View
8
Download
0
Category
Preview:
Citation preview
HRIS-a tool for effective Strategic Human Resource Management
Co-authored by Dr. Vaishali Rahate, Asso. Prof, Datta Meghe Institute of Management Studies, Nagpur.
Ms. Vaishnavi Deshmukh, Student, Datta Meghe Institute of Management Studies, Nagpur. Ms. Pallavi Dixit, Tech Mahindra
[This research paper is the outcome of the project work of the student]
Abstract:
In this digital era the scope of strategic human resource management has immensely
increased. It is the need of the hour to implement HRIS in all the organizations to meet the
challenges of Strategic Human Resource Management, especially using data analytics to
improve HR related decisions to manage business needs for talent and skills.
This paper deals with a survey of the employees working in IT industry who are/are not using
HRIS in their organizations. Descriptive statistics and T-test is applied to analyse the data.
The research highlights the benefits of adapting HRIS in organizations.
Key words: HRIS, Strategic Human Resource Management
Introduction:
In today’s competitive global business environment, it is widely accepted that Information
Systems (IS) are very important for organisations to survive and prosper. Information
Systems have become crucial lifelines and act as “enablers and facilitators” to provide and
analyse cohesive information. It is because of a highly competitive environment which has
compelled the organisations to perform instantaneously to protect their existence and position
in the industry. Thus, organisations are constantly struggling to innovate new products and
design effective processes to gain competitive advantage.
Though, HRIS is the need of the hour, still many companies restrict the use of HRIS to
documentation level only. This research is an eye opener to the non users of HRIS as it
highlights the various benefits of using HRIS in a proper way in an organization.
HRIS: A HRIS, which is also known as a human resource information system or human
resource management system (HRMS), is a blend of human resources and technology
Journal of Shanghai Jiaotong University
Volume 16, Issue8, August - 2020
ISSN:1007-1172
https://shjtdxxb-e.cn/ Page No: 236
through a software. It means that all the HR activities can be performed electronically rather
than doing it manually. It is especially beneficial as the huge amount of data can be analysed
perfectly and the HR software can be customized as per the systems and SOPs of the
company.
Computer based Information Systems make the work simplified in any organization, but due
the fact that the data related to human resources in an organization is so vast, that HRM
function is the last targeted option for automation in most of the companies.
Strategic HRM: Strategic human resource management is the practice of attracting,
developing, rewarding, and retaining employees for the benefit of both the employees as
individuals and the organization as a whole. The companies which follow Strategic human
resource management practices tend to interact with other departments within the
organization to understand their goals and create strategies that align with both departmental
and organizational objectives. This results in understanding, aligning and strategical
advancement of the organization as a whole as the human resources are the pillars in any
organization.
Literature Review:
Sr.
no
Title Author Findings
1 The role of HRIS in SHRM
4th August, 2007
Asafo-AdjeiAgyenim
Boateng
(Swedish School Of
Economics and Business
Administration)
The results of the survey reveal that HR professionals not only
consider HRIS usage as a support for strategic HR tasks but
also perceive it as an enabling technology. The study also
indicates that large sized firms are most likely to experience
considerable HRIS usage in support of strategic HR tasks.
2 A Study of the Effectiveness
of Human Resource
Information System on an
Organisation with special
reference to Macleod’s
Pharmaceutical Ltd.
(May 2014)
Shikha Singh Research findings clearly show that HR executives are well
aware that they can increase the efficiency of HR planning
through HRIS, saving time and cost.
3 Integrated role of
HRIS&SHRM (SHRIS) in
Banking sector of Pakistan
January 2015
Prof. Dr. Abdul
GhafoorAwan
The research results concluded that Human resources
information system has a strong relationship and positive
impact on various strategic human resources management
decisions whereas organizational performance depends on
Strategic Human resources management.
