THE INFLUENCE OF HUMAN RESOURCE

INFORMATION SYSTEM UTILIZATION ON EMPLOYEE

PERFORMANCE IN PRIVATE UNIVERSITIES IN KENYA:

A CASE OF UNITED STATES INTERNATIONAL

UNIVERSITY-AFRICA

BY

ERIC K. KEMEI

UNITED STATES INTERNATIONAL UNIVERSITY-

AFRICA

SUMMER 2016

THE INFLUENCE OF HUMAN RESOURCE

INFORMATION SYSTEM UTILIZATION ON EMPLOYEE

PERFORMANCE IN PRIVATE UNIVERSITIES IN KENYA:

A CASE OF UNITED STATES INTERNATIONAL

UNIVERSITY-AFRICA

BY

ERIC KEMEI

A Research Project Report Submitted to the Chandaria School

of Business in Partial Fulfillment of the Requirement for the

Degree of Executive Masters in Organizational Development

(EMOD)

UNITED STATES INTERNATIONAL UNIVERSITY-

AFRICA

SUMMER 2016

ii

STUDENT’S DECLARATION

I, the undersigned, declare that this is my original work and has not been submitted to any

other college, institution or university other than United States International University

Africa in Nairobi for academic credit.

Signed: ________________________ Date: _________________________

Eric K Kemei (ID 633163)

This project has been presented for examination with my approval as the appointed

supervisor.

Signed: ________________________ Date: _________________________

Dr. Teresia Linge

Signed: ________________________ Date: _________________________

Dean Chandaria School of Business

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ABSTRACT

The purpose of the study was to determine the effects of Human Resource Information

System utilization on Employee performance in private universities in Kenya. The study

was guided by the following research questions; To what extent does HRIS organization

influence employee performance at USIU-A, To what extent do HRIS logistics affect

employee performance USIU-A, To what extent does HRIS operation influence employee

performance USIU-A?

A descriptive research design was adopted. The populations for the study was 507

employees of United States International University-Africa. Stratified random sampling

technique was used to draw a sample size of 84 respondents. The data collection instrument

was a tailor-made structured questionnaire developed by the researcher, specifically for this

study. Data was analyzed using descriptive statistics like frequencies, percentages. Pearson

correlation and simple regression analysis were used to determine the influence of

independent variables on the dependent variable. The Statistical Package for Social

Scientists (SPSS) version 22 tool was used to analyze data. The data was presented using

figures and tables.

The study findings on HRIS organization and employee performance showed that majority

of respondent agreed that there was useful information from HRIS system. It had increased

their ability to disseminate information and in turn improved their performance. Most

respondents were of the opinion that self-service portal of HRIS increased the flexibility of

using the system. They agreed that it improved their performance. Also, most respondents

indicated that the information generated by the HRIS has improved the strategic decision

making in the organization which in turn has improved employee performance.

Findings on HRIS logistics and employee performance showed that the reduction of errors

on HRIS improved the quality of service and thus it improves employee performance. Most

respondents indicated that the use of HRIS, it had improved communication and awareness

of employee about their jobs. Employees where up to date with information regarding their

roles and activities with the organization. Furthermore, employee performance was

improved because they were aware of the assigned tasks and roles at all times.

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The study findings on HRIS operation and employee performance showed that with

implementation of HRIS system there were better planning by cutting down repetitive

work and by managing each employee contribution to enable thorough performance

tracking. Therefore, majority of respondents agreed that HRIS reduces work duplication

and enabled employee roles to be clearly defined and tracked.

The study concludes that when HRIS component function is optimal, employee

performance is significantly improved. HRIS self-service portal and accessibility from

anywhere improves the employee ability to perform their tasks effectively. HRIS

contributes in improving the communication of information within the organization.

The study recommends that HRIS organization should be optimized to improve employee

performance. The organization should invest more in record keeping, managing data of

employees to equip managers make better strategic decisions. Time should be invested in

adoption of this system which translates to fulfillment of organization requirements that

leads to the commitment of employee to organization goals. Also, there should be an

effective performance feedback to employees because feedback enables the employees be

aware of what exactly is expected from them.

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ACKNOWLEDGEMENT

First I would like to thank God almighty for taking me through my studies and the entire

research. This project would not have been possible without the guidance and the help of

my supervisor Dr. Teresia Linge for the guidance throughout this project. My utmost

gratitude goes to her for the undying guidance and support throughout the project. Also,

I would like to thank my family for their love and encouragement. In Particular, I would

wish to acknowledge my wife for the much support she gave me through the entire project.

I thank all the respondents who participated in this study.

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DEDICATION

I dedicate this project to my family for their unending support and love throughout the

study period. To my lovely wife Irene, thank you for the endless support you gave

to me. My daughter, Alyssa, thank you for your understanding and standing with me

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TABLE OF CONTENTS

STUDENT’S DECLARATION ........................................................................................ ii

ABSTRACT ....................................................................................................................... iii

ACKNOWLEDGEMENT ................................................................................................. v

DEDICATION................................................................................................................... vi

LIST OF TABLES ............................................................................................................ ix

LIST OF FIGURES ........................................................................................................... x

CHAPTER ONE ................................................................................................................ 1

1.0 INTRODUCTION........................................................................................................ 1

1.1 Background of the Study ............................................................................................... 1

1.2 Problem Statement ......................................................................................................... 5

1.4 Research Questions ........................................................................................................ 6

1.5 Significance of the Study ............................................................................................... 7

1.6 Scope of the Study ......................................................................................................... 8

1.7 Definition of Terms........................................................................................................ 8

1.8 Chapter Summary ....................................................................................................... 9

CHAPTER TWO ............................................................................................................. 10

2.0 LITERATURE REVIEW ......................................................................................... 10

2.1 Introduction .................................................................................................................. 10

2.2 HRIS Organization and Employee Performance ......................................................... 10

2.3 HRMIS Logistics and Employee Performance ............................................................ 14

2.4 HRIS Operation and Employee Performance .............................................................. 17

2.5 Chapter Summary ........................................................................................................ 21

CHAPTER THREE ......................................................................................................... 22

3.0 RESEARCH METHODOLGY ................................................................................ 22

3.1 Introduction .................................................................................................................. 22

3.2 Research Design........................................................................................................... 22

3.3 Population and Sampling Design ................................................................................. 22

3.4 Data Collection Methods ............................................................................................. 25

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3.5 Research Procedures .................................................................................................... 25

3.6 Data Analysis Methods ................................................................................................ 25

3.7 Chapter Summary ........................................................................................................ 26

CHAPTER FOUR ............................................................................................................ 27

4.0 RESULTS AND FINDINGS ..................................................................................... 27

4.1 Introduction .................................................................................................................. 27

4.2 General Information ..................................................................................................... 27

4.3 Employee Performance ................................................................................................ 30

4.4 HRIS Organization and Employee Performance ......................................................... 31

4.5 HRIS Logistics and Employee Performance ............................................................... 36

4.6 HRIS Operation and Employee Performance .............................................................. 41

4.7 Chapter Summary ........................................................................................................ 46

5.0 DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS ........................ 47

5.1 Introduction .................................................................................................................. 47

5.2 Summary ...................................................................................................................... 47

5.3 Discussion .................................................................................................................... 47

5.4 Conclusions .................................................................................................................. 51

5.5 Recommendations ........................................................................................................ 52

APPENDICES .................................................................................................................. 61

APPENDIX I: QUESTIONNAIRE ................................................................................ 61

APPENDIX II: BUDGET................................................................................................ 66

APPENDIX III: SCHEDULE PLAN ............................................................................. 67

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LIST OF TABLES

Table 3. 1: Sample Size Distribution ................................................................................. 24 Table 4. 1: Response Rate .............................................................................................................. 27

Table 4. 2: Web Access at Home ................................................................................................... 30

Table 4. 3: Web Access at Work .................................................................................................... 30

Table 4. 4: Employee Performance ................................................................................................ 31

Table 4. 5: HRIS Dissemination and Increased Useful Information .............................................. 32

Table 4. 6 Improved Recruitment Process ..................................................................................... 32

Table 4. 7 Self-Service Portal ......................................................................................................... 33

Table 4. 8 Improvement of Strategic Decision Making ................................................................. 34

Table 4. 9: Web Based Portal Access ............................................................................................. 34

Table 4. 10 Pearson Correlation between HRIS Organization and Employee Performance .......... 35

Table 4. 11: Regression of HRIS Organization and Employee Performance ................................. 36

Table 4. 12 Reduction of Errors ..................................................................................................... 37

Table 4. 13: Improved Innovation .................................................................................................. 38

Table 4. 14: Better Decision Making ............................................................................................. 38

Table 4. 15: Communication and Awareness ................................................................................. 39

Table 4. 16: Commitment to Organizational Goal ......................................................................... 40

Table 4. 17: Correlation between HRIS Logistics and Employee Performance ............................ 40

Table 4. 18: Regression of HRIS logistics and employee performance ......................................... 41

Table 4. 19: Strategic Goals ........................................................................................................... 42

Table 4. 20: Better Utilization of Information Through Portal ...................................................... 43

Table 4. 21: HRIS Outsourcing ...................................................................................................... 43

Table 4. 22 Reduced Work Duplication ......................................................................................... 44

Table 4. 23: Pearson Correlation on HRIS Operation and Employee Performance ....................... 45

Table 4. 24: Regression of HRIS operation and Employee Performance ...................................... 46

x

LIST OF FIGURES

Figure 4. 1: Gender ......................................................................................................................... 28

Figure 4. 2: Device Owned ............................................................................................................. 28

Figure 4. 3: Role in Organization ................................................................................................... 29

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CHAPTER ONE

1.0 INTRODUCTION

1.1 Background of the Study

Employee performance is usually looked at in terms of outcomes. However, it can also be

looked at in terms of behavior (Armstrong, 2000). Aguinis (2009) states that performance

is about behavior and not what employees do or the outcome or product of employees work.

Kenney (1992) stated that employee's performance is measured against the performance

standards set by the organization. A number of measures can be considered in measuring

performance such as productivity, efficiency, effectiveness, quality and profitability

(Ahuja, 2006). Efficiency is the ability to produce the desired outcomes by using as

minimal resources as possible. Effectiveness is the ability of employees to meet the desired

objectives or target (Stoner 1996). Productivity is expressed as a ratio of output to that of

input. It is a measure of how the individual, organization and industry converts input

resources into goods and services. The measure of how much output is produced per unit

of resources employed (Lipsey, 1989).

Sohrab and Khuram, (2013) describe various factors that may be considered when putting

employee performance into perspective. The factors enable employees to perform better

than others. These determinants of performance may be such as “declarative knowledge”,

“procedural knowledge” and “motivation” (McCloy, Campel, & Cudeck, 1994). Sohrab

and khuram continue to add that Human Resource practices have a positive effect on

performance on employees. The effectiveness will transfer on the behavior of employees

because of human resource management, which also demonstrates a positive association.

According to (Carlson 2006) proposed five practices that affect performance. They include

training and development, performance appraisal, setting competitive compensation level,

recruitment package, and maintaining morale. Teseema and Soeters (2006) study

concluded that eight Human Resource practices including recruitment and selection

practices, placement practices, training, compensation, employee performance evaluation,

promotion, grievance procedure and pension or social security have a significant effect on

perceived performance of employees.

