Role of Human Resource Information System in Strategic Human Resource Management

Role of Human Resource Information System in Strategic Human Resource Management

Renu D Bhargava

Abstract

This paper presents theoretical excerpts to inundate the case for building a strong Human Resource Information System (HRIS) model as an operational link between strategic organizational vision and human resources implementations in organizations. The researcher has clearly put forth the argument for adopting HRIS as a functional reality for facilitating Strategic Human Resource Management (SHRM). Keeping well in mind that the usage, implementation and impact of HRIS must be weighed with respect to the strategic direction of the firm. This study is meant to provide a perspective to the reader to understand the relevance of adopting HRIS as a suitable model and at the same time leaves scope for field research to examine how Human Resource (HR) professionals and managers in different organizations can establish suitable model of HRIS with clear understanding of the effects of HRIS on strategic HR tasks and job roles. Management scholars have long called for stronger and more explicit paths between strategic planning and applications in human resources. Yet implementation guidance for this vital connection has proved elusive (Lawler, E. E., Levenson, A., & Boudreau, J. W. 2004). Based on literature review, this paper contends that HRIS is a powerful tool in forging this link, and advocates an increased understanding of this concept to develop its maximum potential. The study aims at investigating what role if any do HRIS play in SHRM. This study describes how Information technology is expected to drive Human Resource’s transition from a focus on HRM to SHRM. This strategic role is expected not only to add a valuable dimension to the HR function, but also change the competencies that define HR professional and practitioner success. The subject of the strategic relevance of human resource management in organizational plans and models provides a deep foray into one of the core success factors that effectively underpins the achievement of leadership and managerial objectives. This insight drives the current inquiry into one of the principal levers of modern human resource management identified as Human Resource Information System. This research encompasses theoretical investigation and comprises of the Introduction to the study, the objectives of the study and theoretical concepts related to Human Resource Management (HRM), Strategic Human Resource Management (SHRM), Human Resource Information Systems (HRIS), and an analysis of the previous research, to establish the usage, role and implementation of HRIS as an operational link between strategic organizational vision and human resources implementations in organizations. The study further leaves scope for examining how HR professionals and managers in different organizations see the effects of HRIS on strategic HR tasks and job roles

References

Abecker Andreas, Ernst Biesalski, DaimlerChrysler AG, and Werk Wörth. 2004,

“Human Resources with Ontologies, Macmillan, 50.

Alan Price, 2004, Human Resource Management in a Business Context, Beverly Hills second edition, 32-33.

Anderson R. Wayne: 1997, “The future of Human Resources: Forging Ahead or Falling Macmillan,53-58.

Ball Kirstie S: 2000.“The use of human resource information systems”: a survey,55-60.

Ball K., 2000.The use of human resource management systems: a survey, Personnel Review, 677–693.

Bamberger P. and Meshoulam HHuman Resource Strategy: 2000. Formulation,

Implementation, and Impact, Sage, Beverly Hills, 200-2005.

Bratton John and Gold Jeffrey: 2003. Human Resource Management: Theory and

Practice third edition London: Palgrave Macmillan, 145-50.

Brockbank W., 1999. If HR were really strategically proactive: present and future directions in HR’s contribution to competitive advantage, Human Resource Management, 337–352.

Broderick R., Boudreau J.W., 1992. Human resource management, information technology andthe competitive advantage, Academy of Management Executive, 7–17.

De Cenzo David A. and Robbins Stephen P. 1996. Human Resource Management fifth edition. Canada: John Wiley & Sons Inc, 55-56.

Dessler Gary, Cole Nina D., and Sutherland Virginia L. 1999. Human Resources

Management In Canada seventh edition. Prentice-Hall Canada Inc. Scarborough, Ontario,143-46.

Fein Steve “Preface” In Alfred J. Walker ed. 2001. Web-Based Human Resources. New York:McGraw Hill VIIX.

Gallagher M., 1986. Computers in Personnel Management, Heinemann, UK,.26.

