E HRM

MAGNT Research Report (ISSN.
1444-8939)
Vol.2 (1). PP:86-102
Analysis Of The Barriers Of Electronic Human Resource Management(EHRM)

Establishment and Proposing A Model.
Hamid Erfanian Khanzadeh
Department of Public Management, Science and Research branch, Islamic Azad University, Tehran, Iran.
Reza Najaf Beygi (Corresponding Author)
Karamallahe Daneshfard
Abstract: Adopting human science is a matter which has attracted the attention of theorists at several
recent years and management debates in the human science area understand more need than any
other area. for example, along with change and transformation of human resources we observe the
modern procedure such as Electronic human resources management. one phenomenon which has
been heavily utilized concurrent with the internet expansion in developed countries and recently has
been considered in academic and organizational level in Iran , thus change plans had failed in this
area in Iran. the fresh procedure has faced with two issues in Iran; both substantial deficit of EHRM
research and also adopting this new system which caused to not embrace the sovereignty and it has
made establishing of it difficult. The research paper proceeds to recognize the barriers of EHRM
establishment through pluralism of information collection method, so that through considering the
factors affected on successful establishment of EHRM and proposing solutions for managing these
barriers, it aims to propose an appropriate model for governmental organizations (Khorasan Razavi
state) using the Q method.
Keywords: human resource management establishment, information echnology, electronic human
resource management (EHRM), barriers
1. Introduction
Nowadays technologies cannot be denied,
especially
in
the
information
and
communication
technology.
developing
Internet expanded use of electronic human
resource management (EHRM) and research
provide evidence that EHRM become a
common phenomenon And of course the
academic interests of the research in this area
has increased and this has been discussed in
many journals ( Yusliza & Ramayah,
2012,312).
(EHRM) seems to be a chance for rescue
efficient human resource professionals
through their routine and they are
(DOI: dx.doi.org/14.9831/1444-8939.2014/2-1/MAGNT.8)
concentrating on the strategic role of human

resources managers. According to (Cdarston)
EHRM is a remarkable achievement for
organizations ) Cedarstone,2005,8(.
Despite the spreading of this system in world
successful organizations ,
in Iran
organizational atmosphere, despite upstream
documentation
(Document
20-year
perspective of the general policies of the
administrative system, the Fifth Five-Year
Development Plan of the Islamic Republic of
Iran, and administrative reform program
policies economics resistance) still it is not
welcome (As opposed to academic contexts).
some Research, ignoring factors to establish
MAGNT Research Report (ISSN. 1444-8939)
Vol.2 (1). PP:86-102
the cause of the failure has been identified (for