According to McAdams (2007), the first generation of computerized Human Resource

Information System involved conversion of manual information records keeping to a

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computerized system. Human Resource experts were then referred to as “personnel staff”

and they performed basic record keeping with limited interaction on main business

functions (Kavanagh, Gueutal, & Tannenbaum, 2002). The use of technology in HR has

expanded enormously and it continues to change HR management activities with

executives, managers, and employees (Mathis & Jackson, 2010). Human Resource

Information System has grown in popularity since the 1960s (Lederer, 1984). Human

Resource was integrated into the core business mission between 1960s and 80s and the

same period, governmental and regulatory reporting requirements for employees increased

significantly (Anitha & Aruna, 2013). The Human Resource Department became one of

the most important users of the costly computing systems of the day, edging other

functional areas for computer access. Although HRIS systems were computerized, and

developed widely in size and scope during this era, they stayed simple record-keeping

systems (Anitha & Aruna, 2013). According to a survey conducted by Ball (2001) 60

percent of Fortune 500 companies during late 90’s used the HRIS to support daily human

resource management operations. HRIS is now used not only for administrative

purposes but also for strategic and business decision-making purposes (Broderick

& Boudreau, 1992; Kossek et al., 1994; Kovach et al., 2002).

Human Resource Information System refers to a systematic procedure for collecting,

storing, maintaining, retrieving, validating and disseminating relevant information needed

by an organization about its human resources, personnel activities, and organization unit

characteristics (Lippert & Swiercz, 2005). Human Resource Information System help

human resource professionals achieve human resource objectives. At the functional level,

Human Resource Information System can keep track of employees, applicants, and

contingent workers qualifications, demographics, performance evaluation, professional

development, payroll, recruitment, and retention (Harris & Desimone, 2005). The

computerization of Human Resource Information System function enabled faster decision

making in the development, planning, and administration of Human Resource because data

became much easier to store, retrieve, update, classify, and analyze. In addition, Human

Resource Information System can strengthen the performance or employees and the general

outlook of an organization. this can be achieved through tracking information concerning

an applicant's or an employee's qualifications and demographics, recruitment, professional

development, performance evaluation, payroll, retention, and attrition are essential for

success at the Human Resource functional level (Harris & Desimone, 2005). Perry (2010),

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adds that in order for an organization to increase its employee’s performance they need to

rely increasingly on Human Resource Information System henceforth HRIS.

Globalization has greatly contributed to enabling human resources to expand its prospects,

perspectives and use of technology. As more companies become globalized, the need for

an integrated system where they would manage their human resource functions emerged

hence creating a greater need for. The expansion has led to the introduction of global HRIS

in various multinational organizations resulting to the emergence of different HRIS

opportunities, benefits and challenges (Opiyo, 2015). HRIS offers HR the opportunity to

become a more efficient and strategic function by standardizing the majority of the

organization’s HR processes, improving the quality and speed of available information and

improving services to employees (Ball, 2011). These changes form the basis of a highly

competitive organization (Gatewood, 2008). If designed correctly the system manages

employee data in line with how the organization is managed; hence the need for a

multinational organization to implement a global HRIS (Troshani et al., 2011).

Rapid technological advancement particularly with reference to globalization has shifted

the organizations to knowledge-oriented units. Trendsetters have changed and are changing

companies into signature modern companies, which has improved the efficiency of HR

departments in the organizations (Thompson, & Fedric, 2007). Compared to the benefits of

standard national HRIS, a global HRIS can put immense amounts of multinational

employee data to strategic use. Ideally, the global database is automatically updated by the

local databases ensuring data is not only inputted correctly, but only once (Obeidat, 2009).

By applying consistent standards for data management, global HRIS reporting becomes

more accurate and streamlined as all of the decision makers receive and have access to the

same information. This information can then be used for in-depth analysis to help HR and

the organization make better and informed decisions. This is through a consistent process

for capturing and maintaining employee specific data such as roles, position and

qualifications (Ball, 2011). The global HRIS can be used to identify, plan and budget for

employee training, succession planning and expatriate assignments. Global companies such

as Colgate and Palmolive that use HRIS to help them identify the qualifications of

managers and employees hence making it easier to employ a well performing expatriate.

This reduces the expensive process and the time spent searching for the best candidate.

Other examples of companies that have adopted global HRIS include IBM, Levi-Strauss,

FedEx, Hewlett-Packard, Stanford University, and Johns Hopkins. These companies have

4

developed and implemented HRIS to optimize their employee performance. HRIS, along

with the Internet and related communication technologies, are transforming the human

resource management arena and life within organizations (Opiyo, 2015).

Technology advances are felt across the globe. Africa has been experimenting with

technology since the 1960s and it is time for the continent to catch up with the rest of the

world. However, HRIS has not received a protective response to the use of technology

integrated services or effective communication. Many are still reliant on manual ways of

communication including sending of parcels. Organizations need to embrace HRIS fully to

fulfil the changing needs of the company including employee performance, which in the

long rum leads to better organizations. Africa needs to turn to the available information and

communications technologies (ICT) and social media technologies to rationalize or even

transform HR’s internal operations (Ball, 2011). The companies trying to implement the

system in Africa are faced by human, physical, financial and resource constraints that

prevent them for addressing the employee performance issues (Troshani, Jerram & Rao,

2011). According to Sadri and Chatterjee (2008), there is a gap in companies lacking the

ideas on effects of HRIS on employee performance. Technologies such as the intranet

facilitated by HRIS should be used to support effective communication between employees

and management. This enables the provision of information remotely at any convenient

place. HRIS is comprised of several elements which are interrelated thus if one fails the

entire system fails. Therefore, a HRIS system that works correctly and effectively benefits

the company especially employees. The HR functions limited technological knowledge

obscures the creation and implementation of a workable strategy.

Kenya has been trying to catch up with the rest of the world. Kenya has a long serving

comprehensive HRIS in the health sector in sub-Saharan Africa. It has electronically linked

databases, accurate and timely information of workforce. The information has been used

by various stakeholders including policy makers, health managers, and professional

regulators. The HRIS has helped the ministry of health in Kenya to improve its payroll

efficiency and reduced duplication of work and employees (WHO, 2011). United States

international university–Africa (USIU-A) is one of the oldest private university in East

Africa, Kenya, accredited by the Commission for University Education (CUE) and Western

Association of Schools and Colleges (WSCUC) to offer University Academic programs.

The university has schools four schools that offered various undergraduate and graduate

degree programs. The schools are; The Chandaria School of Business, The School of

5

Humanities and Social Sciences, The School of Science and Technology, and The School

of Pharmacy and Health Sciences.

The mission of United States international university–Africa is to promote the discovery

and application of knowledge, the acquisition of skills and the development of intellect and

character in a manner which prepares students to contribute effectively and ethically as

citizens of a changing and increasingly technological world. The mission is achieved

through selected high quality undergraduate and graduate academic programs which results

in the high order thinking, literacy, global understanding and multicultural perspective,

Preparedness for career, Leadership and ethics, Community service and development. The

United States international university–Africa HRIS was implemented in 2013 with the aim

of managing and consolidating human resource activities such as leave requests and

approvals; performance management; identification and management of gaps in training,

dispersion of HR documents and faculty and staff policies. So far, the system has only been

used to manage leave and document management. This study intends to investigate the

influence of HRIS utilization on employee performance.

1.2 Problem Statement

HRIS has increasingly transformed since it was first introduced at General Electric in the

1950s. HRIS has gone from a basic process to convert manual information keeping systems

into computerized systems, to the Human Resource Information System that are used today.

Based on the research knowledge and information gathered, it is evident that much of the

research studies focus on the effects of HRIS on organizational performance.

Some studies have been undertaken to show of the benefits of human resource

information system (Buckley et al., 2004). The analyses showed conservative savings due

to reduced employee turnover, reduced staffing costs, and increased hiring-process

efficiencies. That was attributable to the use of automated system. However, he does not

explore the contribution of human resource information system on employee performance.

Ngai & Wat, (2006) presented a comprehensive literature review of human resource

information systems and reported the results of the survey on the implementation of

human resource information system in Hong Kong. However, Ngai & Wat 2006, does not

explore the various contributions of human resource information system on employee

performance. Florkowski (2006) studied ‘the diffusion of human-resource information-

6

technology innovations in us and non-us firms. However, these studies cannot be

extrapolated to cover the Kenyan context because of the differences in the operating

environment as well as the relative sizes of the enterprises.

Several studies have also been done in Kenya. For instance, (Mbogo & Okutoyi, 2003)

studied the human resources management as a determining factor in organizational

learning. Besides the fact that the study focused on a human resource, the context was

generalized. Macharia (2011) did a research on role of human resource information systems

in strategic human resource management. Her study was, however, focused on the strategic

role and in SMES. Kirui (2012) studied the role of information systems in human resource

management. The study focused on the manufacturing industries.

The researcher has not found any published research on human resource information

system on employee performance in private university in Kenya. It is evident that much of

the research studies focus on the effects of HRIS on organizational performance, strategic

human resource and other field. This creates a major gap in the effects of HRIS on

employee performance. Moreover, there is little to no research conducted on the use and

effect of HRIS on institutions of higher learning particularly private universities in Kenya.

There is a great knowledge gap in the research as to how private universities utilize HRIS

to contribute to the better performance of employees. Therefore, finding the effects of HRIS

on employee performance in private universities would be very essential in providing the

body of knowledge. Employee performance is sometimes not effective because the

organizations have not fully embraced the software hence failing to eliminate costs of time

due to duplication of tasks and financial costs due to outsourcing.

1.3 Purpose of the Study

The purpose of the study is to determine the influence of Human Resource Information

System utilization on Employee performance in private universities in Kenya.

1.4 Research Questions

The study seeks to answer the following research questions

1.4.1 To what extent does HRIS organization influence employee performance at USIU-

A?

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1.4.2 To what extent do HRIS logistics affect employee performance at USIU-A?

1.4.3 To what extent does HRIS operation influence employee performance at USIU-A?

1.5 Significance of the Study

The study was of importance to the following:

1.5.1 United States International University-Africa

This study will offer important insights to management council and the University’s

institution research and advancement department on how HRIS data on staff and faculty’s

performance and productivity can be used to assess and review the university’s strategic

plans by identifying gaps and patterns and how to bridge them. The results will demonstrate

the benefits and influence of HRIS in the effectiveness of organizations thus provide a

competitive advantage.

This study offers insightful information to ICT department on how to implement a

successful information system to manage HR activities, It will also assist in bridging the

gap on skills required to retrieve this information in real time. As producers and consumers

of HRIS, the results of this study will assist the DVCs, Deans of the schools, Directors, and

HR Department adopt, if not improve, on the decision making process and hence be the

trend setters in the market.

1.5.2 Academicians

The study will contribute to the academician and researchers by providing valuable

information to those seeking to explore and investigate the influence of using information

systems to manage human resources, and from its conclusions, discussions and

recommendations areas of further research.

1.5.3 Industry

This study will not only benefit the institutions of higher learning in the education sector

but the entire private sector and industry. It will provide information on the benefits of

using HRIS in the service industry especially in institutions where there is a large number

of workforce hence encourage them to welcome HRIS to help in proper management of the

HR functions, and promote effectiveness and efficiency of employees to save on time and

other costs.

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1.6 Scope of the Study

The study was carried out in United States International University-Africa in Nairobi and

population drawn from the university faculty and staff population which comprises of 507.

It included the management, department heads; the deans of the schools, faculty and staff

of United States International University-Africa. The research was narrow in scope and

subject to limitations since it is impossible to collect all data on a subject and explore every

facet of the subject. Moreover, it was restricted to United States International University-

Africa making the results specific to this institution, which limits the quantity and quality

of data and information that could be collected if the study involved all the private

universities in Kenya. The study took place between January and July 2016.

