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abstract

Employeerelationshipmanagement(ERM)constitutesanemergingtrendofmanaginghuman resources by building and maintaining individualized and mutually valuable relationships with employees basedon information technology.However, given theearly andstill emerging state, there is little knowledge and agreement regarding ERM. Hence, the current paper attempts to clarify the concept and derive research implications. The formation and the strategic,processualandtechnologicalcomponentsofERMarederivedanddiscussedbasedon the Customer Relationship Management (CRM) concept that preceded it. As a result, a first general outline of an interesting and ambitious concept is presented. Based on the outline, major implications for further conceptual elaboration, theoretical foundation and empirical evaluation of ERM are derived to propose directions for future research.

Introduction

For some time now, the set of suggestions on how to manage human resources has comprised an additional member named employee relationship management or ERM. Basically, ERM has been openly borrowed from the widely used Customer Relationship Management or CRM and aims at transferring principles of technology-based relationship building from the customer to the employee domain. A general definition hence understands ERM as “… strategy, programs and technology to effectively manage how firms relate to prospective, current and former employees” (Rogers, 2008, 48). Like any other new managementconcept,ERMisviewedasanadvantageousapproachthatoffersmutualvaluesforemployeesandemployers.Major values promised to employees are the greatest possible satisfaction of their individual needs, while the increased attraction, retention, motivation and performance of employees are values promised to employers (e.g., Keim & Fritsch, 2008; Schweitzer & Lyons, 2008; Wargborn, 2009). So far ERM has mainly been propagated by practitioners such as consultants (e.g., Moss, 2007; Rowe & Tucker, 2006) and software vendors (e.g., Lermusiaux & Snell, 2005; Shapiro, 2007). In addition, there are a few organizations that seem to have alreadyadoptedsomefacetsofERM(seee.g.,theresultsinBalthazard,2006andtheexamplesinRowe&Tucker,2006).However, given its early and still emerging state, there is currently little knowledge and agreement regarding ERM. A commonly accepted definition is missing,

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