4 The Impact Of HRIS on NikhalAswanth Kumar, The results concluded that the implementation of a proper
Journal of Shanghai Jiaotong University
Volume 16, Issue8, August - 2020
ISSN:1007-1172
https://shjtdxxb-e.cn/ Page No: 237
Organisational Efficiency:
Random or Integrated and
Holistic?
January 2013
SanjanaBrijballParumasur HRIS has the potential to bring about operational effectiveness
and enhance the realisation of the HR and corporate strategy,
thereby ensuring organizational effectiveness.
5 Human Resource Information
System and its impact on
Human Resource Planning: A
perceptual analysis of
Information Technology
companies
Sep,-Oct. 2012
Dr. Shikha N. Khera
Ms. Karishma Gulati
After investigation it is concluded that HRIS has various
benefits but the foremost is HRIS stores ample data about the
employees of the organizations that helps in escalating the
snail’s pace of HRP. HRIS also helps in the strategic activities
of HR managers and more in training and development,
succession planning, applicant tracking in recruitment and
selection and manpower planning. While analyzing the overall
contribution of HRIS in HRP it is concluded that HRIS
identifies occupied and unoccupied positions in an organization
very effectively and accurately
6
Human Resource Information
System (HRIS): Important
Element of Current Scenario
Sep. - Oct. 2013
Barkha Gupta
This research paper helps to know about how HRIS help the
organization to enhance the efficiency of work.
7 Human Resource Information
Systems (Hris)–Role and
Significance in Today‘s
Global Business
Competitiveness
November 2014
Sanjeevkumar
Dr.K.Mishra
The research emphasized on the use of a Human Resource
Information System (HRIS) should escort to helpful outcomes
for the organization. Decreased costs, improved
communication, and decreases in time spent on routine
activities should create an environment where in the Human
Resources (HR) department would play a more strategic role in
the organization.
Objectives:
To empirically analyze, the extent of impact of HRIS on SHRM .
To what extent HRIS-Subsystems impact the strategic alignment of the HR Functions
Data Collection:-
Primary Data : The data was collected through Questionnaire and interviewing the
employee regarding HRIS system of the organisation.
Journal of Shanghai Jiaotong University
Volume 16, Issue8, August - 2020
ISSN:1007-1172
https://shjtdxxb-e.cn/ Page No: 238
Secondary Data was collected From Reports, Websites.
Sample: 40 employees of different IT companies
The data was collected from employees of various IT companies who were using HRIS and
not using HRIS in their organizations. These employees are referred to as USERS and NON
USERS in this research.
Hypothesis:-
Ha1:-There is significant effect of HRIS on Strategic human resource management.
Data Analysis:
Journal of Shanghai Jiaotong University
Volume 16, Issue8, August - 2020
ISSN:1007-1172
https://shjtdxxb-e.cn/ Page No: 239
HRIS implementation gives several benefits to organisations, according to Literature review,
there are numerous benefits ranging from administrative to strategic. The perception of these
benefits was surveyed form USERS and NON USERS on a four-point rating scale, with 1
being “Strongly Agree” and 4 being “Strongly Disagree”.
Journal of Shanghai Jiaotong University
Volume 16, Issue8, August - 2020
ISSN:1007-1172
https://shjtdxxb-e.cn/ Page No: 240
Table evidently shows that “Reduced administrative burdens”(M=1.185, SD=0.3958),
“Automated record keeping and Reduced paperwork” (M=1.185, SD=0.3958), “Improved
HR operating efficiency” (M=1.11, SD=0.3203), “Reduced response times and access to
information” (M=1.074, SD=0.2669), have been rated as the witnessed benefits of HRIS,
whereas Decrease time spent in training and save cost per hire(M=2.22, SD=0.8916)
,Increase Flexibility of HR & Increased Knowledge (M= 1.23& SD=0.4653)were rated as the
least seen HRIS benefits.