1.7 Definitions of Terms

1.7.1 Information System

An information system is a set of people, procedures and resources to acquire, process,

store, communicate, gather, process and distribute information within an organization

(O’Brien, 1995).

1.7.2 Employee Performance

Performance can be defined as the transformation of inputs into outputs at the lowest price,

and entail of technical issues such as resources, layout and how employees perform in their

jobs. Employee performance is directly affected by the market situations, economic

climate, and changes that occur from incentive system given to people (Mwanje, 2010).

1.7.3 Human Resource Management Information System

HRIS also called the human resources information system, refers to a systematic process

for collecting, storing, maintaining, retrieving, and validating data needed by an

organization about its human resources, personnel activities, and organization unit

characteristics (Ball, 2000).

1.7.4 HRIS Organization

HRIS organization is one of the structure that enhances employee performance through

utilization of these assets of HRIS, interaction between human resource functions and

information technology (Gijs Houtzager, (1998)

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1.7.5 HRIS Logistics

HRIS logistics is much more than collecting, storing, recording, managing and delivering

employee data. The system involves much more complex transactions like single point of

data entry, performance management, benefits management, reporting, workforce analysis

and scheduling (Bhatia, 2016).

1.7.6 HRIS Operation

HRIS Operation is a structure that offers employee integration of this functions such as the

HRis portal to request for time–off, manager’s portal to allow management to view and

approve workflows, track employee performance through goals and evaluation on a

continuous basis and elimination of duplicate work (Guinn, 1998)

1.8 Chapter Summary

The chapter explored the background of the study. It provides the problem statement, it

provides the purpose of the study and research questions that guided the research project.

The chapter also highlights the specific objectives of the study. It provides the significance

of the study, scope and definitions of terms. Chapter two presents the literature review.

Chapter three presents the research methodology which was applied in this study. Chapter

four presents the results and findings of the study. Chapter five provides the discussion,

conclusions and recommendations of the study.

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CHAPTER TWO

2.0 LITERATURE REVIEW

2.1 Introduction

This chapter reviews the literature of the study. The literature is based on the research

questions. The first part presents literature on HRIS organization and employee

performance, next is literature on HRIS logistics and employee performance, HRIS

operation and employee performance.

2.2 HRIS Organization and Employee Performance

According to (Durai, 2010), HRIS is an interaction between human resource functions and

information technology. Unlike in the past where organizations have solely relied on HR

function to perform task and carry on their organizational roles, the current era has made

work a lot easier. HRIS enables the management get accurate information, keeps the

organization healthy by monitoring and optimizing HR. HRIS eliminates duplication of

data, improves employee’s efforts by tracking people moving through the system and

ensures all the organization activities are aligned to their enterprise objectives.

According to Houtzager, (1998), Human Resource Information System is subdivided in

three structures where one of the structure was HRIS organization which enhances

employee performance through utilization of these assets of HRIS: data integration, one

stop shop, self-service, recruitment, and web based platform.

2.2.1 Data Integration

HRIS continues to get more advanced through computerization. HRIS allows different

parts of the system to communicate or talk to each other hence enabling meaningful

reporting and analysis capabilities. According to Cullen (2001), an organization that uses

HRIS enjoys improved data integrity and consistency because redundant data entry is

eliminated hence increasing efficiency. HRIS allows room for data and information

availability in an organization. The system enables management of information as all data

and information can be saved and retrieved from the system. Employees have a constant

supply of information regarding the company and clients. Even after training and employee

can login the system and access information to help them understand the organization

better.

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Information related to employee tasks is entered only once and updating can be done once

only when employee information changes. This makes it easy for the company staff and

management to work independently without having to ask for assistance from the HR

professionals (Weeks, 2013). Moreover, end users time effectiveness is achieved because

instead of focusing on inefficient data entry, they spend time focusing on employee

administration (Cullen, 2001). Improved efficiency is achieved as accurate and

consolidated reports can be run easily without looking for manual intervention. Cullen

continues to add that corporate executives can acquire information in the shortest time, as

it is available on the system. Hence, information regarding labor, benefit costs, turnover

trends and training among others can be accessed on demand without having to interfere

with day-to-day work in the organization.

2.2.2 One Stop Shop

The greatest benefit of HRIS that promotes efficiency is that information related to

employee tasks is entered only once and updated once employee details change. Employees

can access training modules and other material containing information necessary to

improve their roles and tasks at work. Internal evaluations, audits, and preparation of data

for outsiders is made easier by HRIS as this data will be created once and used for a long

time in achieving organizational goals. The level of accuracy created by HRIS enables data

to be entered and manipulated easily. According to the cover story by (Khandelwal, 2015),

the new age organizations have access to surplus data that can become waste if not used for

analytics. As discussed by (Shiri, 2012), Human resource analytics help in extracting

meaningful insights and information that can be advantage for making efficient decisions.

Analytics are giving way to accurate decision-making on hiring, performance appraisals,

and management compared to earlier times when decisions were based on human intuition.

Various organizations are looking at embracing information technology and it continues to

improve efficiency not only through automation, but also because of ease of access,

organized and streamlined processes and data security. HRIS is offering increased

flexibility and convenience in various human resource operations (Shiri, 2012)

2.2.3 Self Service

The focus of HR is moving to the level of ESS (employee self-service). In an article by

Kovach and other authors in 2002, it is reported that almost half of all the companies

surveyed support the self-service interfaces as a means to collect and disseminate HR data.

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ESS reduces administrative workload in the human resource departments hence allowing

employees to have updated access to their records (Kovach, 2002).

HRIS benefits the organization by saving time and other costs incurred trying to get

employees to access information. The system enables employees to have services available

to them at their own convenient location especially if it is web based cloud-computing

software as a service. They can benefit from services like attendance, payroll, and

performance evaluation among others. They can also keep track of their leaves, payslips

and performance levels on a computer or mobile device (Rietsema, 2015). Efficiency in

the organization is also realized by the great time it saves. Employees can enter the system

to change data while managers and supervisors can login the system to enter performance

reviews data or to retrieve data without bothering the human resource personnel (Oruh,

2013).

2.2.4 Recruitment

According to (Hendrikson, 2003), “over the past two decades, firms have increasingly

relied on the HR function to provide management solutions that increase the effectiveness

of human capital”. HRIS systems has evolved into complex tools designed to manage a rich

variety of information about the firm’s human capital as well as to provide analytical tools

to assist in decision making about the management of those assets (Hendrikson, 2003). The

internet is an attractive platform for recruiting applicants and performing several other

essential business functions. By having HRIS, candidates to submit their contact

information and resumes to potential employers from a remote computer, an organization

accesses the data which has been collected and archived in the system to be used by

recruiting managers (Parry et al, 2007).

Organizations can support more efficient and cost-conscious collection, storage, sharing,

and exchange of data. The intranet serves as an information hub for the entire organization.

An intranet can be given to business partners, as well as clients who have the appropriate

level of security clearance (Mayfield, Mayfield, and Lunce, 2003). Embracing the system

enables HR function like recruitment became more efficient. E-recruitment function of

HRIS has evolved to enable administrative functions like enrollment, reporting, tracking,

management and payroll more efficient (Torres & Arias, 2009). The head of resourcing

from the cancer research UK described the reason for introducing e-recruitment system as

because of the delayed short listing because of unreliability of surface mail. The process

13

was slowed by inputting data creating a huge task or the resource team (Mayfield, Mayfield,

and Lunce, 2003).

Torres & Arais continue to add that recruitment in information system is automated in that

applicants can enter their details making the process more efficient. The response to the

applications is automatic hence speeding up the communication process. Evidence from

companies such as BOC and IBM show that introduction of HRIS can successfully

improves the efficiency of HR processes. The manufacturing department of BOC Gases

uses e recruitment system that operates in real time allowing managers to review forms

directly hence making the process more efficient (Torres & Arias, 2009).

The company also uses the system to review salaries, for bonus ratings and absence

recordings which has led to efficiency savings since managers enter data directly to the

system eliminating the need to submit the forms manually to the HR department. IBM uses

HRIS for appraisals and compensation planning hence making these HR functions and

processes efficient (Al-Tarawneh & Tarawneh, 2011). Errors are minimized or eliminated

through the system which promotes accuracy. For example, an applicant’s data is entered

at the source by the applicant himself or the recruiting manager. Increased accuracy is

associated with the self-service function of HRIS as the employee or manager can enter

data and own it and it can be reviewed regularly hence mistakes can be noticed more

promptly (Al-Tarawneh & Tarawneh, 2011).

2.2.5 Web Based Portal

The move to web based portal systems or corporate intranet is a top cost cutting strategy to

use by organization embracing HRIS. Improved efficiency is realized within the

organization especially for employees who are familiar with the internet. Web based HRIS

makes it easy for employees to schedule events such as performance appraisals and benefit

deadlines. Employees can also nudge if actions have been done or not because the

scheduling utilizes automated reminders and calendars (Weeks, 2013). HRIS enables

hosting of company related documents including employee guides, handbooks, procedures

and safety guides among others that are easily updated in one place. This increases

efficiency and reduces the overreliance on HR personnel for all information that needs to

be shared among employees and the company staff (Cedar Crestone, 2006). According to

(Anitha and Aruna, 2013), cloud computing maintains data and applications by using

internet and remote servers. Business people can use this system without installing and

14

accessing personal data at the PC desk. Efficiency achieved through accuracy of data and

information in the system saves the employees a lot of time and other valuable costs. HRIS

is an expensive system but most of all the companies that are using it consider the fact that

it saves administrative costs and reduces operational costs (Cedar Crestone, 2006).

2.3 HRIS Logistics and Employee Performance

Employees are the most important asset of an organization. HRIS will enable an

organization to maximize this asset through efficiency and effective methods to improve

employee performance. According to a report by (Bhatia, 2016) on Empxtrack(online HR

software), investing in a HRIS for the organization is a thing to consider for an organization

that is anticipating growth in the near future will increase the performance of employees

and the HR department. HRIS logistics are much more than collecting, storing, recording,

managing and delivering employee data. The system involves much more complex

transactions like single point of data entry, performance management, benefits

management, reporting, workforce analysis and scheduling (Bhatia, 2016).

2.3.1 Error Reduction

HRIS has the ability to improve employee productivity through enhancing the speed of the

efforts of the human resource employees. The recruitment process is sped up through

simplification of the efforts associated with collecting resumes and reviewing candidate

information among others. According to (Anitha and Aruna, 2013), HRIS allows the HR

team to relax and invest their time in more strategic tasks. The HR department is always

burdened by the day-to-day administrative functions like record keeping, completing

paperwork and managing personal data of employees which take a lot of time making the

employees less productive. The financial management productivity is improved through

benefits administration and payroll processing (Fisher, 2002).

HR tasks are regulated and because of this, any minimal error on the part of an employee

could result to serious legal issues or a financial loss on the company. Kavanagh & Mohan,

2009) adds that payroll errors or errors in the hiring process an also result to serious issue

that can affect the productivity of employees and the organization. HRIS solves and reduces

errors brought about by human oversight and other factors because of giving very accurate

data and information which promotes high productivity in the company. Furthermore,

HRIS is sometimes built to review compliance with specific rules and regulations, which

15

makes it easy to ensure that the company is compliant with the rules and regulations

(Shirivastava & Shaw, 2003).