all human activities are supported by the Web.
example Abtin 2011) This research combines
Strohmyeir knows EHRM the planning,
approaches (qualitative - quantitative) follow
implementation and application of information
this prove that what is the main barriers to
technology for connecting at least two people,
electronic human resource management
or two groups to Implementation of joint
settlement in government organizations? In
activities of human resource. In general, for
other words, under what circumstances the
the purpose of EHRM literature suggests the
iran Government organization can use
three objectives include reducing costs,
technology to improve processes and human
improving service, human resources and
resources management functions to use? This
strategic direction for improvement, but more
article is adapted from the conceptual model
of an emphasis on pictures of the concept of
of pluralism data collection, is also presented
subjectivity Leaders. Research indicates that
EHRM increase human resource processes
2.
Electronic
Human
Resource
efficiency, and reduce administrative costs
Management Literature Review
"Hall" and "Moritz" says EHRM word was
optimizes the interaction time to engage in the
introduced in the early 90s and was referred to
activities of the human resources and
using the Internet to carry out human
information to help Computerization (Hubb et
al,2007,280).
resources )Hall & Moritz,2003,365(
Comparative studies investigating the
"Hub" and colleagues in 2007, EHRM as a
underlying conceptual model is presented in
way to implement the policies and procedure
Table 1 as background research.
of human resource management in
organizations by Knowingly support and with
full use of the channels have been defined
based on web technology . In this approach,
Table 1. Background Investigations
Nora Osman and Hosni, 2012, EHRM acceptance and performance management decisions in relation
to the effectiveness of higher education institutions in Nigeria .The article shows before resoundingly
for change, understanding of the program has changed and what the chances of EHRM success in
higher education institutions in Nigeria increase the acceptance of applications is changing. Because
of the higher education institutions, individuals with Expertise ise in operating effectiveness and the
success of EHRM programs depends on Acceptance of its faculty and course success EHRM
implementation of its compliance with the performance management system in higher education
institutions and If performance evaluation is not related EHRM itself is a barrier. The paper will look
at the role of hardware as suitable catalyst and by providing model in order to EHRM connection
with the performance management system and its compliance with the effectiveness of the decision
to end the relationship (Nura & Osman,2012, 202).
Chamarv Alois D., 2010, "The impact of EHRM role." The article refers to the fact that the
Expertise s agree on the factors for success employees does not exist. Some people know skill or
attitude or employees' behavior as success factors . But today, despite the revolution in information
technology, the Expertise ise and technical skills of the personnel is quite substantial. Ability to work
in a digital environment, it is undeniable. The article refers to human resources, information
Vol.2 (1). PP:86-102
technology adaptation and adoption of IT in the organization. Therefore, the adaptation and
acceptance, EHRM is. In addition, the introduction of some successful companies in the field of IT,
pointed out that even in the realm of the workspace, if the EHRM employees about their desire to
know and to reject other words, EHRM will not be successful (Alwis, 2010, 47).
Hong Liang Lin, 2011, "Human resource management and organizational innovation the role of IT
and virtual structures
as an article in the information age, companies are increasingly moving toward IT and HR is the first
area of interest. However, notice that challenges the field of human resources. Two major challenges
in the E-Human Resources , adoption IT with mood and ability to implement of staff as well as the
implementation and adoption of virtual structures has been introduced.As this article goes to say that
the knowledge of IT staff is an important factor for the acceptance EHRM. In the absence of
knowledge of IT , it can be a huge obstacle in the EHRM implementation..The move towards virtual
structures is a reason for EHRM success as well.The paper ends with some recommendations for
managers to succeed EHRM programs (Hung lin, 2011,235).
Mehdi Mousavi Davoudi and Kiyarash Frtash, 2012 EHRM, a new approach for organizational
success. It discuss about the undeniable role of (EHRM) organizational success and in a review
study also introduced a variety of EHRM and its advantages, the most important factors for
successful implementation refers.EHRM believes the neglect of these factors probably EHRM
Programs will be unsuccessful. In other words, these factors make a barrier to EHRM success or as a
facilitator. The proposed model is suitable for an introduction to the organization of the workspace
where the second factor is having the right software and hardware to support programs as EHRM.
The third factor supporting the organization's managers and owners for the implementation of EHRM
have introduced (Davoodi & Fartash, 2012,75).
"Erdogomz" and "Asin" says that should not
be ignored EHRM settlement barriers when
speaks of the obstacles, internal and external
environment, as can be barriers, but the
barriers are not properly investigated.
Therefore, a closer study of this important
cultural barriers, we find that some Expertise s
are concerned with the implementation and
settlement EHRM (Erdogmus & Esen,
2011,487).
A group of scientists in their research found
out that Some Expertise s are concerned
Cultural barriers with the implementation and
deployment
EHRM
(Jalilvand,
Shekarchizadeh & Samiei, 2011,42).
In an interesting study, "Manyvanan" in 2013,
the issue of employee satisfaction and
willingness to accept change is a special
privilege. in other words Manyvanan says, the

main obstacles to the settlement of EHRM is
staff and if they reject the plan ,knows to
reject the plan, Success is likely to change as
little as possible (Manivannan, 2013,11).
In a study conducted in India as the world's IT
hub, the role of human resource management
strategies for successful implementation of
EHRM reached. In fact, a map of the area in
the atmosphere of organization and human
resources can be ensure EHRM programs. The
study also pointed out that changing the legal
protections and government programs. So the
plan is to start in organizations without a clear
strategy, no doubt, will not run (Srivastava,
2010,47). What is common in all these studies
. refer to EHRM Effectiveness and efficiency

in different organizations. Somehow all of this
research show EHRM is Undeniable (Figure1)
Strategic
Factors
Technological
Factors
Structural
Factors
Cultural
Factors
Figure 1. Strategic referent points model

(Mirsepasi,2013,95)
3. Methodology
Exploratory research is a type of mixed
research designs, incorporating research,
research that uses the combination of
qualitative and quantitative research to arrive
(Merchant, 1387, 161). Accordingly, the first
comparative studies, compared to initial
recognition requirements, factors and barriers
of EHRM in different countries were, then,
using qualitative approach (semi-structured
exploratory
interviews)
barriers
of
governmental organizational EHRM of
Khorasan Identification and then using Qfactor analysis approach to the design and
validity of the model was attempted.In the first
phase, in-depth interviews of managers and
HR managers of organizations that recognize
the EHRM had carried out the interviews with
Expertise s and a piece of information in the
basic model of EHRM comparative studies in
other countries was obtained, continue through
the analysis of Content human resource
managers of government agencies in the
province and the faculty of models and model
components were analyzed research And more
models are designed in the form of Q cards .
the validity of the Expertise added after
collecting and analyzing the data, the final
model
barriers
of
human
resource
management of e-Government Organizations
Vol.2 (1). PP:86-102

