Application and resume management Compensation and Benefits management All of the above are some general functions that any HRIS would have.
The growing adoption of HRIS by organisations combined with the increasing sophistication of this software, presents the Human Resource function with the opportunity to enhance its contribution to organisation strategy. In this study we examine the ways in which HRIS might be used in order to achieve this.
Our analysis of four Australian case study organisations finds that the claimed potential of HRIS to contribute to business strategy is contingent on its overcoming one or more of three key challenges.
Specifically, we find that the implementation and use of HRIS is being hindered by three main challenges: The paper comprises four main sections. In the first section we review the literature on HRIS paying particular attention to previous studies which recognise challenges associated with the selection and implementation of HRIS as well as the importance of social constructionism as a theoretical lens to analyse this topic.
In the second section we discuss our case study methodology and profile our four case study organisations. In the third section we discuss our results by identifying and discussing the three challenges which we identify as important to the study of HRIS and HR.
The final section summarises the findings and provides recommendations for management. Literature Review and Theory The current generation of HRIS automate and devolve routine administrative and compliance functions traditionally performed by corporate HR departments and can facilitate the outsourcing of HR Barron et al.
In doing so, HRIS not only make it possible for organisations to significantly reduce the costs associated with HR delivery, but also to reassess the need for retaining internal HR capabilities.
However, HRIS also provide HR professionals with opportunities to enhance their contribution to the strategic direction of the firm. First, by automating and devolving many routine HR tasks to line management, HRIS provide HR professionals with the time needed to direct their attention towards more business critical and strategic level tasks, such as leadership development and talent management Lawler et al.
Second HRIS provides an opportunity for HR to play a more strategic role, through their ability to generate real time reports on HR issues, including workforce planning and skills profiles, which can be used to support strategic decision making Hendrickson, ; Lawler et al.
The existing literature on HRIS suggests that they have different impacts on HR across organisations, but provides little explanation for this variation. Ball reported similar results for small and medium sized enterprises in the UK and concluded that HR had missed the strategic opportunity provided by HRIS.
Social constructionist views offer insights into the implementation and use of HRIS in a number of ways.
In this study we draw on the social construction of technology and technologiesin-practice literature. This meaning, over time tends to become accepted and the interpretation of the technology stabilised Dery et al. In similar tradition to SCOT approaches, the technologies-in-practice approach endeavours to recognise the inability to separate the technology from surrounding social relations.
Orlikowski conceives of technologies-in-practice as the structure that is enacted by users of a technology as they use the technology in recurrent ways.
The important implications of this idea for the purposes of this research is the realisation that it is only when individuals use the HRIS that the associated social practices will frame and determine the value that they attribute to it.
Both of these approaches are important and useful as they recognise that when considering relationships and experiences with technology, it is essential that social factors and previous experiences be considered.
Therefore the opinions of respondents can only be understood in the context of individuals and groups comprehending, interpreting, using and engaging with the technologies Dery et al. In order to gain further insights into these results, the present study explores the impact of HRIS on the HR function in detail over a three year period at four large Australian organisations using a multiple case study approach Yin, Specifically, the project examines whether HRIS enhances the strategic contribution of HR by exploring the ways in which HR professionals might make more effective use of these systems.
The project is informed by four research questions: Is there evidence to suggest that HR is using opportunities provided by the HRIS to enhance its contribution to firm strategic direction?
How do different organisational characteristics affect the ability of HR to use the opportunities provided by HRIS to act as strategic partners?
Methodology and Background The four case study organisations each volunteered to participate in this study which is funded by an Australian Research Council ARC Linkage grant. Each of the case studies has either a standalone HRIS e. SAP in place and all are in the process of either replacing or upgrading their existing system.
Each company views the HRIS replacement or upgrade as a commitment to further extending the strategic contribution of the system. This provides us with a unique opportunity to gather rich empirical data related to our key research questions.
The nature of the research questions required that the plans and activities of each case study be studied through the gathering of an array of data table 1. This enabled the researchers to develop greater levels of understanding about the management of HRIS in each organisation and across organisations Yin, Data gathering across the case studies Case Study TechOrg Interviews 4 Additional Data Organisational information available in the public domain, press articles Annual reports, Previous organisational presentations.
No observation of the system in use due to the sensitivity of data GovtOrg 4 Over a 16 month period initiated earlyinterview data was combined with other empirical evidence gathered through access to secondary sources and during site visits.
The interview data comprised semi-structured interviews conducted with executives across a range of roles in the organisations including: HR, IT, and Operations. Each interview was between one to two hours, and was conducted by two investigators, recorded and transcribed.Free Essay: Introduction Human Resource Information Systems (HRIS) can provide an organization a wide variety of functionalities that improve the.
The Human Resource Information System (HRIS) is a software or online solution for the data entry, data tracking, and data information needs of the Human Resources, payroll, management, and accounting functions within a business.
The new Human Resources Information System (HRIS) architecture will be congruent with the existing Information Technology (IT) infrastructure.
A Human Resources Management System (HRMS) or Human Resources Information System (HRIS), refers to the systems and processes at the intersection betweenhuman resource management (HRM) and information technology.
Human Resource Information Systems Assume that you are the HR manager and that Your organisation requires you to provide a plan and a set of recommendations that would identify parameters and protocols for design and development of an HR DBMS.
The term HRIS stands for human resource information system. It is an automatic database which is used for collecting and managing information about the employees.
At a broader level the primary function of HRIS is to help the management in decision making.