2.3.2 Benefits Management

According to (Rietsema 2012) and (Lorenzi & Riley, 2000), an organization that values its

employees offers benefits to its employees and their dependents. Other benefits that come

with a job are what most of the people look at and rely on as they continue to carry out their

roles in an organization. Benefits offered by a company may require the dependents

information and their contact data. (Kumar, 2012) comments, this in an organization that is

not using HRIS takes a lot of time to achieve however, using HRIS where data is available

and updated for retrieval at any time of need, it is easy. HRIS offers employee services in

an efficient manner using minimal labor. This is more productive as the time consumed and

resources used are minimal. According to an article by (Rietsema, 2015), employees are

empowered to manage their benefits information themselves thereby saving the

organization’s time and money. Increased productivity is achieved as an employee can log

in the system and change or update data accordingly without having to contact the HR

employee to enter or update the data. HRIS helps eliminate the loads of requests and piles

of paperwork, hence decreasing the costs associated with managing a diverse work

population (McLeod & DeSanctis, 1995).

Olughor adds that the system enables managers and administrators to automatically add

benefits upon new hire based on the profile and eligibility of specific plans. It is easy to

distinguish which dependent is covered by which cover or plan. Data entry can be reduced

when benefits automatically create and update deduction records. Furthermore, the

management can easily create benefit costing using annual salary, age banding or benefit

amounts for different types of benefit plans (Olughor, 2016). Employees can use the saved

time in functions like training staff members, creating presentations, recruiting and

succession planning.

2.3.3 Reporting

(Michael et al 2012) states that the biggest advantage of HRIS to an organization is its

ability to create presentations and reports. The HRIS system holds all information

surrounding the organizations human resources initiatives including hiring practices details

like a comprehensive listing of all job applicants, an updated index of job openings, and

16

electronic copies of employee’s onboarding paperwork (Guinn, 1998). Availability of such

information in one system promotes productivity because all records are safe and available

in the system. HRIS holds records of data regarding incentives, salaries and compensation

of every employee and staff member. It became easy for an organization to generate reports

from past events and programs as all the information is stored in one place (Mumford,

2003). Records of performance appraisals and any disciplinary action taken towards a

member of staff is also included in the system. The database where all the information and

data is contained enables a user to run through all the records and come up with an accurate

report that contains some or all the information. An employee can generate a compensation

report that can help in preparation of the annual budget (Michael et al, 2012). It makes it

easy during hiring and instead of having to advertise for job openings, the database can

provide suitable candidates with a set of skills that the employer is looking forward to hire

(Mumford, 2003).

2.3.4 Single Point Data Entry

An integrated HRIS system is allows only a single data entry point which makes the system

data highly accurate. All the data entered in the system is available to all integrated human

resource module like payroll, leave and attendance (Schuler, Dolan, & Jackson, 2001). Due

to the fact that all the relevant information concerning the organization is stored in one

large database employees can access useful information without having to spend a lot of

time moving from one office to another looking for assistance. According to (Olughor,

2016) the possibility of manual data entry errors is reduced and the need to enter employee

information in all HR modules separately is eliminated.

An integrated database improves communication with employees through the network.

Employees are always up to date with the information regarding their roles and activities

within the organization (Fisher, 2002). Furthermore, due to the fact that the system has

email scheduling capabilities, it makes its efficient in terms of assigning jobs to various

employees in a very short period. Employees productivity is improved because everyone is

aware of the assigned task and roles and can do it o time without having to wait for the

management to assign tasks manually to one employee at a time (Hanif, 2011). This reduces

errors and duplication of work.

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2.3.5 Performing Analysis

The HR department is responsible for analyzing hiring costs and calculating turnover rate

of different departments. HRIS has the benefit of enabling accurate analysis and reviewing

of metrics associated with various aspects of the organization. It would be difficult to

determine the accuracy of the calculation but using HRIS the level of accuracy is

imperative. The results acquired from the analysis and reviews of the calculations can be

used to make important decisions and move the organization forward a long a successful

path. The benefit associated with analytical tool gives employees the ability to perform the

calculations with speed by collecting the data needed within a short period, as well as

analyzing all the data in a concise and effective manner (Haines & Petit, 1997). Some

software programs are designed to create professional reports on metrics and analysis as an

additional benefit to the human resources professionals. The analysis benefit improves

employee productivity through a simplified and accurate way of doing analysis.

2.4 HRIS Operation and Employee Performance

Hendrickson, (2003) defines HRIS as cohesive system which is used to collect, store and

analyze an organization’s human resources information including of databases, computer

applications, hardware and software that are necessary to gather, reward, store, manage,

deliver present and manipulate data for human resource function. According to Strohmeior,

2007, e-HRM functions of planning, executing and relating information technology is a

networking and sustaining individuals and groups in shared human resources

responsibilities. Various other researchers in an attempt to define HRIS explain that HRIS

assists HRM to sustain, monitor and make decisions that affect the organization as a whole

(Strohmeior, 2007). The system promotes positive outcome in an organization and its

employees in a number of ways.

According to Guinn (1998), organizations that implement HRIS system have a key ability

to consistently develop and manage employees based on the value an individual’s

contribution on the job. The Operation factor of HRIS offers employee the ability to access

the portal to request for time –off, managers portal to allow management to view and

approve workflows, track employee performance through goals and evaluation on a

continuous basis and elimination of duplicate work through integration of this functions.

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2.4.1 Goals and Evaluation

Employee effectiveness is measured through performance and productivity. Using HRIS

enhances employee effectiveness because the system is put in place to record specific goals

of an employee and measure the performance of each employee as it pertains to achieving

those goals. Proper definition of goals and effective systems need to be established to

achieve optimal performance and effectiveness. Studies and research by (Chauhan, Sharma

& Tyagi, 2011) show that HRIS can helps make performance tracking and management

much simpler, as well as help in producing highly effective performance reviews to further

improve performance management.

HRIS continues to rely on some of the early HR aspects of goal setting among employees.

Employees need to set specific, measurable, attainable, relevant and timely goals to make

them be more clear on what goals are, how and when to achieve them. Effectiveness is

achieved through this way by means of prioritizing for both employees and the management

(Chauhan, 2011). Tracking an employee’s performance on paper does not allow room to

see the continuous performance and development. HRIS solves the problem in that the

employees’ data is saved on the system and can be available. This makes it easy to see the

journey clearly to spot the patterns of an employee, and observe the improvements and

opportunities.

According to (Jeffee, 2001) HRIS enables faster feedback which promotes effectiveness

because of availability of data thus, the system enables managers to track the progress of

employees and offer them feedback on a regular basis. Letting employees know their

performance on a daily or by goal-to-goal basis, helps them realize what has been done

right and what can be improved. Therefore, as projects and tasks are completed, managers

can improve the productivity of employees as well as the quality of work (Targowski &

Deshpande, 2001). Unlike the regular human resources management where employees

reward system is based on observation of performance, HRIS offers managers an accurate

reference for the purposes of incentives and penalties. Effectiveness of employees is

achieved with the knowledge that they are rewarded based on their actual performance

through achievement of goals set (Jeffee, 2001).

HRIS in this case ties actions to consequences and allows managers to respond to employee

performance immediately. Great performance is rewarded immediately while the

management works with poor performance to ensure that the bottom line is not affected.

19

The effectiveness of HRIS system is also measured by the fact that all the parties are

included on the tracking of the organization’s performance (Barton & Delbridge, 2004).

HRIS is used to track more than numerical results as it opens up opportunities to include

feedback from other employees, managers, customers, departments and employees

themselves to track performance. The managers can get a rounded view of employee’s

performance from all these sources and allow managers to effectively personalize the

methods of employee development (Kovach, 2002). Effectiveness of employees is

achieved when they are aware that their performance is being tracked and evaluated through

a reliable system (Kovach, 2002).

2.4.2 Portal

A HRIS system does not only promote greater information accuracy, faster information

processing and enhanced employee communication, but also acts as a portal through which

communication is enables and knowledge created. According to (Weeks, 2013), with time

an organization will view HRIS as a portal to all knowledge for employees and managers.

Tis communication tool will enable employees, customers and vendors to communicate

with each other through the portal. This portal will have news, job information, tools and

data hence putting an end to the days of shuffling and maintaining video tapes and

scheduling employee’s meetings manually (Weeks, 2013). Administrative efficiency of

HRIS has contributed to organizations and their staff having access to new and extensive

knowledge. It opens room for globalized ideas and opportunities and promotes effective

learning and performance through knowledge creation and management. The intranet

system has been made better by HRIS as information can access, retrieve and share

information regarding work and news all from the portal (Jaffee, 2001).

Employees learn through the training programs and other information and data made

available in the system. Employees learn from working with the system hence creating new

knowledge. The ability to login and use the system effectively is a benefit of HRIS as it

means all employees acquire the skill hence becoming more effective in their work. Time

consumed trying to gather employees, schedule meetings and discuss tasks is eliminated

through the portal (Greengard, 2001).

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2.4.3 Outsourcing

Outsourcing according to The Society for Human Resource Management (2009) is a

contractual agreement between an employer and external third party service provider where

the employer transfers responsibility and management for certain HR, benefit of training

related functions or services to the external provider (Jirawuttinunt, 2015). An outsourcing

survey report by the society for Human resource management 2005, establish that 58% of

organizations outsource part or all their HR functions. The increasing costs of HRIS are

driving organizations to outsourcing. However, the large cost incurred through outsourcing

is making organizations reconsider the option of installing the HRIS software that performs

more functions compared to bringing services from outside firms to perform more or less

functions of HR (Brown, 2007). The system is inclusive and employees participate not only

in the decision making but sharing of information across the entire organization. According

to Haines and Petit (1997), the human resource professionals can develop a service oriented

and participative strategic decision making since they are relieved from routine paper

handling tasks. Organizations ae no longer discussing the high cost of installing HRIS

because of the costs it saves in terms of administration.

The services of HRIS are being outsourced by several companies who are reconsidering

the use of HRIS instead of the traditional HRM. The purpose of outsourcing is to increase

efficiency and effectiveness while minimizing costs. Despite the costs of outsourcing,

companies are benefiting through improved efficiency and effectiveness of the employees

in their roles. HRIS is an opportunity for the organization to make the HR department

tactically and managerially in operating the organization (Jirawuttinunt, 2015). HRIS can

be executed such as the issuing of HR information, the computerization of transaction, and

altering the entire working of the HR department, so it plays a more strategic role and

improves more values to the company (Lengnick-Hall & Moritz 2003). Outsourcing HRIS

enables HR practices to be tested in relation to the company’s success in competitive

advantage (Chowdhury et al., 2013). According to Sadiq et al, (2012) HRIS has a positive

effect on the human resource performance in terms of cost efficiency, HR flexibility,

effective HR development and general organizational performance (Sadiq et al, 2012).

2.4.4 Eliminating Duplication of Work

Implementing an HRIS system in an organization should reduce the amount of work for

which the human resource department is responsible and leave the professional focused

21

solely on performing strategic roles of the organization (Beadles, Lower & Johns, 2005).

HRIS provides a ready application that can be linked with the legacy systems. Using HRIS

in an organization relieves the HR personnel from clerical dealings to focus on strategic

planning. An organization’s competitive advantage can also be improved through

management of knowledge which is a benefit of the HRIS (Lin, 2005). The management is

better informed since the system enables the production of many human resource reports.

In addition, the system can produce many HR reports that can better inform management

about the staff. New HR systems will provide the infrastructure needed to not only hire,

manage, and motivate and evaluate people, but it will also assist in long -term business

planning, staff forecasting, facilities planning, and budgeting (Horney & Ruddle, 1998).