Journal of Shanghai Jiaotong University
Volume 16, Issue8, August - 2020
ISSN:1007-1172
https://shjtdxxb-e.cn/ Page No: 241
Journal of Shanghai Jiaotong University
Volume 16, Issue8, August - 2020
ISSN:1007-1172
https://shjtdxxb-e.cn/ Page No: 242
Table: Shows the results After Independent T test applied to analyse the Uses of HRIS and
its impact on Strategic function of human resource.
Key Findings & Results:
HRM strategies are well defined and documented:-
There is a significant difference in the scores for users (M=1.259, SD=0.4466) and non users
(M=2.00, SD=0.00) .These results suggest that when organisations use HRIS, their HRM
strategies are well defined and documented.
HRM strategies are aligned with the Business strategies of the organisation:-
There is a significant difference in the scores for users (M=1.222, SD=.4237) and nonusers
(M=2.538, SD=0.5189). These results suggest that when organisations use HRIS, their HRM
strategies are better aligned with the Business strategies of the organisation
HRM strategies are well communicated to all the employees:-
“There is a significant difference in the scores for users (M=1.222, SD=.4237) and nonusers
(M=2.308, SD=0.6304). These results suggest that when organisations use HRIS, their HRM
strategies are well communicated to all the employees”
Performance Indicators for HRM functions are well defined:-
There is a significant difference in the scores for users (M=1.593, SD=.6360 and non-users
(M=2.308, SD=0.7511). These results suggest that when organisations use HRIS, they are
relatively more likely to apply Performance Indicators for HRM functions.
Regular monitoring on performance indicators is done:-
There is a significant difference in the scores for users (M=1.519, SD=0.7530) and non-users
(M=2.333, SD=0.6513) These results suggest that when organisations use HRIS, they are
better on monitoring the Performance Indicators of HRM functions.
Key positions are defined in organisation:-
There is a significant difference in the scores for users (M=1.385, SD=0.4961) and nonusers
(M=2.231, SD=0.5991) These results suggest that when organisations use HRIS, their HRM
strategies are well communicated to all the employees.
Journal of Shanghai Jiaotong University
Volume 16, Issue8, August - 2020
ISSN:1007-1172
https://shjtdxxb-e.cn/ Page No: 243
Talent pipeline is maintained for succession:-
There is a significant difference in the scores for users (M=1.519, SD=0.5798) and non-users
(M=1.923, SD=0.4935) These results suggest that when organisations use HRIS, talent
pipeline is relatively maintained for succession.
Sudden exit of key employees has minimal impact on business:-
There is a significant difference in the scores for users (M=1.148, SD=0.3620) and nonusers
(M=2.95, SD=0.866) conditions; t (385) =7.69, p=0.000. These results suggest that when
organisations use HRIS, sudden exit of key employees has minimal impact on business.
Competencies and skills required for different jobs positions are well defined for
recruitment.
There is a significant difference in the scores for users (M=1.407, SD=0.5007) and nonusers
(M=2.154, SD=0.5547) These results suggest that when organisations use HRIS, their
competencies and skills required for different jobs positions are well defined for recruitment.
Line Managers are involved in the process of selection.
There is a significant difference in the scores for users (M=1.231, SD=0.4297) and nonusers
(M=1.846, SD=0.3755) These results suggest that when organisations use HRIS, their Line
Managers are involved in the process of selection.
Formal induction / orientation process is in place to help the new recruits to understand
the Organisation better:-
There is a significant difference in the scores for users (M=1.185, SD=0.3958) and nonusers
(M=1.538, SD=0.5189) These results suggest that when organisations use HRIS, aformal
induction / orientation process is in place to help the new recruits to understand the
Organisation better.
Recruitment and on-boarding process is effective:-
There is a significant difference in the scores for users (M=1.704, SD=0.8234) and nonusers
(M=2.077, SD=0.7596) These results suggest that when organisations use HRIS, their
recruitment and on-boarding process is effective.