established in Khorasan Razavi province.
General objectives of the research are the
following: Identify the main obstacles to the
EHRM settlement in the Governmental
organization of Khorasan Razavidesign the
model for Barriers of EHRM settlement in
government organization of Khorasan Razavi .
Community sample: Academic Expertise s
and managers in the interview stage and
completion stage of Q-tables and the
characteristics of the study sample are as
follows:
1. Professors in the field of human resources
articles and books written in the field EHRM,
2. Guidance or advice EHRM thesis in the
field have
3. Their Education PhD in H RM,
4.And these people were assistant at least
once,
5.in Field of teaching and academic activities
were at least 10 years of human resource
management.
And experienced managers in the interview
process is as follows:
1. The field of human resource management
have been operating for at least 5 years,
2. Senior managers who were familiar with the
concept EHRM and have at least 5 years
management experience;
3. Least 5 years experience in the public sector
have.
In the interview process, selected using
snowball sampling method Based on this
study, we identified 54 patients with the
introduction of the 54 people interviewed, 35
Interviews were prepared for declaring ,of
which 12 faculty members and 10 managers
and administrative specialists and 13 of the
HR managers of public organizations and
agencies are . Then draw the final model and
the validity of the model in the Q stage 18
senior managers and human resource
Vol.2 (1). PP:86-102
managers and 11 faculty members formed the

sample with the above conditions.
The beginning of the interview, the
researcher's introduced, the aim of this study,
suggest secrecy about the information and
explanations about the reason for Selection of
interviewees and then Interviews were
conducted,
In Interview sessions, with the permission of
the interviewees, voice recordings, and then
were noted. Blog notes from interviews with
technique "theme analysis" was evaluated that
it was the method of analysis and expression
patterns (themes) within the data. In the
present study, once, researcher read the data
from the interviews . The beginning of this
stage, recorded and marked of meanings
started .In the second stage, the initial coding
of the data was created . in the current study,
features that was related to EHRM barriers
have been coded. Three items were used to
encode data. For example: HR level of

organization can be effective in applying
EHRM, if the level of staffs were not
professional, effort will fail.This code can be
classified into three items . from left first
number indicates the code number in the
interview , In this example, the code was 13 th
code in interview. letters between two
numbers Includes (P) for faculty members, (E)
for Expertise s and managers, and (H) for the
management of human resources.
The code in above example shows that
interviews with human resource managers.The
number 7 is the right shows the number of
interviews that shows seventh interview was
conducted with HR managers After the initial
coding , categorizing the different codes is
done in the form of themes. At the end of the
four themes and the themes identified were
obtained. At the end or this stage , four themes
were obtained and then were identified
4. Research Findings
According to a survey of the research
literature in the field of information
technologies and the results of using content
analysis, qualitative interviews participants
(both in-depth interviews with managers and
Expertise s) the initial model of an EHRM
settlement barriers (see Figure 2) was
presented
barriers of electronic human resource management settlement
Technological
dimensions
- IT & communications
infrastructure
-Quality of EHRM
-Positive attitude to
EHRM
-Ease of use of the
system
Strategic Dimensions
Provisions and rules
Vice President of Human
Capital
Role of Government
Policies and strategies
Private sector support
Cultural Dimensions
- Culture
-Adherence to rules and
regulations
-Culture of organization
Structural dimensions
-Top management of the organization,
-Status of HRM
-The level and quality of human
resources
-Management of Change
-Organizational structure
-Communications
-Organizational policies
Vol.2 (1). PP:86-102
Figure 2 - Model of the primary barriers of electronic human resource management settlement in
government agencies
5. Q method for the validity of the model
- -4 -3 -2 -1 0 1 2 3 4 5
In the present study for the validity of the
5
model, the Q method was used, Q
methodology, technology that enables
researchers to firstly identify and categorize
individual perceptions and belief and secondly
to categorize people based on understanding.
This feature will close this methodology to
qualitative research methods. However, Q
methodology is a bit of dimension, because it
will help statistical methods such as factor
analysis and principal components analysis to
classify individuals (Khoshguyan Fard)
Q methodology as a method of data collection
(sorting Q) and with data analysis (Q factor
analysis) is. The main difference with other
The tools used in this step, factor analysis is a
research methods in the social sciences is that
multivariate technique for finding the
Q methodology, rather than the individual
correlations between the variables. The
variables is analyzed. In other words, in Q the
multivariate technique for finding the
study m person are selected to((their)) in
correlations between the variables in Q
characteristic to measure.5 stage process of Q
methodology to find the correlation between
was used in this study: In the first step,
people are to see what those points are close
expressions (predicates) of interviews were
together. Finally,after analysis, the significant
produced that 60 Q items were noted ,
factor extraction and rotation and get loads of
participants were
important factors, turn to the precise
identified in the second step, The Q is better
interpretation of the factors, which determine
for people who look set to be uniform, In this
the meaning and definition of the 5
study, two groups of administrators and
components as they reach this stage, were
faculty members will participate in research
categorized.
that their demographic information is 5 Table .
In the third step, participants were asked to
Table 2. Demographic information of
sort Q item fits with their thinking in given
stage Q
table . The proposal was given a card in three
Total
Number Academic Rank
categories: agree, disagree and neutral. Then
1
Professor
do the final sorting. Q table used in the study
11
2
Associate
sample in Figure 1. Provided.In the fourth
People
Professor
Faculty
step, then sort and categorize the participants
member
6
Assistant
made statements Q, the data obtained were
Professor
statistically processed
2
Instructor