Employees’ job effectiveness is improved by cutting repetitive work. The system helps

eliminate duplication of work because every employee is managed based on the

contribution they bring to the organization. This management is through performance

tracking and goal analysis and reporting (Ball, 2000). Employees can enter data directly

and allow HR staff to shift from data maintenance to the strategic use of human resources.

Therefore, there is decreased demand for time consuming data processes hence a greater

focus on relevant roles and activities. Duplication of work is time and resource consuming

hence costly. Using HRIS enable employee’s roles to be defined and tracked (Bsat &

Beckers, 2002). This makes it easy to assign one role to one employee at a time with

minimal to no repetition of a role. Training materials and modules are uploaded on the

system once and can be updated without having to upload them again when needed (Linn,

2005). This eliminates redundancy hence promoting employee effectiveness at work.

2.5 Chapter Summary

This chapter presents a review of literature based on previous research studies and findings

on the various components of HRIS that affect employee performance which are HRIS

organization, HRIS logistics and HRIS operations based on previous research done.

Chapter three presents the research methodology that was used in the study.

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CHAPTER THREE

3.0 RESEARCH METHODOLGY

3.1 Introduction

This chapter presents the research methodology that was used to conduct this study. The

chapter explored the following: research design, population and sampling techniques, data

collection methods, research procedures, data analysis methods and chapter summary.

3.2 Research Design

The study used a descriptive research design. According to Cooper and Schindler (2008) a

research design is a plan and structure of investigation or examination conceived to obtain

answers to research questions. Research design can be categorized in various ways that

include ways to which the research question was formulated, the data collection method,

the capacity of the researcher to produce effects in the variables under study, the purpose

of the study, the research environment, the time measurement, and the focus of study. A

descriptive study collects data in order to answer questions about current status of the

subject or topic of study (Kotler & Armstrong, 2006). The study adopted a quantitative

approach on the influence of human resource information system utilization on employee

performance. The dependent variable in the study was employee performance. The

independent variable in the study were HRIS organization, HRIS logistics and HRIS

operation.

3.3 Population and Sampling Design

3.3.1 Population

The study population refers to the total collection or group of individuals with related

features or attributes used for study or to make derivation (Cooper & Schindler, 2008). The

study population comprised 507 employee of USIU-A from various organizational

departments. However, study population aspect refers to the particular individual or item

which is measured. It is the unit of study (Cooper and Schindler, 2011).

23

3.3.2 Sampling Design

Sampling is the process by which part of the population is selected and conclusions are

drawn about the whole population (Cooper & Schindler, 2001).

3.3.2.1 Sampling Frame

Sampling frame is a list of elements from which the sample is actually drawn, and is closely

related to the population (Cooper & Schindler, 2001). Cooper & Schindler (2011) state that

a sampling frame is a correct and complete list of population participants only. It is worth

noting that the errors and omissions cause the sampling frame to vary from the theoretical

population. The sampling frame for this study consisted of 507 staff (management and non-

managers), and faculty (full time and part-time) of the USIU-A. The list was attained from

the university human resource office.

3.3.2.2 Sampling Technique

The stratified sampling technique was used in selecting sample elements from the sampling

frame. The population can be separated into numerous mutually exclusive strata or sub-

populations. The process by which the sample is constrained to include fundamentals from

each of the sections is represented as stratified random sampling. Stratified random

sampling has three main benefits, including; provides suitable statistics for analyzing

several subpopulations, increasing a sample’s statistical efficiency, and allows different

research methods and techniques to be used in different strata (Cooper & Schindler, 2003).

The study population was segmented based on various groups namely; staff and faculty.

The strength of this technique lies in its ability to allow all population groups to be

represented in the final sample (Sarandakos, 2005). This technique was economical and

offered high degree of representativeness

3.3.2.3 Sample Size

Sample size refers to the number of elements chosen from a particular population. ‘‘How

large a sample should be is a function of the variation in the population parameters under

study and the estimating precision needed by the researcher. Some of the principles which

influence sample size comprise the greater the dispersion or variance within the population,

the larger the sample must be to provide estimation precision. The greater the desired

precision of the estimate, the larger the sample must be, the narrower the interval range, the

24

larger the sample must be, the higher the confidence level in the estimate, the larger the

sample must be, the greater the number of subgroups of interest within a sample, the greater

the sample size must be, as each sub group must meet minimum sample size requirements,

and if the calculated sample size exceeds five percent of the population, sample size may

be reduced without sacrificing precision’’ (Cooper and Schindler, 2001). Yamane’s

formula (Yamane, 1967) will guide in selecting the appropriate sample size for the USIU

Africa employees to be recruited in the study. The working sample was guided by

Yamane’s formula

𝑛 =𝑁

1 + 𝑁(𝑒2)

Where

𝑛 = is the sample size

𝑁 = is the population

1 = is a constant

𝑒2 = is the estimated standard error which is 5% for 90% confidence level

𝒏 =𝟓𝟕𝟎

𝟏 + 𝟓𝟕𝟎(𝟎. 𝟎𝟏𝟐)= 𝟖𝟒

Table 3.1 is indicative of the sample size distribution.

Table 3. 1: Sample Size Distribution

No Category Population

Characteristics

Total

Population

Percentage of

Entire Population

Sample

population

1 Staff Management 7 25% 1

Non-Managers 251 25 % 42

2 Faculty Full time 107 25 % 18

Part time 142 25 % 23

TOTAL 507 100% 84

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3.4 Data Collection Methods

Cooper and Schindler (2011) state that, data collection methods refer to the process of

gathering data, after the researcher has identified the types of information needed which is;

identify the questions the researcher must answer, and define the preferred data type for

every question and determined the attributes of the sample unit which is, if a participant

can show his or her ideas, thoughts, and experiences. This study focused on the use of

primary data which was collected from the target sample. A structured questionnaire was

used to capture requisite information from the target population.

The questionnaire was divided into the main areas of investigation and other sections were

organized according to research objectives. The first section referred to as ‘section I’

contained demographic questions and the second section contained a set of questions which

were further subdivided based on research questions referred as ‘section II –section V’.

3.5 Research Procedures

The questionnaires was developed in line the with specific research objectives and pre-

tested to ascertain the suitability of the tool before the actual administration. According to

Cooper and Schindler (2006), the reason for conducting pilot testing is to detect weakness

in design and instrumentation and to provide proxy data for selection of a probability

sample. Pre-testing of the questionnaire was done by administering 10 questionnaires to

respondents who were not included in the actual study. This will allow the researcher to

calibrate the questionnaire for impartiality and effectiveness of the process. The

questionnaire was assessed to take ten minutes to finish.

3.6 Data Analysis Methods

Descriptive statistics and inferential statistics were used to analyze data. The scope of data

analysis is to decrease inputted data to a reasonable size, developing answers, interpretation

of data, and applying statistical procedures (Cooper & Schindler 2011). In this study,

descriptive statistics like frequencies, percentages, means and standard deviations were

used. For inferential statistics Pearson’s correlations and regression analysis were

computed. Statistical Package for Social Scientists (SPSS) version 22 was used to facilitate

the data analysis. The results was presented in form of tables and graphs.

26

3.7 Chapter Summary

This chapter describes the research methodology that was applied in analyzing the research

question. It provided details of the target population, how a sample will be obtained.

Moreover, the chapter gives the data collection method utilized, the research procedure and

data analysis. Finally it provides details on data analysis. The following chapter will present

the study

27

CHAPTER FOUR

4.0 RESULTS AND FINDINGS

4.1 Introduction

This chapter provides the data collected, the findings, analysis and interpretation of the

output. The study sought to determine the influence of HRIS utilization on employee

performance, a case of USIU-A. The chapter presents an analysis of the information in the

order of the administered questionnaires. Four set of questions were presented in the

questionnaire. The first section was the general section that addressed general information.

The following three subsections address specific research questions and they include: to

what extent does HRIS organization influence employee performance, to what extent do

HRIS logistics affect employee performance and to what extent does HRIS operation

influence employee performance.

The instruments used for data collection was mainly questionnaire presented quantitatively

presenting the findings. Of the 84 questionnaires returned it represented 100% response

rate which was statistically accepted. The results are indicated in the Table 4.1.

Table 4. 1: Response Rate

Category Target Respondents Response Response Rate (%)

Respondents 84 84 100%

Total 84 84 100%

4.2 General Information

The general information for the study comprised of gender of respondent, device used, role

in industry of the respondents and frequency of access to web by respondents.

4.2.1 Gender

The study sought to identify the gender of the study respondents. The findings presented

in Figure 4.1 showed that 58% of the respondents were male as compared to 42% who are

female. the finding indicate that majority of respondent were male.

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Figure 4. 1: Gender

4.2.2 Device Ownership

The study sought to identify the devices owned by study respondent. The findings presented

in Figure 4.2 showed that 70% of respondent use own desktop while 27% own phone and

3% own tablets. Thus, the findings indicate that most of the respondents own desktops.

Figure 4. 2: Device Owned

4.2.3 Role in Organization

The study aimed to investigate the role of responded in the organization. The findings

presented in Figure 4.3 showed that 42% of respondent are non-managers staff, 26% are

29

full time faculty, 24% are Part time faculty, and 7% are management. Thus, the findings

indicate that most of the respondent are staff.

Figure 4. 3: Role in Organization

4.2.4 Web Access Frequency

The study sought to find out the frequency of accessing the web from home and at work.

The finding in Table 4.2 established that 74% of respondent access the web daily form

home, 14% of respondent access weekly, 6% of respondent access monthly 5% in less than

a month and 2% never access web from home. Thus the findings indicate that majority of

respondent access web daily from home

Management8%

Non-Managers Staff42%

Full Time Faculty26%

Part Time Faculty24%

30

Table 4. 2: Web Access at Home

Access The Web Frequency Percent

Home Daily 62 73.8

Weekly 12 14.2

monthly 5 5.9

Less than a month 4 4.7

Never 2 2.3

Total 84 100.0

Also, in Table 4.3 it’s was established that 96% of the respondent access web from work

daily while 4% of the respondent access the web from work weekly. Thus, the findings

indicate that majority of the respondent access the web from work.

Table 4. 3: Web Access at Work

Access the web Frequency Percent

Work Daily 81 96.4

Weekly 3 3.6

Total 84 100.0

4.3 Employee Performance

The study aimed to determine the effect of Human resource information system on

employee performance from the respondent who participated in the study. Majority of the

respondents agreed that the level of performance target were high at a mean of 4.42 with a

standard deviation of 0.824. This was followed by valued individual at a mean of 3.51 with

a standard deviation of 1.331, and lastly, the level of feedback to improve performance was

at a mean of 3.49 with a standard deviation of 1.213. The findings are presented in Table

4.4

31

Table 4. 4: Employee Performance

N Mean Std. Deviation

Performance Target 84 4.42 .824

Valued individual 84 3.51 1.331

Feedback on performance 83 3.49 1.213

4.4 HRIS Organization and Employee Performance

The study measures the effect of human resource information system organization on

employee performance by investigating the following variables: Our HRIS has improved

my ability to disseminate information and provided increased levels of useful information,

our HRIS has improved the recruitment process and decreased time spent on recruiting, I

am satisfied with the HRIS self-service portal flexibility of the system, overall I think that

our HRIS is effective with the generated information in benefiting employees and improve

the strategic decision making, The information from our HRIS can be accessed from

anywhere through web based interface.

