human resource information systems (victoria university australia)

!!! Welcome on Board !!!!BMO5565

HUMAN RESOURCE INFORMATION SYSTEMS

Unit Coordinator and Lecturer:

Dr Shah Miah

Lecturer: Justin Chiew

Introduction to Human Resource Information Systems (HRIS)

HRIS Human resources information system (HRIS)

Computerized system that provides current and accurate data for purposes of control and decision making in HRM.

Benefits: Store and retrieve of large quantities of data.

Combine and reconfigure data to create new information.

Institutionalization of organizational knowledge.

Easier communications.

Lower administrative costs, increase productivity and response times.

Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.

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HRIS DEFINITION

Not just hardware-software

Includes people, forms, policies, procedures, and data

Purpose – provide service

Variety of users

Strategic users

Operational decisions makers

End level users


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Benefit in particular to HRM Help achieve employee goals tied back to organisation

Time analysis to assess full productivity

Real time visibility of employee, managers-skills capabilities

Identifying critical job roles and risk levels to fix

Workforce status such as for up-to-date accreditation, qualifications, certificates etc.

LECTURE OBJECTIVES Need of HRIS

Explaining combination of these two fields into Human Resource Information Systems (HRIS)

Explaining major underlying themes

Describing terms in common use in the HRM, IT, and HRIS fields

Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc. 7

NEED FOR HRIS:THE EXTERNAL ENVIRONMENT

Government regulations

EEO -1 report

Employee composition

Increased records and reports

Court decisions

New laws

EEO is Equal Employment Opportunity that says about making sure that workplaces are free from all forms of unlawful discrimination and harassment.


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External environment Technology

LANs, portals

Labor market Human resources planning External environmental scanning

Societal concerns Employee information requests Privacy issues Pollution Community awareness

Michael J. Kavanagh, mohan thite, and richard D. Johnson - human resource information systems: basics, applications, and future directions, 2e © 2012 SAGE publications, inc. 9

EXTERNAL ENVIRONMENT Competition

Compensation management

Labor market surveys

Compensation planning

HR state-of-the-art

Professional organizations

Professional publications


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Historical Evolution of HRM

Role of HRM

Early 20th Century 21st Century

Caretaker Strategic Partner

Employee focus

Records

Cost effectiveness

Employee development

TECHNOLOGY ADVANCEMENT ERA (90S-TODAY)

HRIS commonplace- high technology (Internet)

Storage capacity and processing power increases

HR main part of strategy planning - strategic partner

Globalization of companies

Hardware-software tools in decision-making


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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.


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COMPETITIVE ADVANTAGE Three Categories Of Resources:

Physical

Organizational

Human Most Critical


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HRD Functions Training and development (T&D)

Organizational development

Career development

Werner, J. M., & DeSimone, R. L. (2006). Human Resource Development (4th Edition). Mason, Ohio: Thomson South-Western.

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Training and Development (T&D) Training – improving the knowledge, skills and

attitudes of employees for the short-term, particular to a specific job or task – e.g.,

Employee orientation

Skills & technical training

Coaching

Counseling

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Training and Development (T&D) Development – preparing for future responsibilities,

while increasing the capacity to perform at a current job

Management training

Supervisor development


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Organizational Development The process of improving an organization’s

effectiveness and member’s well-being through the application of behavioral science concepts

Focuses on both macro- and micro-levels

HRD plays the role of a change agent


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Career Development Ongoing process by which individuals progress

through series of changes until they achieve their personal level of maximum achievement.

Career planning

Career management


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Critical HRD Issues Strategic management and HRD

The supervisor’s role in HRD

Organizational structure of HRD


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Strategic Management & HRD Strategic management aims to ensure organizational

effectiveness for the foreseeable future – e.g., maximizing profits in the next 3 to 5 years

HRD aims to get managers and workers ready for new products, procedures, and materials


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Supervisor’s Role in HRD Implements HRD programs and procedures

On-the-job training (OJT)

Coaching/mentoring/counseling

Career and employee development

A “front-line participant” in HRD


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Organizational Structure of HRD Departments Depends on company size, industry and maturity

No single structure used

Depends in large part on how well the HRD manager becomes an institutional part of the company – i.e., a revenue contributor, not just a revenue user


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HRD Organization in a Large Company


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Sample HRD Jobs/Roles Executive/Manager

HR Strategic Advisor

HR Systems Designer/Developer

Organization Change Agent

Organization Design Consultant

Learning Program Specialist


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Sample HRD Jobs/Roles – 2 Instructor/Facilitator

Individual Development and Career Counselor

Performance Consultant (Coach)

