Human Resource Information Systems (HRIS)
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Kavanagh4e_PPT01Chapter1ABriefHistoryandOverviewofTechnologyinHR.pptxChapter 1
A Brief History and Overview of Technology in HR
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HISTORICAL ERAS IN HRIS
Pre–World War II
Reactive, “caretaker” role
Recordkeeping – manual
“Scientific management” philosophy
Not major part of business
Few government regulations
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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POSTWAR: 1945–1960
Importance of employee morale
HR part of operating costs, not in mainstream
Labor inions established
Job descriptions gain popularity
Payroll function among the first for automation
Job analysis, employee skills begin to be tracked
R & D in selection
Mainframe usage by defense industry in HR
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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SOCIAL ISSUES PERIOD: 1963–1980
Social issues legislation impact HR
Protector of employees
Intro of IBM 360
Advent of MIS
Paperwork and reporting increases
HR now more in mainstream of operating budget
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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COST-EFFECTIVENESS: 1980-1990
HR cost justification activities
Increased role due to paperwork required in legislation
Microcomputers and software advances
HRIS capabilities lower in cost
Increased emphasis on R&D
Utility analysis critical
Smaller companies can utilize HRIS
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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TECHNOLOGY ADVANCEMENT ERA (’90s–TODAY)
Internet-enabled Web services
HRIS more commonplace
Business process re-engineering
HR balanced scorecard
Strategic HR management
HR becoming more visible as a “strategic business partner”
Globalization of companies
Hardware–software tools in decision-making
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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THE EVOLUTION OF STRATEGIC HRM
Contingency perspective and fit
Resource-based view of the firm and social capital
HR system components and structure
Expanding the scope of HRM beyond the focal organization
Achieving HR implementation and execution by translating the rhetoric into practice,
Measuring the outcomes of SHRM by (e.g., balanced scorecard approach)
Research methodological issues that stress the importance of evidence-based management
Adoption and use of HR metrics
Application of “Six Sigma” processes to HRM
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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COMPETITIVE ADVANTAGE
Three Categories of Resources
Physical
Organizational
Human Most Critical
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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ACTIVITIES OF HR
Transactional
Traditional
Transformational
Wright, McMahan, Snell, & Gerhart, 1998
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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HR ACTIVITIES & TIME SPENT
Transactional (65–75%)
Benefits Administration, Recordkeeping, Employee Services
Traditional (15–30%)
Recruitment, Selection, Training, Performance Management, Compensation, Employee Relations
Transformational (5–15%)
Knowledge Management, Strategic Redirection and Renewal, Cultural Change, Management Development
Added Value
Wright, McMahan, Snell, & Gerhart, 1998
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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INTERFACE BETWEEN HR AND TECHNOLOGY
IT as a tool, not a substitute for people
How might the changes in technology impact the role and perceptions of HR departments and professionals?
How might technology aid in the advancement of strategic HRM?
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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HRIS
Human Resources Information System (HRIS)
Computerized system that provides current and accurate data for purposes of control and decision making
Benefits
Store and retrieve large quantities of data
Combine and reconfigure data to create new information
Institutionalization of organizational knowledge
Easier communications
Lower administrative costs
Increased productivity and response times
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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HRIS DEFINITION
Not just hardware–software
Includes people, forms, policies, procedures, and data
Purpose – provide accurate and timely “information” to the “clients” (or stakeholders) of HR
Variety of users
Strategic
Tactical
Operational decisions
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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E-HRM & HRIS
Electronic human resource management (E-HRM)
Information technology (e.g., Web) – central component
Application and HR-function focused
HRIS
Technology and processes (e.g., databases, enterprise resources planning [ERP] architecture, smartphones, etc.) that support employee access to HR data and the move to E-HRM
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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BIGGEST ADVANTAGES OF HRIS
Reduced manual handling and paperwork
Or
Enables greater impact of paperwork on business operation
Reports
Analysis
Negotiations
Communications
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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Why Do We Need an HRIS?
Providing a comprehensive information picture as a single, integrated database; this enables organizations to provide structural connectivity across units and activities and to increase the speed of information transactions
Increasing competitiveness by improving HR operations and management processes
Collecting appropriate data and converting them to information and knowledge for improved timeliness and quality of decision making
Producing a greater number and variety of accurate and real-time HR-related reports
Streamlining and enhancing the efficiency and effectiveness of HR administrative functions
Shifting the focus of HR from the processing of transactions to strategic HRM
Reengineering HR processes and functions
Improving employee satisfaction by delivering HR services more quickly
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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Harnessing the Potential of an HRIS
The ability of any organization to gain effectiveness and efficiencies from human resources technology depend on factors such as these:
the size of the organization, with large firms generally reaping greater benefits;
the amount of top-management support and commitment;
the availability of resources (time, money, and personnel);
the HR philosophy of the company, as well as its vision, organizational culture, structure, and systems;
managerial competence in cross-functional decision making, employee involvement, and coaching; and
the ability and motivation of employees in adopting change, such as increased automation across and between functions (Ngai & Wat, 2004).
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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INFORMATION SYSTEMS PROVIDING SUPPORT FOR HRM (Table 1.1)
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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INFORMATION SYSTEMS PROVIDING SUPPORT FOR HRM (Table 1.1 Cont.)
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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SYSTEM DEVELOPMENT LIFE CYCLE (SDLC)
Five General Phases
(1) Planning
(2) Analysis
(3) Design
(4) Implementation
(5) Maintenance
Begins with planning and ends with continuous evaluation
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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SuccessFactors Employee Home Screen
A MODEL OF ORGANIZATIONAL FUNCTIONING
Organic model
HRIS is critical to the efficient operation of an organization
Interrelatedness between the strategic management system, the strategic HRM system, and the performance goals
Business and HR are generated during the strategic planning process
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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A MODEL OF ORGANIZATIONAL FUNCTIONING
The HR goals drive the HR programs that provide management the tools for the efficient and effective use of employees
The HRIS has become increasingly important in supporting the HR management system, as well as in strategic planning
HR metrics and cost–benefit results (value added and return on investment [ROI]) are in continual interaction
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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A MODEL OF ORGANIZATIONAL FUNCTIONING
National culture impacts entire model through strong effects on external environment
External environment influences internal functioning of organization
Interaction between strategic management system and strategic HRM will improve the functioning of the organization
Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
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