4.4.1 HRIS Dissemination and Increased Useful Information

The study sought to find out whether human resource information system has improved

dissemination of information of respondent and if it has increased the level of useful

information from the target respondents involved in the study. The findings in Table 4.5

established that 36% of respondent agreed, 33% are neutral, 14% strongly agreed, 10%

strongly agreed, 7% disagreed, and that HRIS has improved ability to disseminate

information. Thus, the findings indicated that most of the respondents agreed that HRIS

has improved their ability to disseminate information and improved level of useful

information.

32

Table 4. 5: HRIS Dissemination and Increased Useful Information

Frequency Percent

Improved dissemination Strongly Disagree 12 14.2

Disagree 6 7.1

Neutral 28 33.3

Agree 30 35.7

Strongly Agree 8 9.5

Total 84 100.0

4.4.3Improved Recruitment Process

The study sought to find out whether human resource information system has improved

recruitment process of respondent from the target respondents involved in the study. The

findings in Table 4.6 established that 49% of respondent neutral, 24% of respondents

strongly disagreed, 15% disagreed, 11% of respondent agreed, and 1% strongly agreed,

Table 4. 6 Improved Recruitment Process

Recruitment

Frequency Percent

Strongly Disagree 20 24.1

Disagree 12 14.5

Neutral 41 49.4

Agree 9 10.8

Strongly Agree 1 1.2

Total 83 100.0

Missing System 1

Total 84

33

4.4.3 Self-Service Portal

The study sought to find out whether human resource information system portal is flexible

and that the target respondents involved in the study are satisfied with the self-service

portal. The findings in Table 4.7 established that 43% of the respondent agreed, 30% are

neutral, 12% of respondent disagreed, 10% of the respondent strongly agreed and 4 %

strongly agreed, that the self-service portal is flexible makes them satisfied,. Thus, the

findings indicated that most of the respondents are agree that HRIS self-service portal is

flexible and makes them satisfied with HRIS.

Table 4. 7 Self-Service Portal

Self Service

Frequency Percent

Strongly Disagree 3 3.6

Disagree 10 12.0

Neutral 25 30.1

Agree 36 43.4

Strongly Agree 9 10.8

Total 83 100.0

Missing System 1

Total 84

4.4.4 Improvement of Strategic Decision Making

The study sought to find out whether human resource information system information

generated is benefiting employees and if it improves the strategic decision making form the

respondents involved in the study. The findings in Table 4.8 established that 33% of the

respondent agreed, 27% of the respondent are neutral, 23% of the respondent disagreed,

12% of respondent strongly disagreed and 5% of respondent strongly agreed that HRIS

information generated is benefiting employees and that it has improved the decision making

process, Thus, the findings indicated that most of the respondents agree that the Human

resource information system has effectively benefited employees with the information

generated form the system and has also improved the strategic decision making in the

institution.

34

Table 4. 8 Improvement of Strategic Decision Making

Improvement of Strategic Decision

Frequency Percent

Strongly Disagree 10 12.0

Disagree 19 22.9

Neutral 23 27.7

Agree 27 32.5

Strongly Agree 4 4.8

Total 83 100.0

Missing System 1

Total 84

4.4.5 Web Based Portal Access

The study sought to find out whether human resource information system information can

be accessed through the web interface from anywhere based on the target respondents

involved in the study. The findings in Table 4.9 established that 39% of respondent agreed,

34% of respondent strongly agreed, 17% of respondent are neutral, 6% of respondent

disagreed, 5% of the respondent strongly disagreed that the HRIS is accessible anywhere

from the web interface. Thus, the findings indicated that most of the respondents agree that

the Human resource information system is accessible anywhere from the web interface.

Table 4. 9: Web Based Portal Access

Web Based

Frequency Percent

Strongly Disagree 4 4.8

Disagree 5 6.0

Neutral 14 16.9

Agree 32 38.6

Strongly Agree 28 33.7

Total 83 100.0

Missing System 1

Total 84

35

4.4.6 Correlation between HRIS Organization and Employee Performance

This section intends to measure the correlation between HRIS organization and employee

performance. The findings in table 4.10 shows that there was a significant positive

correlation between employee performance and HRIS organization at (r=0.570, p> 0.01).

Table 4. 10 Pearson Correlation between HRIS Organization and Employee

Performance

Correlations

Employee

performance

HRIS ORG

Employee performance Pearson Correlation 1 .570***

Sig. (2-tailed) .000

N 84 83

HRIS ORG Pearson Correlation .570*** 1

Sig. (2-tailed) .000

N 83 83

***. Correlation is significant at the 0.001 level (2-tailed).

**. Correlation is significant at the 0.01 level (2-tailed).

4.4.7 Regression Analysis on HRIS Organization and Employee Performance

The findings in Table 4.11 shows the results of regression. The value R2 is 0.325 which

implies that 32.5% of employee performance is determined by HRIS organization. Thus

with every change in employee performance, the value of F (1, 81) =39.008, p<.001. Where

the intercept of employee performance becomes better by β=0.710, p<0.001

36

Table 4. 11: Regression of HRIS Organization and Employee Performance

Model Summary

Model R R Square Adjusted R Square Std. Error of the

Estimate

1 .570a .325 .317 .72513

a. Predictors: (Constant), HRIS ORG

ANOVAa

Model Sum of

Squares

df Mean

Square

F Sig.

1 Regression 20.511 1 20.511 39.008 .000b

Residual 42.591 81 .526

Total 63.102 82

a. Dependent Variable: Employee performance

b. Predictors: (Constant), HRIS ORG

Coefficientsa

Model Unstandardized

Coefficients

Standardized

Coefficients

t Sig.

B Std. Error Beta

1 (Constant) 1.687 .372 4.531 .000

HRIS

ORG

.710 .114 .570 6.246 .000

a. Dependent Variable: Employee performance

Employee performance = 1.833+ HRIS Organization 0.671

4.5 HRIS Logistics and Employee Performance

The study measures the effects of human resource information system logistics on

employee performance by investigating the following variables: With less errors on HRIS

i am content with the quality of the HRIS services in the USIU, I feel the benefit that

employees get from HRIS makes them highly innovative, I feel that the information

generated from our HRIS helps our institution make better decisions in choosing better

people based on reports, Overall I think HRIS system has resulted in more

communication and awareness of employee in the organization resulting to better

productivity, Overall I think Employees feel high committed to the companies goals due

to the adoption of HRIS performance analysis

37

4.5.1 Reduction of Error

The study sought to find out whether with less error on human resource information

system if the respondent involved in the study were content with the HRIS service it

offers. The findings in Table 4.12 established that 46% of respondent agreed, 22% of

respondent are neutral, 15% of respondent disagreed, 9 % of the respondent strongly

disagreed and 9% strongly agreed that they are content with quality service when there

less errors on HRIS. Thus, the findings indicated that most of the respondents agree that

they are content with Human resource information system that has less errors.

Table 4. 12 Reduction of Errors

Reduction of Errors

Frequency Percent

Strongly Disagree 7 8.6

Disagree 12 14.8

Neutral 18 22.2

Agree 37 45.7

Strongly Agree 7 8.6

Total 81 100.0

Missing System 3

Total 84

4.5.1 Improved Innovation

The researcher sought to find out whether the benefit that employee get from human

resource information system makes them highly innovative from the target respondents

involved in the study. The findings in table 4.13 established that 37% of the respondent are

neutral, 24% disagreed, 18% agreed, 17% of the respondent strongly disagreed, and 4%

strongly agreed that the benefit that employee get from human resource information system

makes them highly innovative. Thus, the findings indicate that most of the respondent are

neutral that the benefit that employee get from human resource information system makes

them highly innovative.

38

Table 4. 13: Improved Innovation

Improved Innovation

Frequency Percent

Strongly Disagree 14 17.1

Disagree 20 24.4

Neutral 30 36.6

Agree 15 18.3

Strongly Agree 3 3.7

Total 82 100.0

Missing System 2

Total 84

4.5.2 Better Decision Making

The researcher sought to find out whether the information got form human resource

information system makes the institution make better decision in choosing human resource

from the target respondents involved in the study. The findings in Table 4.14 establish that

32% of the respondent are neutral, 22% of the respondent agreed, 21% disagreed, 20% of

the respondent strongly disagreed, and 6% strongly agreed that information got form human

resource information system makes the institution make better decision in choosing human

resource.

Table 4. 14: Better Decision Making

Reporting

Frequency Percent

Strongly Disagree 16 19.5

Disagree 18 22.0

Neutral 26 31.7

Agree 17 20.7

Strongly Agree 5 6.1

Total 82 100.0

Missing System 2

Total 84

39

4.5.3 Communication and Awareness

The researcher sought to find out whether human resource information system has resulted

to more communication and awareness of employee in the organization that has resulted to

better productivity from the target respondent involved in the study. The findings in Table

4.15 established that 32% of respondents agreed, 27% of respondents are neutral, 26% of

respondents disagreed, 12% of respondents strongly disagreed, 4% strongly agreed that

human resource information system has resulted to more communication and awareness of

employee in the organization. Thus, the findings indicate that most of the respondents are

neutral that human resource information system has resulted to more communication and

awareness of employee in the organization that has resulted to better productivity.

Table 4. 15: Communication and Awareness

Communication and Awareness

Frequency Percent

Strongly Disagree 10 12.2

Disagree 21 25.6

Neutral 22 26.8

Agree 26 31.7

Strongly Agree 3 3.7

Total 82 100.0

Missing System 2

Total 84

4.5.4 Commitment to Organizational Goal

The researcher sought to find out whether the adoption of human resource information

system performance analysis has made employee committed to the organization goals from

the target respondents involved in the study. The findings in Table 4.16 established that

29% of the respondent are neutral, 23% agreed, 23% disagreed, 20% of the respondent

strongly disagreed, and 5% strongly agreed. Thus, the findings indicated that most of the

respondent are neutral that the adoption of human resource information system

performance analysis has made employee committed to the organization goals.

40

Table 4. 16: Commitment to Organizational Goal

Commitment to Organizational Goal

Frequency Percent

Strongly Disagree 16 19.5

Disagree 19 23.2

Neutral 24 29.3

Agree 19 23.2

Strongly Agree 4 4.9

Total 82 100.0

Missing System 2

Total 84

4.5.5 Correlation between HRIS Logistics and Employee Performance

This section intends to measure the correlation between HRIS logistics and employee

performance. The findings in table 4.17 suggest that there was a significant positive

correlation HRIS logistic and employee performance at (r=0.644, p>0.001).

Table 4. 17: Correlation between HRIS Logistics and Employee Performance

Correlations

Employee

performance

HRIS_logistics

Employee performance Pearson Correlation 1 .641***

Sig. (2-tailed) .000

N 84 82

HRIS_logistics Pearson Correlation .641*** 1

Sig. (2-tailed) .000

N 82 82

***. Correlation is significant at the 0.01 level (2-tailed).

**. Correlation is significant at the 0.01 level (2-tailed).

41

4.5.6 Regression of HRIS Logistics and Employee Performance

The findings indicate that R2 is 0.411 which signifies that only 41.1% of employee

performance is determined by HRIS performance. The value of F (1, 80) =55.774, p<0.001.

Where the intercept of employee performance becomes better by β= .593, p<0.001. The

findings shown in Table 4.18.

Table 4. 18: Regression of HRIS Logistics and Employee Performance

Model Summary

Model R R Square Adjusted R Square Std. Error of the

Estimate

1 .641a .411 .403 .68012

a. Predictors: (Constant), HRIS_logistics

ANOVAa

Model Sum of

Squares

df Mean

Square

F Sig.