18
18
People
29
Expertise
Vol.2 (1). PP:86-102
************** Managers
&
Expertise
analysis is performed leads to Fitting pattern

PCA after Varimax rotation with 4-factor
model fit the 29 variables (organ samples)
were collected from the perspectives of
EHRM
settlement
in
Government
Organizations will As to the fourth factor of
approximately 9/54 of the total variability is
explained(At least 55% of the 29 samples in
this fourth factor is retained. Therefore, as a
first stage of Q analysis, it is orthogonal factor
model with four factors (three of them shared
and one is interaction) to be introduced as
follows:
Total
The results of the analysis of Q: First, our

study sample consisted of 60 words, Q is an
indicator of the theoretical literature,
background research, content analysis, and
implementation stages of the Delphi method
were used. Q sorting samples in a forced
distribution, with a range of 5 - to 5 + as
shown in Figure 1 taken. During these steps,
the grades obtained by Q and enter the scores
in SPSS, version 21, the quantitative analysis
X( 291) ( 291) L ( 294) F( 41) ( 291)
of the Q exploratory factor analysis (EFA)
L matrix whose columns are formed in the
was started. Regarding this first evaluation
Communications in Q matrix was determined
matrix of rotated factor loadings Table 6
by fitting a model that allows analysis on the
And It's supposed to be based on four different
correlation matrix is possible because
views of Expertise faculty and indices relative
Bartlett's test (since 1950), indicate the
to EHRM in governmental organizations listed
minimum requirement necessary to perform
in. The results of the factor analysis, the factor
this analysis (000/0 = P) .index of sampling
loadings of the principal components method
adequacy, Kaiser, Meyer and Oaklyn (KMO)
(before and after the rotation) were estimated,
is also another reason for the possible
and the conclusion is presented in Table 3.
implementation of exploratory factor analysis
shows. (690/0 = KMO).
However, the results of different stages such
as: Explanation and variance to assess the
correlation between variables, determine the
number of methods , to estimate factor
loadings , kind of rotation, exploratory factor
Table 3. Estimate the factor loadings using principal components before and after the
rotation plus the cumulative proportions of the total sample variance.
cumulative
proportion
hi
Estimates the factor

loadings using principal
components before and
after the rotation
F4
F3
F2
F1
Estimates of the principal

components of factor
loadings
F4
F3
F2
F1
variables Q in
the first stage
(Expertise s
studied)

