data Curation, S.J.; Writing – Original Draft Preparation, S.J.; Writing – Review & Editing, S.J.; Visualization, S.J.; Supervision, S.J.; Project 
Administration, S.J.; Funding Acquisition, S.J. Authors have read and agreed to the published version of the manuscript. 

Institutional Review Board Statement: Ethical review and approval were waived for this study because the research does not deal with vulnerable groups 
or sensitive issues. 

Funding: The authors received no direct funding for this research. 

Acknowledgement: Not applicable. 
Informed Consent Statement: Informed consent was obtained from all subjects involved in the study. 

Data Availability Statement: The data presented in this study are available on request from the corresponding author. The data are not publicly 

available due to restrictions. 
Conflicts of Interest: The authors declare no conflict of interest 

 

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