1 Regression 25.799 1 25.799 55.774 .000b

Residual 37.005 80 .463

Total 62.805 81

a. Dependent Variable: Employee performance

b. Predictors: (Constant), HRIS_logistics

Coefficientsa

Model Unstandardized

Coefficients

Standardized

Coefficients

t Sig.

B Std.

Error

Beta

1 (Constant) 2.257 .239 9.441 .000

HRIS_logistics .593 .079 .641 7.468 .000

a. Dependent Variable: Employee performance

Employee performance = 2.488+0.518

4.6 HRIS Operation and Employee Performance

The study measures the effects of human resource information system operation on

employee performance by investigating the following variables: I think our HRIS is

effective in meeting strategic goals, I think our HRIS portal has met my expectations to

better utilize the information and time spent on inputting data, I think outsourcing HRIS

42

services will improve the HR services, I feel our HRIS implementation has resulted in huge

reduction in work duplication by eliminating redundancy.

4.6.1 Strategic Goals

The study sought to find out whether human resource information system is effective in

meeting strategic goals from the target respondents involved in the study. The findings in

table 4.19 established that 38% of the respondent are neutral, 32% of the respondent agreed,

14% disagreed, 12% of the respondent strongly disagreed, and 5% of the respondent

strongly agreed that human resource information system is effective in meeting strategic

goals. Thus, the findings indicated that most of the respondent are neutral that human

resource information system is effective in meeting strategic goals.

Table 4. 19: Strategic Goals

Strategic Goals

Frequency Percent

Strongly Disagree 10 12.2

Disagree 11 13.4

Neutral 31 37.8

Agree 26 31.7

Strongly Agree 4 4.9

Total 82 100.0

Missing System 2

Total 84

4.6.2 Better Utilization of Information Through Portal

The study sought to find out whether the human resource information system has made

the target respondent involved in the study better utilize the information and time spent on

inputting data. The findings in Table 4.20 established that 33% of the respondent are

neutral, 30% of respondent agreed, 22% disagreed, 10% of the respondent strongly

disagreed, and 6% 0f respondent strongly agree that the Human resource information

system portal has enabled better utilization of information and time spent on inputting

data.

43

Table 4. 20: Better Utilization of Information Through Portal

Better Utilization of Information through Portal

Frequency Percent

Strongly Disagree 8 9.8

Disagree 18 22.0

Neutral 27 32.9

Agree 24 29.3

Strongly Agree 5 6.1

Total 82 100.0

Missing System 2

Total 84

4.6.3 HRIS Outsourcing

The researcher sought to find out whether human resource information system outsourcing

will improve HR services from the target respondents involved in the study. The findings

in Table 4.21 established that 28% of the respondents disagreed, 24% of the respondents

are neutral, 21% agreed, 16% of the respondents strongly disagreed, and 11% strongly

agree that human resource information system outsourcing will improve HR services.

Table 4. 21: HRIS Outsourcing

HRIS Outsourcing

Frequency Percent

Strongly Disagree 13 15.9

Disagree 23 28.0

Neutral 20 24.4

Agree 17 20.7

Strongly Agree 9 11.0

Total 82 100.0

Missing System 2

Total 84

4.6.4 Reduced Work Duplication

The researcher sought to find out whether human resourcing implementation has reduced

work duplication by eliminating redundancy from the target respondent involved in the

study. The finding in Table 4.22 established that 31% of the respondent agreed, 29% are

neutral, 15% strongly agreed, 12% of the respondent strongly disagreed, and 12% of the

respondent disagreed that the human resource information system implementation has

44

reduced work duplication by eliminating redundancy. Thus, the finding indicated that most

of the respondent agree that human resource information system implementation has

resulted to reduced work duplication by eliminating redundancy.

Table 4. 22 Reduced Work Duplication

Reduced Work Duplication

Frequency Percent

Strongly Disagree 10 12.2

Disagree 10 12.2

Neutral 24 29.3

Agree 25 30.5

Strongly Agree 13 15.9

Total 82 100.0

Missing System 2

Total 84

4.6.5 Correlation between HRIS Operation and Employee Performance.

This section intents to measure the correlation between HRIS operation and employee

performance. The findings in table 4.23 indicates that there is a positive correlation between

employee performance and HRIS operation at (r=0.567, p=0.001).

45

Table 4. 23: Pearson Correlation on HRIS Operation and Employee Performance

Correlations

Employee

performance

HRIS_Operation

Employee performance Pearson Correlation 1 .567***

Sig. (2-tailed) .000

N 84 82

HRIS_Operation Pearson Correlation .567*** 1

Sig. (2-tailed) .000

N 82 82

***. Correlation is significant at the 0.01 level (2-tailed).

**. Correlation is significant at the 0.01 level (2-tailed).

4.6.6 Regression of HRIS Operation and Employee Performance

The findings in Table 4.24 shows the results of regression analysis. The value R2 is 0.321

which indicates that only 32.1% of employee performance is determined by HRIS

operation. The value of F (1, 80) =37.861, p<0.00). Where the intercept of employee

performance becomes better by β = 0.559, p<0.001

46

Table 4. 24: Regression of HRIS Operation and Employee Performance

Model Summary

Model R R Square Adjusted R Square Std. Error of the

Estimate

1 .567a .321 .313 .72998

a. Predictors: (Constant), HRIS_Operation

ANOVAa

Model Sum of

Squares

df Mean

Square

F Sig.

1 Regression 20.175 1 20.175 37.861 .000b

Residual 42.630 80 .533

Total 62.805 81

a. Dependent Variable: Employee performance

b. Predictors: (Constant), HRIS_Operation

Coefficientsa

Model Unstandardized

Coefficients

Standardized

Coefficients

t Sig.

B Std.

Error

Beta

1 (Constant) 2.259 .287 7.879 .000

HRIS_Operation .559 .091 .567 6.153 .000

a. Dependent Variable: Employee performance

Employee performance = 2.567+ 0.462

4.7 Chapter Summary

In this chapter, the study provided the findings with respect to the information given by the

respondents. The General information provided analysis of the respondents, the second

section provided the findings based on effects of HRIS organization on employee

performance, the third part presented the study findings on the effects of HRIS logistics on

employee performance and the last part presented findings on the effects of HRIS operation

on employee performance in private universities in Kenya. The Next chapter provides the

conclusion, summary as well as discussion and recommendations.

47

CHAPTER FIVE

5.0 DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS

5.1 Introduction

This chapter focused on the summary of the study, discussions, conclusions and

recommendations of the study. The study provides a discussion on the findings of the

research as compared to the findings in the literature review. The research is concluded on

the basis of the conclusions drawn from the research objectives.

5.2 Summary

The general purpose of the study was to determine the influence of HRIS utilization on

employee performance with focus on United States International University-Africa. The

study was guided by the following research question: To what extent does Human resource

organization influence employee performance, to what extent does human resource

logistics affect employee performance, to what extent does human resource information

system operation influence employee performance.

A descriptive research design was adopted. The populations for the study was 507

employees of United States International University-Africa. Stratified random sampling

technique was used to draw a sample size of 84 respondents. The data collection instrument

was a tailor-made structured questionnaire developed by the researcher, specifically for this

study. Data was analyzed using descriptive statistics like frequencies, percentages. Pearson

correlation and simple regression analysis were used to determine the influence of

independent variables on the dependent variable. The Statistical Package for Social

Scientists (SPSS) version 22 tool was used to analyze data. The data was presented using

figures and tables.

The study findings on HRIS organization and employee performance showed that majority

of respondent agreed that there was useful information from HRIS system. It had increased

their ability to disseminate information and in turn improved their performance. Most

respondents were of the opinion that self-service portal of HRIS increased the flexibility of

using the system. They agreed that it improved their performance. Also, most respondents

indicated that the information generated by the HRIS has improved the strategic decision

making in the organization which in turn has improved employee performance.

48

Findings on HRIS logistics and employee performance showed that the reduction of errors

on HRIS improved the quality of service and thus it improves employee performance. Most

respondents indicated that the use of HRIS, it had improved communication and awareness

of employee about their jobs. Employees where up to date with information regarding their

roles and activities with the organization. Furthermore, employee performance was

improved because they were aware of the assigned tasks and roles at all times.

The study findings on HRIS operation and employee performance showed that with

implementation of HRIS system there were better planning by cutting down repetitive

work and by managing each employee contribution to enable thorough performance

tracking. Therefore, majority of respondents agreed that HRIS reduces work duplication

and enabled employee roles to be clearly defined and tracked.

5.3 Discussion

5.3.1 HRIS Organization and Employee Performance

The findings indicated that with improved HRIS ability to disseminate up to date

information and useful information, it would improve employee performance in an

organization thus, information related to employee tasks is entered only once and updating

can be done once only when employee information changes. This findings was in

agreement with Weeks (2013) who observed that HRIS makes it easy for the company staff

and management to work independently without having to ask for assistance from the HR

professionals.

From the findings it was revealed the HRIS self-service portal makes it possible to adapt to

the system and do the necessary updates for themselves which fulfills employee needs. This

is also supported the study by (Kovach 2002) who argued that half of all companies

surveyed support the self-service interface as a means to collect and disseminate HR data.

Also the findings indicate that self-service portal has enable employee to be able to enter

or change data while managers and supervisors can login through the portal and enter

performance review data or retrieve without bothering human resource personnel (Oruh,

2013). Human Resource Information System, like other information systems must be

flexible and adaptable to changes. Employee have to follow the development of the

organization in order to satisfy all existing and new needs.

49

The findings indicate that with better information generated from HRIS it would enable

both managers and HR to make better decision making when it comes to recruitment,

reporting, and tracking. this is supported by (Parry et al., 2007) where he argues that by

having HRIS, candidates to submit their contact information and resumes to potential

employers from a remote computer, an organization accesses the data which has been

collected and archived in the system to be used by recruiting managers it appears that HRIS

at USIU is not functional which makes the recruitment biased.

From the findings the improvement of strategic decision making is key through the use of

information from HRIS for recruitment and retention. This is also supported the study by

Hendrickson, (2003) who argued that companies had begun to recognize their value in

providing management with strategic data not only in recruitment and retention strategies,

but also in merging HRIS data into larger-scale corporate strategy. The data collected from

HRIS now provide management with a decision-analysis tool rather than just a robust

database

From the findings the reduction of errors was minimized and eliminated by HRIS system

which promotes accuracy during recruitment when employees use the self-service portal

function of HRIS. This is supported by the study by Al tarawneh., (2011) who argued that

with input of data using HRIS forms rather than the manual way of submitting forms to HR

department has greatly eliminated wrong input of data and increased efficiency and

promoted accuracy of the data.

5.3.2 HRIS Logistics and Employee Performance

According to the findings functional HRIS will increase employee performance. This

finding collaborates with the study by Bhatia, (2016) who argued that by investing in a

HRIS for the organization is a thing to consider for an organization that is anticipating

growth in the near future will increase the performance of employees and the HR

department. HRIS offers employees service in an efficient manner using minimal labor,

this is more productive as the time consumed and resources used are minimal. Employees

are empowered to manage their information thus increase productivity

Based on the findings with use of HRIS, error reduction is reduced and employee

productivity is increased. This finding is collaborated by Kavanagh and Mohan, (2009)

who adds that payroll errors or errors in the hiring process can result to serious issue that

50

can affect the performance of employees and the organization. Firms can perform

calculations that affects their general business through proper HR management.