0/65
0/08
0/02
-0/01
0/61
0/17
0/35
0/09
0/20
0/73
0/77
-0/05
0/13
-0/02
0/03
-0/12
0/11
0/28
0/28
0/12
-0/06
0/29
0/26
0/08
0/02
0/17
0/08
0/17
0/08
-0/08
0/49
-0/04
0/13
-0/47
0/49
0/02
0/17
0/93
0/90
0/61
0/15
0/79
0/64
0/01
0/20
0/11
0/17
0/86
-0/17
0/82
0/07
-0/14
-0/22
0/00
-0/18
0/13
0/12
0/16
-0/21
-0/06
-0/21
-0/59
-0/58
-0/31
-0/23
0/13
0/51
0/13
-0/53
-0/09
0/53
0/17
Vol.2 (1). PP:86-102
0/53
0/88
0/82
0/46
0/47
0/68
0/56
0/68
0/57
0/58
0/64
0/75
0/52
0/67
0/57
0/27
0/54
0/21
0/04
-0/02
-0/08
0/04
0/09
0/13
0/16
0/80
0/69
0/10
-0/07
-0/06
-0/48
-0/07
0/74
-0/10
-0/49
-0/36
0/23
-0/40 0/19 0/05 0/19
0/27 -0/35 -0/01 0/21
0/82
-0/03 0/07 0/06 0/90
0/11 0/03 -0/22 0/87
0/04
-0/16 -0/04 -0/04 0/08
0/14 -0/07 -0/11 0/04
0/52
-0/01 0/08 0/72 0/08
0/29 0/16 0/59 0/25
0/52
0/06 -0/68 0/21 0/07
0/35 0/61 -0/13 -0/07
0/69
0/27 -0/05 0/78 -0/04
0/14 0/43 0/68 0/14
0/49
0/32 -0/01 0/62 0/07
0/03 0/39 0/54 0/22
0/83
-0/02 0/11 0/11 0/90
0/10 0/02 -0/16 0/89
0/81
-0/07 0/00 0/89 0/10
0/45 0/24 0/69 0/27
0/04
-0/14 0/06 -0/08 0/12
0/06 -0/14 -0/10 0/10
0/54
0/08 -0/69 0/22 0/10
0/35 0/63 -0/14 -0/04
-0/36
0/05
0/00
0/17
-0/31
0/05
-0/10
0/46
0/31
-0/42
-0/57
0/05
-0/25
0/03
0/46
-0/12
-0/24
-0/41
0/46
-0/17
-0/34
0/04
0/45
-0/10
-0/01
0/31
0/20
0/44
0/34
-0/37
0/43
-0/32
0/22
-0/41
0/44
0/08
0/39
0/91
0/83
0/64
0/36
0/82
0/71
0/14
0/32
0/34
0/38
0/77
-0/06
0/74
0/17
-0/27
-0/11
0/05
Expertise 1
Expertise 2
Expertise 3
Expertise 4
Expertise 5
Expertise 6
Expertise 7
Expertise 8
Expertise 9
Expertise 10
Expertise 11
Expertise 12
Expertise 13
Expertise 14
Expertise 15
Expertise 16
Expertise 17
Expertise 18
Faculty member
1
Faculty member
2
Faculty member
3
Faculty member
4
Faculty member
5
Faculty member
6
Faculty member
7
Faculty member
8
Faculty member
9
Faculty member
10
Faculty member
11
0/55 0/45 0/34 0/22
Vol.2 (1). PP:86-102
0/55 0/46 0/36 0/24
Now using Q analysis, it was found that

teachers and Expertise s disagree about Q
elective sample in this study, ie 60 parameters
are extracted Therefore, it is necessary to
consider the parameters that cause the
difference between the 60 indicators have
been removed. And again to the second stage
of Q steps should be taken. This action was
examined using non-parametric Man Vitni
(according to sample size and ordinal scale
variables) were performed to compare the
scores of each of the 60 indicators And the
results showed that among the seven
indicators of faculty and Expertise s in the
evaluation of these indicators, there is no
consensus. The markers 12, 28, 30, 36, 37, 49
and 60 of the 60 indicators were removed and
Implementation of the second stage of Q
analysis on the 53 remaining indicators, and
again with the same spectrum mandatory 5 - 5
+ was performed.
The second phase of Q data analysis
In this step, using the Q 53-item sample, the
result of three factors was achieved.Hence, to
determine the model parameters EHRM
Cumulative
proportion of the
Explained
variance
settlement
Barriers
in
governmental
organizations. In the second stage of Q
analysis through implementation of various
steps in exploratory factor analysis, a threefactor model after Varimax rotation that the
factor are estimated through the principal
components, achieve. As to the third factor of
0/64% of the total variability is explained. (At
least 64% of the 29 samples in this third factor
is retained.)
Therefore, as the second stage of Q analysis, it
is orthogonal factor model with 3 factors
(three shared or public) to be introduced as
follows:
X( 291) ( 291) L ( 293) F(31) ( 291)
As before, the L matrix is constituted of

rotated factor loadings and It's supposed to be
based on three different views of Expertise
faculty and indices relative EHRM settlement
of Governmental Organizations enumerated.
The results of the factor analysis that the
factor loadings of PCA method (before and
after the rotation) has been estimated, can be
seen in Table 4.
Vol.2 (1). PP:86-102
Table 4. Estimate the factor loadings using principal components (PCA)before