Gerardine DeSanctis,1986. “Human Resource Information Systems- A Current Assessment”MIS Quarterly Vol. 10, No.1 pp. 15-27.

Greer C.R.,1995. Strategy and Human Resources: A General Managerial Perspective, PrenticeHall, New Jersey,84.

Hendrickson R. Anthony, 2003. “Human Resources Information Systems: BackboneTechnology of Contemporary Human Resources” Journal of Labor Research Vol. XXIV,No.3.

Huselid, M.A., Jackson, S.E. and Schuler, R.S. 1997. “Technical and strategic human resource management effectiveness as determinants of firm performance”, Academy of Management Journal, Vol. 40, 171-88.

Hussain, Z., Wallace, J., & Cornelius, N. E. 2007. The use and impact of human resource

information systems on human resource management professionals. Information &

Management, 44(1): 74-89.

Lawler, E. E., Levenson, A., & Boudreau, J. W. 2004. HR Metrics and Analytics: Use and Impact.

Human Resource Planning, 27(4): 27-35.

Lawler, E. E., & Mohrman, S. A. 2003. HR as a Strategic Partner: What Does It Take to Make It

Happen? Human Resource Planning, 26(3): 15-29.

J. Storey (Ed.), 2001. Human Resource Management: A Critical Text, second ed., Thomson Learning, London,. 122-23.

Lengnick-Hall Mark and Lengnick-Hall Cynthia A. 2002. ‘Human Resource Management in the Knowledge Economy’ New Challenge; New Roles; New Capabilities San Francisco: Berrett-Koehler Publishers,98-99.

Kovach, K.A., Hughes, A.A., Fagan, P. and Maggitti, P.G. 2002. “Administrative and strategic advantages of HRIS”, Employment Relations Today, Vol. 29 No. 2, 43-48.

Lawler E.E., Mohrman S.A. 2003. ‘HR as a strategic partner’: what does it take to make it happen? Human Resource Planning 26 (3), 15–29,88.

Lederer, A.L. 1984. “Planning and developing a human resource information system”,The Personnel Administrator, Vol. 29 No. 8, 27-39.

Mayfield M., Mayfield J., Lunce S., 2003. Human resource information systems: a review and model development, Advances in Competitiveness Research 11, 139–151.

Robinson D. 1997. ”HR information systems: stand and deliver” Institute for

Employment Studies, Report 335, IES, Brighton 89.

Shrivastava Samir and Shaw James B. 2003 Siriginidi, S.R.2000. “Enterprise Resource Planning: business needs andtechnologies”, Industrial Management and Data Systems, Vol. 100 No. 2, pp. 81-8

Schuler, R.S., Dolan, S. and Jackson, S.E. 2001. “Introduction”, International Journal of Manpower, Vol. 22,195-7.

Schuler, R.S. & Jackson, S. 1995. Linking competitive strategies and human resource management practices. Academy of Management Executive, 1(3):209-13.

Storey, J. (ed.)1989. New Perspectives on Human Resource Management London:Routledge,54.

Storey, J. (ed.) 1995. Human Resource Management: A critical text London: Routledge,72-3.

Tannenbaum, S.I 1990.”HRIS information: user group implications” Journal of Systems Management, Vol. 41 No.1 27-32, 36.

Torrington D., Hall L., and Taylor S. 2005. Human Resource Management sixth edition,London: Pearson Education Limited,5-6.

Truss, C. and Gratton, L. 1994. “Strategic human resource management: A Conceptual Approach”, International Journal of Human Resource Management, Vol. 5, pp. 663-86.90.

Ulrich David, 2001, “Human Resource Champions” From e-business to e-HR. HRIM Journal5(April, 90-97.

Wright, P., & Snell, S. 1991. Toward an integrative view of strategic human resource management Human Resource Management Review, 1 (4), 203–225

پاراگلایدر Full Text: PDF

This work is licensed under a Creative Commons Attribution 3.0 License.

ISSN : 2251-1571