Based on the findings HRIS system advances communication between HR and other

departments, enables effective decision making and gives a competitive advantage for the

organization. HRIS holds records of data regarding incentives, salaries and compensation

of every employee and staff member. It became easy for an organization to generate reports

from past events and programs as all the information is stored in one place (Mumford,

2003). Based on this, the head of departments are able to pull report that would be easy to

transfer better feedback to employee and in the long run be able to improve employee

performance.

The findings shows that productivity of employees increases when they know what jobs

they have been assigned. This was supported by Fisher, (2002) who argued that with an

integrated database, employees are always up to date with information regarding their role

and activities within the organization. Moreover the system has email enabled capabilities

which is efficient in term of assigning tasks in a very short time.

5.3.3. HRIS Operation and Employee Performance

According to the findings, the study indicates that with the use of HRIS to manage

employee and eliminate duplication of work which was collaborated by Guinn (1998), who

says that organizations that implement HRIS system have a key ability to consistently

develop and manage employees based on the value an individual’s contribution on the job.

The Operation factor of HRIS offers employee the ability to access the portal to request for

time –off, managers portal to allow management to view and approve workflows, track

employee performance through goals and evaluation on a continuous basis and elimination

of duplicate work through integration of this functions. If the various HRIS operation

functions are looked into the employee would most probably be able to use this function to

better their performance when mangers are able to track performance of each employee.

According to the findings it shows that outsourcing of HRIS functions in the organization

shows that majority don’t advocate that outsourcing will improve HR functions. This means

that, employee would not feel okay if this function is devolved to an external source. Which

is in contrary to (Chowdhury et al., 2013) who says that outsourcing HRIS enables HR

practices to be tested in relation to the company’s success in competitive advantage. Also

51

Outsourcing according to The Society for Human Resource Management (2009) is a

contractual agreement between an employer and external third party service provider where

the employer transfers responsibility and management for certain HR, benefit of training

related functions or services to the external provider (Jirawuttinunt, 2015). It is essential to

have a working HRIS system in place to better serve the purpose of employee and if not

so, it would be a wise decision to get or outsource a system that would enable manage HR

function to improve on employee performance.

The findings revealed that the utilization of information through the web portal is not

satisfactory to the system users. If the users leverage the value of an HRIS system,

organizations will come to interpret the system as a portal to all knowledge for both

managers and employees. Through the portal, this communication tool will allow

employees, vendors, and customers to communicate with one another. The portal will

consist job information, tools, data, and news which in turn will enhance employee

performance.

From the findings the use of HRIS made employee meet the strategic goal which was

collaborated by Chauhan, (2011) who says that employees need to set specific ,

measurable, attainable, relevant and timely goals that make them be more clear on what

goals are and when to achieve them. The HRIS aligns the various needs or goals of

employee to organizational goal.

5.4 Conclusions

5.4.1 HRIS Organization and Employee Performance

From the findings and discussion above, it is reasonable to conclude that HRIS organization

influence employee performance. The findings revealed that HRIS self-service portal

makes it possible to adapt to the system and employee to do the necessary updates for

themselves which fulfills employee needs. The accessibility of HRIS from anywhere using

the web interface has greatly improved the respondent’s ability to function well and

perform their task effectively where they can see what task assigned.

5.4.2 HRIS Logistics and Employee Performance

The study concludes that time saving is one of the barometers against which the employee

performance can be gauged when the system has less errors which intern benefits the

52

employee. Findings indicates that HRIS has actually helped in improving the

communication of information within the organization based on the decision derived from

the information generated from HRIS. The findings also indicates that communication has

also made employee be aware of what they are entitle to and this has resulted to better

productivity.

5.4.3. HRIS Operation and Employee Performance

The findings of the study show that the generated reports might not be user-friendly and

may be contributing to people not properly utilizing the system to its fullest potential. Based

on these findings the study concluded that HRIS gave a competitive edge to the institution

or was effective in helping the organization meet its strategic goals. It can be attributed to

the reason that people are not encouraged to read the reports and make tactical decisions,

based on the information. Overall, there is need to do more and improve the use of HIRS

logistics

5.5 Recommendations

5.5.1 Recommendation for Improvement

5.5.1.1 HRIS Organization and Employee Performance

The study recommends that HRIS organization should be optimized to improve employee

performance. HRIS operation should focus on improving on training, include recruitment

function on HRIS, and align the employee data or work to both personal and organization

strategy. The study noted that information got from HRIS greatly helps in providing better

strategic decision making and in turn it would benefit employee more. The study therefore

recommends that the organization should invest more in making better record keeping,

completing paperwork and managing data of employee to equip managers make better

strategic decision making data.

5.5.1.2 HRIS Logistics and Employee Performance

The study noted that improved innovation is key in employee performance .The study

recommends that the Human Resource Information System should empower employees

thereby enable them to login to system and change or update data accordingly. The study

also recommends that with the adoption of HRIS should be the key importance to an

organization, this is because when more is spent on adoption of this system it leads to

53

better fir of organization requirement which leads to the commitment of employee to

organization goals.

5.4.1.3 HRIS Operation and Employee Performance

The study recommends that HRIS operation should capitalize on emerging technology and

that would reduce leave cheating on system. Also, this study recommends an upgrade of

the current system to a system that can explore more Operation on HRIS and expand some

system services. From the findings the study also recommends effective feedback that

should be used by managers to help meet the employee target. There should be an effective

performance feedback that would translate into improved employee performance.

Feedback enables the employees be aware of what exactly is expected from them. It is

important to communicate and discuss employee performance for enhanced productivity.

5.5.2 Recommendation for Further Studies

The study identified the challenges faced in the utilization of human resource information

system. There are other challenges faced in the utilization of human resource information

system on employee performance that have not been done. The use of HRIS in private

universities have not been carried out before and suggestion for further studies into this

area is therefore advised. This study focused on only one case, a study which focuses on

several organizations on the same area is recommended. Such a study would make the

findings more inclusive to organization.

54

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APPENDICES

THE PURPOSE OF THIS QUESTIONNAIRE IS TO GATHER INFORMATION

ON EFFECTS OF HUMAN RESOURCE INFORMATION SYSTEM

UTILIZATION ON EMPLOYEE PERFORMANCE IN PRIVATE

UNIVERSITIES IN KENYA: A CASE OF USIU

APPENDIX I: QUESTIONNAIRE

SECTION I: GENERAL INFORMATION

The following four questions are concerned with demographic data. Please, indicate your

selection by checking the box which describes your demographic characteristics.

1. Gender

Male [ ] Female [ ]

2. Which device do you currently own?

Computer desktop (laptop) [ ] Phone [ ] tablet [ ]

3. Which of the following best describes your role in industry

Management [ ]

Staff [ ]

Faculty [ ]

4. How frequently do you access the web from the following places?

Daily Weekly Monthly Less than once a

month Never

From home (including a home

office)

From work

62

With respect to section II, III, IV and V, please indicate the level of agreement with each

statement

SECTION II: Employee performance

5. Please indicate the extent to which you agree with the following statements by using a

Scale: SA= Strongly Agree, A=Agree, N=Neutral, DA=Disagree SDA=Strongly

Disagree

Levels of agreement

Statement on Employee performance SDA DA N A SA

(1) (2) (3) (4) (5)

a I feel the workplace training opportunities encourage

me to work better

b My job gives me the opportunity to learn.

c I always ensure that I meet all my performance targets

at my work place

d I am valued as a hardworking individual within my

organization

e I am given feedback to improve my performance

6. Please provide any comment on how employee performance can be improved

________________________________________________________________________

________________________________________________________________________

______

63

SECTION III: HRIS ORGANIZATION

7. Please indicate the extent to which you agree with the following statements by using a

Scale: SA= Strongly Agree, A=Agree, N=Neutral, DA=Disagree SDA=Strongly

Disagree

Levels of agreement

Statement on HRIS Organization SDA DA N A SA

(1) (2) (3) (4) (5)

a Our HRIS has improved my ability to disseminate

information and provided increased levels of useful

information

b Our HRIS has improved the recruitment process and

decreased time spent on recruiting.

c I am satisfied with the HRIS self-service portal

flexibility of the system.

d Overall I think that our HRIS is effective with the

generated information in benefiting employees and

improve the strategic decision making

e The information from our HRIS can be access from

anywhere through web based interface

8. Please provide any comment on how HRMIS organization can improves employee

performance.

________________________________________________________________________

________________________________________________________________________

______

64

SECTION IV: HRIS LOGISTICS 9. Please indicate the extent to which you agree with the following statements by using a

Scale: SA= Strongly Agree, A=Agree, N=Neutral, DA=Disagree SDA=Strongly

Disagree

Levels of agreement

Statement on HRIS Logistics SDA DA N A SA

(1) (2) (3) (4) (5)

a With less errors on HRIS i am content with the quality of

the HRIS services in the USIU

b I feel the benefit that employees get from HRIS makes

them highly innovative.

c I feel that the information generated from our HRIS helps

our institution make better decisions in choosing better

people based on reports

e Overall I think HRIS system has resulted in more

communication and awareness of employee in the

organization resulting to better productivity.

f Overall I think Employees feel high committed to the

companies goals due to the adoption of HRIS

performance analysis

10. Please provide any comment on how HRIS logistics can improves employee

productivity.

________________________________________________________________________

________________________________________________________________________

______

65

SECTION V: HRIS OPERATIONS

11. Please indicate the extent to which you agree with the following statements by using a

Scale: SA= Strongly Agree, A=Agree, N=Neutral, DA=Disagree SDA=Strongly

Disagree

levels of agreement

Statement on HRIS Operations SDA DA N A SA

(1) (2) (3) (4) (5)

a I think our HRIS is effective in meeting strategic goals

c I think our HRIS portal has met my expectations to better

utilize the information and time spent on inputting data.

d I think outsourcing HRIS services will improve the HR

services

e I feel our HRIS implementation has resulted in huge

reduction in work duplication by eliminating redundancy

12. Please provide any comment on how HRIS Operations can improves employee

performance.

________________________________________________________________________

________________________________________________________________________

______

Thank you for response and time

66

APPENDIX II: BUDGET

RESEARCH BUDGET

Proposal Title:

EFFECT OF HUMAN RESOURCE INFORMATION SYSTEM ON EMPLOYEE

PERFORMANCE IN PRIVATE UNIVERSITIES IN KENYA: A CASE OF UNITED

STATES INTERNATIONAL UNIVERSITY-AFRICA

Item Amount

Proposal development

1 Materials 3,500.00

2. Printing 10,000.00

3. Photocopy 1,000.00

Category Total: 7,500.00

Data collection(fieldwork)

1. photocopy 1,000.00

2. Travelling 500.00

Category Total: 1,500.00

Data Analysis and interpretation

1. Data Analysis 3,000.00

Category Total: 3,000.00

Report Writing and dissemination

1. Report Writing 300.00

2. Binding and Dissemination 1,500.00

Category Total: 1,800.00

TOTAL 20,800.00

67

APPENDIX III: SCHEDULE PLAN

Project Schedule

Start Date

Month

12

34

56

78

9

JanFeb

Mar

AprM

ayJun

JulAug

Sep

'16'16

'16'16

'16'16

'16'16

'16

Proposal Development

Data collection

Data Analysis And Interpretation

Report Writing

Report Dissemination

Jan 11, 2016

IMPACT OF HUMAN RESO

URCE INFORMATIO

N SYSTEM ON EMPLO

YEE PERFORMANCE IN

PRIVATE UNIVERSITIES IN KENYA: A CASE OF UNITED STATES INTERNATIO

NAL UNIVERSITY-

AFRICA Task Description