plus the cumulative proportions of the total sample variance.
cumulative
proportions
loadings
after the rotation
hi
F3
F2
F1
F3
F2
F1
0/91
0/09
0/09
0/94
-0/13
-0/26
0/91
0/02
0/00
0/13
0/05
-0/04
0/10
0/09
0/77
-0/03
0/04
0/88
-0/21
-0/30
0/80
0/45
0/19
0/14
0/63
0/02
-0/09
0/66
0/35
0/15
0/57
0/01
0/00
0/54
0/24
0/62
0/15
0/21
0/74
-0/06
-0/07
0/78
0/81
-0/21
0/87
0/14
-0/44
0/70
0/35
0/32
-0/41
-0/36
-0/15
-0/27
-0/34
-0/37
0/89
0/13
0/09
0/93
-0/09
-0/25
0/90
0/27
0/13
0/51
-0/03
0/00
0/49
0/18
0/35
-0/07
0/58
0/13
-0/24
0/47
0/29
0/71
-0/01
-0/03
0/84
-0/17
-0/36
0/74
0/95
0/12
0/10
0/96
-0/10
-0/26
0/94
0/66
-0/01
0/02
0/81
-0/18
-0/29
0/74
0/94
0/12
0/09
0/96
-0/10
-0/27
0/93
0/86
0/13
0/10
0/91
-0/08
-0/24
0/89
0/49
0/17
0/68
0/05
-0/02
0/63
0/31
0/63
0/11
0/76
0/19
-0/12
0/64
0/45
0/09
-0/18
0/11
0/21
-0/24
-0/01
0/18
0/84
0/03
0/07
0/91
-0/17
-0/29
0/85
0/76
-0/16
0/85
0/06
-0/38
0/73
0/29
0/64
0/11
0/78
0/15
-0/13
0/67
0/42
0/92
0/94
0/03
0/15
0/86
0/12
0/41
0/49
0/22
0/66
-0/09
0/05
0/67
0/20
0/56
0/74
0/09
-0/01
0/68
0/21
0/23
0/56
-0/13
0/74
0/01
-0/32
0/64
0/22
0/89
0/94
-0/04
0/13
0/87
0/07
0/36
0/94
0/96
0/05
0/13
0/87
0/16
0/40
0/88
0/91
0/13
0/16
0/80
0/20
0/44
0/64
0/48
0/30
0/64
0/50
0/33
and after the rotation
variables Q in
the second stage
(Expertise s
studied)
Expertise 1
Expertise 2
Expertise 3
Expertise 4
Expertise 5
Expertise 6
Expertise 7
Expertise 8
Expertise 9
Expertise 10
Expertise 11
Expertise 12
Expertise 13
Expertise 14
Expertise 15
Expertise 16
Expertise 17
Expertise 18
Faculty member 1
Faculty member 2
Faculty member 3
Faculty member 4
Faculty member 5
Faculty member 6
Faculty member 7
Faculty member 8
Faculty member 9
Faculty member 10
Faculty member 11
Cumulative
proportion of the
Explained variance

The second stage of Q analysis showed that 11
faculty members and 18 Expertise s selected
by re-graded card in the determination and
measures Model parameters of the present
study do not agree on the remaining 53
indicators. So again the parameters that cause
this difference of opinion among the 53
indicators have been discovered And by
removing them, More than Q steps to achieve
a single view of the Expertise s and professors
were acting. there is no consensus in
Nonparametric test (man Vaitni) for four
indicators, among academics and Expertise s
.so the indices 9, 19, 26 and 50 of the 53
indicators removed And the implementation of
the third stage of Q analysis on the remaining
49 indicators selected by obtaining the views
of teachers and Expertise s continued To be
clear at this stage whether these people are
agree about importance of than 49 indicators
to measure the conceptual model to investigate
Vol.2 (1). PP:86-102

the barriers to the EHRM settlement in public
organizations, the consensus reached or not?
The third step is to analyze the results of Q
Third Q analysis as before and again during
various stages of exploratory factor analysis
on 29 variables (members) and based on a
sample of 49 items of Q was conducted and
Resulting in orthogonal factor model with two
factors is as follows:
X( 291) ( 291) L ( 292) F( 21) ( 291)
In this model, two-factor matrix elements

of the factor loadings after Varimax rotation
with PCA method has been estimated. The
results of the factor model states that two
factors explain 0/64% of the total variability in
the data Or in other words at least 64% of the
29 samples information's by this 2 factor is
maintained. Detailed results of this model can
be extracted from Table 5.
TABLE 5. Estimate factor loadings using principal components (PCA) before and after the rotation
plus the cumulative proportions of the total sample variance.
cumulative
variables Q in
proportions
the third stage
loadings
after the rotation
(Expertise s studied)
hi
F2
F1
F2
F1
0/90
0/09
0/94
-0/06
0/95
Expertise 1
0/73
-0/01
0/85
-0/14
0/84
Expertise 2
0/76
0/03
0/87
-0/11
0/86
Expertise 3
0/35
0/15
0/57
0/05
0/59
Expertise 4
0/35
0/59
-0/02
0/58
0/07
Expertise 5
0/54
0/20
0/71
0/09
0/73
Expertise 6
0/70
0/83
0/10
0/81
0/23
Expertise 7
0/83
0/02
0/91
-0/12
0/90
Expertise 8
0/86
0/07
0/93
-0/08
0/92
Expertise 9
0/57
0/75
-0/01
0/75
0/10
Expertise 10
0/32
0/56
0/09
0/54
0/18
Expertise 11
0/68
-0/08
0/82
-0/20
0/80
Expertise 12

