Unveiling the relationship between e-HRM, impersonal trust and employee productivity

Purpose: This study draws upon social exchange theory to explore the role of impersonal trust as an intermediate value-creating factor between electronic human resource management (e-HRM) and productivity. The purpose of this paper is to seek the antecedents and consequences of impersonal trust within organisations to provide a holistic view of e-HRM and employee productivity. This is the first study to examine how impersonal trust mediates the relationship between e-HRM and employee productivity. Design/methodology/approach: The data were collected through a large-scale survey of 700 line managers in Pakistani banks. The data were analysed using structure equation modelling. Findings: The empirical results validate all of the study’s hypotheses, including the role of impersonal trust, which partially mediates the relationship between e-HRM and employee productivity. The results provide empirical evidence that technology-enabled HRM supports organisations by enhancing organisational trust and productivity outcomes. Originality/value: Such findings contribute to the HRM literature: e-HRM and organisational trust are key predictors for improving employee productivity. The existing literature suggests that e-HRM has a positive impact on employees’ trust in the HRM department. The results provide valuable insights for HR practitioners allowing them to enhance employee productivity by using e-HRM to improve employees’ trust in the organisation.