Applicants are selected against organisational rather than job-specific criteria:-
Journal of Shanghai Jiaotong University
Volume 16, Issue8, August - 2020
ISSN:1007-1172
https://shjtdxxb-e.cn/ Page No: 244
Mean Scores of users and non-users is 1.185 and 2.615 respectively, which once again shows
destitute condition of this aspect in both the conditions, however statistically, “There is a
significant difference in the scores for users (M=1.185, SD=.0.3958) and non-users
(M=2.615, SD=0.5064). These results suggest that when organisations use HRIS, the
applicants are selected relatively more against organisational rather than job-specific criteria.
Training need analysis is conducted regularly to match changing strategic need of the
organisation:-
There is a significant difference in the scores for users (M=1.185, SD=0.3958) and nonusers
(M=2.00, SD=0.8165).These results suggest that when organisations use HRIS,the training
need analysis is conducted regularly to match changing strategic need of the organisation.
Conclusion:
The result clearly indicate that there is a significant difference in the strategic alignment of
various HRM functions among Users and Non-users (HRIS). Results found HRM strategies
to be well defined, documented in organisation where HRIS is used and not only these
strategies found to be aligned with the Business strategies but are also found to be well
communicated to all the employees. Strategic HR Planning also found to be better in HRIS
users category.
Highly significant difference was found in Strategic alignment of Recruitment & Selection
too. It is certainly clear that in Departments where HRIS is used, the trainings are
strategically aligned. In addition, the Performance Management System also found to be
strategically aligned. On the various aspects of Strategic Compensation and Reward
Management, the significant difference was found. All these findings clearly comprehend
that the Human Resource of the department which are using HRIS are more strategically
aligned than the Departments of organisation which are not using HRIS; hence, the research
hypothesis stands true.
The research findings visibly indicate that there is a significant difference in the strategic
alignment of various HRM functions among users and non-users (HRIS). The result is
comprehended for HRM strategies and five other major HR functions for easier comparison,
these are: Strategic Human Resource Planning, Strategic Recruitment and Selection, Strategic
Journal of Shanghai Jiaotong University
Volume 16, Issue8, August - 2020
ISSN:1007-1172
https://shjtdxxb-e.cn/ Page No: 245
Training and Development, Strategic Performance Management, Strategic Compensation and
Reward Management.
Highly significant difference was found in strategic alignment of Recruitment & Selection.
Findings show that competencies and skills required for different job positions are well-
defined for recruitment in organisations where HRIS is used, as compared to other
organisations where use of HRIS is still lacking. It is also established that information about
job vacancies is readily available and line managers are involved in the process of selection.
Formal induction / orientation process by HRIS users has been found to be in place to help
the new recruits understand the organisation better. Recruitment and on-boarding process
effectiveness is rated better as well. Moreover, applicants are selected against organisational
criteria rather than job-specific criteria in HRIS user organisations.
REFERENCES:
Burma,Z.(2014).Human Resource Management and Its Importance for Today’s Organizations,
International Journal of Education and Social Science, 1(2)
Hagood, W.& Friedman, L.(2002). Using the Balanced Scorecard to Measure the Performance of Your
HR Information System. Public Personnel Management, Vol. 31, No. 4. pp. 543–557
Miller, J. S., & Cardy, R. L. (2000). Technology and managing people: Keeping the "human" in human
resources. Journal of Labor Research, 21(3), pp. 446-4
Nagendra,A & Deshpande,M (2014). “Human Resource Information Systems (HRIS) in HR Planning
and Development in Mid to Large Sized Organizations, Science Direct Elseiver Volume 133, pp. 61–
67.
Saleem, Irfan. (2012). Impact of Adopting HRIS on Three Tries of HRM: Evidence from Developing
Economy.
Journal of Shanghai Jiaotong University
Volume 16, Issue8, August - 2020
ISSN:1007-1172
https://shjtdxxb-e.cn/ Page No: 246
Recommended