0/93
0/65
0/92
0/80
0/51
0/64
0/58
0/90
0/72
0/64
0/86
0/49
0/03
0/50
0/93
0/90
0/08
0/09
-0/04
0/07
0/10
0/71
0/79
0/05
0/11
0/85
0/79
0/07
0/70
0/17
0/71
0/04
0/04
0/17
0/96
0/81
0/95
0/89
0/09
0/10
0/76
0/94
0/03
0/12
0/92
-0/03
0/04
-0/03
0/96
0/95
0/23
0/64
0/45
At the present time by using nonparametric

tests - Vaitni, to compare the scores of each
of the 49 indicators because the Q-factor
analysis as the previous two sections says
about little difference of opinion among both
faculty and Expertise s in the evaluation of the
49index is. However, a comparison test of
Man Vaitni for measuring the difference
between the average scores for independent
samples (two teachers and faculty) says there
is not significant differences (significance
Vol.2 (1). PP:86-102

-0/06
-0/16
-0/08
-0/04
0/69
0/77
-0/07
-0/04
0/83
0/76
-0/08
0/69
0/16
0/71
-0/11
-0/11
0/14
0/96
0/79
0/95
0/89
0/20
0/22
0/76
0/95
0/17
0/24
0/92
0/08
0/06
0/08
0/96
0/94
0/25
Expertise 13
Expertise 14
Expertise 15
Expertise 16
Expertise 17
Expertise 18
Faculty member 1
Faculty member 2
Faculty member 3
Faculty member 4
Faculty member 5
Faculty member 6
Faculty member 7
Faculty member 8
Faculty member 9
Faculty member 10
Faculty member 11
Cumulative proportion
0/64
0/46
of the Explained
variance
level 01/0 = ) between the two groups in all
49 indicators or examples of Q. But that is not
enough controversy to cause significant
differences in the indices priority. In this
stage, the Q analysis completed and Q analysis
of the study to establish the model parameters
of EHRM settlement barriers in government
agencies, including 49 indexes can be
enumerated. This final model and parameters
are presented in Table 6.
Vol.2 (1). PP:86-102
Table 6: Final model extracted from Expertise opinion by Q cards

Components
Dimension
Top management of the organization
Status of Human Resource Management
The level and quality of human resources
Structural
Management of Change
dimensions
Organizational structure
Communications
Organizational policies
Culture
Adherence to rules and regulations
Cultural Dimensions
Culture of organization
Vice President of Human Capital
Barriers of EHRM
Role of Government
Strategic Dimensions
Establishment
IT and communications infrastructure
Quality of EHRM
Technological
dimensions
Positive attitude to EHRM
Ease of use of the system
Confidentiality
The implementation of change (change agents)
Other Factors
Formation of EHRM
Reward system for accepting
Development
of
information
and
communication technologies, encompass all
aspects of organizations such as technology to
human resources. Impact of Technology on
Human Resource Management by introducing
a phenomenon called EHRM could improve
function of HR and Most organizations have
EHRM announced a satisfactory about their
settlement , It is obvious that success of
EHRM require multiple agents. For example,
changes in personnel and the audience must be
able to adapt themselves quickly. An electoral
system should be with the strategic needs of
both staff and redesigning the areas of human
resources is compatible. If employees are not

able to cope with changes, or during the
transition period, they feel a lack of support
Certainly reforms will fail. . Organizational
culture is another success factors in the
adoption and implementation of EHRM.
Supporting change and risk taking culture can
be facilitated, while it does not have a barrier.
These issues form the comprehensive study of
a mixed research (qualitative - quantitative)
identified in Figure 3 as a model is presented.
As before the validity of the model is obtained
by Q.
Vol.2 (1). PP:86-102
Cultural Barriers
Culture
Adherence to rules and
regulations
Culture of organization
Technological Barriers
IT and communications
infrastructure
Quality of EHRM
Positive attitude to EHRM
Ease of use of the system
Strategic Barriers
Barriers of EHRM
Establishment
Structural Barriers
Top management of the
organization
Status of HRM
The level & quality of human
resources Management of
Change Organizational structure
Communications Organizational
policies
Vice President of
Human Capital
Role of Government
Others Barriers
Confidentiality
The implementation of change
(change agents)
Formation of EHRM
Reward system for accepting
Figure 3 - Final Model barriers of the EHRM settlement
6. Conclusion
Internet phenomenon has changed the style of
our life . The faster and better our relationships
and how we are learning and how it affects
spending free time, Basically, the Internet has
changed all aspects of human society, more or
less. In recent years, the importance of the
Internet in space, both commercial and private
spaces
has
increased
significantly.
Undoubtedly, environmental organizations and
personnel designed to accommodate both in
terms of employment, working conditions, and
many others have been affected by the Internet.
Functions
of Human
Resources
has
experienced changes (Stone and Dolehban,
2013, 1). Areas of the organization that is
strongly influenced by the Internet, the field of
human resource management. The widespread
use of the Internet in these areas, tasks, and
even the role of HR professionals has changed.
The possibility of transfer of the activities of
Internet resources to provide them. The online
communication between employees, managers
and organizational consultants, and done many
electronic HR duties, human resources