Researcher


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HR Manager Role Integrates HRD with organizational goals and

strategies

Promotes HRD as a profit enhancer

Tailors HRD to corporate needs and budget

Institutionalizes performance enhancement


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HR Systems Designer/Developer Assists HR manager in the design and development of

HR systems

Designs HR programs

Develops intervention strategies

Plans HR implementation actions

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ACTIVITIES OF HR


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Transactional

Traditional

Transformational

HR ACTIVITIES & TIME SPENT Transactional (65-75%)

Benefits administration, record keeping, 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


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Wright, McMahan, Snell, & Gerhart, 1998

HRIS The effective management of human resources to

gain a competitive advantage in the market place requires timely and accurate information on current employees.

With the evolution of computer technology, meeting this information requirement has been greatly enhanced through the creation of Human Resource Information Systems (HRIS)

(Thite & Kavanagh, 2012)


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, smart phones, etc.) that support employee access to HR data and the move to e-HRM.


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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


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INFORMATION SYSTEMS PROVIDING SUPPORT FOR HRM (Table 1.1)


Organizational Level

Type of System Major Goal and Focus

HRM Example

Operational Transaction Processing System

Improved transaction speed and accuracyImproved efficiency in the processing of daily business transactionsAutomation of routine transactionsReduced transaction costs

Payroll processingTime and attendance entry

Managerial Management Information System

Provides key data to managersSupports regular and ongoing decisionsProvides defined and ad-hoc reporting

Producing EE03 reportsCalculating yield ratios for recruitingCalculating per-capita merit increases

Executive Executive Information System

Provides aggregate, high-level dataHelps managers with long-range planningSupports strategic direction and decisions

Succession planningAggregate data on balanced scorecard

INFORMATION SYSTEMS PROVIDING SUPPORT FOR HRM (Table 1.1 Cont.)


Organizational Level

Type of System Major Goal and Focus HRM Example

Boundary Spanning Decision Support System

Interactive and iterative managerial decision-makingSupports forecasting and “what-if” analysisSupports business simulations

Staffing needs assessmentLabor market analysisEmployee skills assessment

Expert System Embed human knowledge into information systemsAutomate decisions with technology

Résumé keyword searches

Office Automation Systems

Designing documentsScheduling shared resourcesCommunication

E-mail training room scheduling

Collaboration Technologies

Supports electronic communication and collaboration between employeesSupports virtual teams

Communication support for e-learningOnline meetings and shared documentsHR departmental wikis

Enterprise Resources Planning System

Integration and centralization of corporate dataShare data across functional boundariesSingle data source and common technology architecture

OrangeryOracle/PeopleSoftLawson HRMSAP

2010 HR Service Delivery Survey Report (Towers

Watson, Aug. 2010) http://www.towerswatson.com/assets/pdf/2247/2247.pdf

456 organisations; 51% global

Focus on value of talent management systems

Updating/implementing systems – long-term effort to streamline HR processes and delivery

Shift from siloed ‘solutions’ to integration

More emphasis on change management

Metrics – trend analysis

Manager self-service

http://www.towerswatson.com/assets/pdf/2247/2247.pdf

CORPORATE CULTURE

HR PROGRAMS

Planning

Recruiting & Selecting

Training

Performance Management

Compensation

Quality Of Life & Safety

Employee & Labor Relations

STRATEGIC

MANAGEMENT

SYSTEM

HR PROGRAMS

EVALUATION

HR metrics

HR Scorecard

Value Added

ROI

FEEDBACK

STRATEGIC

HUMAN

RESOURCES

MANAGEME

NT

BUSINESS

PLAN AND

GOALS

HR GOALS

Retention

Climate/Morale

Productivity

Accident Rate

Absenteeism

HUMAN RESOURCES

INFORMATION SYSTEM

IT

KNOWLEDGE

HR

KNOWLEDGE

FEEDBACK

NATIONAL CULTUREEXTERNAL ENVIRONMENT

GOVERNMENT REGULATIONS LABOR MARKET SOCIETAL CONCERNS

TECHNOLOGY HRM RESEARCH COMPETITION

Figure 1.2


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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.


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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


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


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Example HRIS SAP HCM

Chris 21- Australian Payroll

Talent 2

Intelligent Workforce Management (MitrefinchAustralia )

HRIS improvement through SAP Cloud

Web task

Visit http://www.successfactors.com/en_us.html a web site SAP. Get to know various SAP solutions for HR management: What does the product aim to do?

What are the special features and limitations of this product?

Which organisations might be most likely to use this product?

http://www.hr-software.net/

human resource information systems (victoria university australia)

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