professionals, daily administrative tasks to
strategic HR activities has shifted. The concept
of electronic human resource management of
the Internet's role in this area (Reiss, 2003, 54).
Besides
the
advantages
of
EHRM,
organizations and communities are also facing
challenges and obstacles, In Iran, government
agencies has also dominated the other hand,
and are allocated about 25% of employment ,
Also, due to global trends and expand the use
of ICT, especially internet and web technology
to perform administrative tasks and the benefits
it has started moving towards utilizing EHRM ,
But several barriers were recognized in the
study. These barriers in-depth interviews,
interviews with Expertise s and a review of
literature and comparative studies (Data
pluralism) model was developed to identify and
Depending on the barriers of space, the
following are recommended.
Strategic role: human resource involvement in
routine affairs, human resources and

administrative functions, including the threats
and challenges of human resources. Use of
process automation technology, which provides
the opportunity to transfer part of HR activities
to external organizations for employees and
managers to provide opportunities to engage in
work with high efficiency. In other words,
strategic role and mission of the organization,
while gaining the trust provides an opportunity
for HR to demonstrate that mental picture of
herself to take a strategic role.
First, developments and technological
change : What is often forgotten is that EHRM
not just a technical issue. In the first place it is a
change in mental models and behavior, human
resource managers, line managers and staff.
Facilitating tasks using information technology
is second place. Therefore, for settlement of
system, the staff and line organizations
completed the stage of readiness to accept the
system. In other words, hold a meeting with the
staff involved in the project affected by the
project and Influential people familiar with the
plan with respect to the interests and concerns
they face fewer barriers to minimize the
settlement.
Knowledge and improved technology:
Human resource managers do not ignore the
technology in their work and activities of the
organization in which they work . Depending
on the industry in which they work, should be
able to understand how new technologies, the
References
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company keeps them in the forefront of the
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Vol.2 (1). PP:86-102

Analysis Of The Barriers Of Electronic Human Resource Management(EHRM)

concentrating on the strategic role of human

MAGNT Research Report (ISSN. 1444-8939)

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the cause of the failure has been identified (for

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privilege. in other words Manyvanan says, the

MAGNT Research Report (ISSN. 1444-8939)

Figure 1. Strategic referent points model

Vol.2 (1). PP:86-102

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managers and 11 faculty members formed the

encode data. For example: HR level of

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MAGNT Research Report (ISSN. 1444-8939)

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analysis is performed leads to Fitting pattern

The results of the analysis of Q: First, our

Estimates the factor

Estimates of the principal

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Vol.2 (1). PP:86-102

-0/40 0/19 0/05 0/19

0/27 -0/35 -0/01 0/21

-0/03 0/07 0/06 0/90

0/11 0/03 -0/22 0/87

-0/16 -0/04 -0/04 0/08

0/14 -0/07 -0/11 0/04

-0/01 0/08 0/72 0/08

0/29 0/16 0/59 0/25

0/06 -0/68 0/21 0/07

0/35 0/61 -0/13 -0/07

0/27 -0/05 0/78 -0/04

0/14 0/43 0/68 0/14

0/32 -0/01 0/62 0/07

0/03 0/39 0/54 0/22

-0/02 0/11 0/11 0/90

0/10 0/02 -0/16 0/89

-0/07 0/00 0/89 0/10

0/45 0/24 0/69 0/27

-0/14 0/06 -0/08 0/12

0/06 -0/14 -0/10 0/10

0/08 -0/69 0/22 0/10

0/35 0/63 -0/14 -0/04

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0/55 0/45 0/34 0/22

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0/55 0/46 0/36 0/24

Now using Q analysis, it was found that

As before, the L matrix is constituted of

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Table 4. Estimate the factor loadings using principal components (PCA)before

and after the rotation

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In this model, two-factor matrix elements

MAGNT Research Report (ISSN. 1444-8939)