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Information Systems: Basics,

Applications, and Future Directions 4th
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Brief Contents
Preface
Acknowledgments
PART I • HUMAN RESOURCE INFORMATION SYSTEMS
(HRIS): THE BACKBONE OF MODERN HR
Chapter 1 • A Brief History and Overview of Technology in HR
Chapter 2 • Database Concepts and Applications in HRIS
Chapter 3 • Systems Considerations in the Design of an HRIS:
Planning for Implementations
PART II • MANAGING HRIS IMPLEMENTATIONS
Chapter 4 • The Systems Development Life Cycle and HRIS Needs
Analysis
Chapter 5 • System Design and Acquisition
Chapter 6 • Change Management and Implementation
Chapter 7 • Cost Justifying HRIS Investments
PART III • ELECTRONIC HUMAN RESOURCE
MANAGEMENT (EHRM)
Chapter 8 • HR Administration and HRIS
Chapter 9 • Talent Management
Chapter 10 • Recruitment and Selection in an Internet Context
Chapter 11 • Training and Development: Issues and HRIS
Applications
Chapter 12 • Performance Management, Compensation, Benefits,
Payroll, and HRIS
PART IV • ADVANCED HRIS APPLICATION AND FUTURE
TRENDS
Chapter 13 • HRIS and International HRM
Chapter 14 • HR Metrics and Workforce Analytics
Chapter 15 • HRIS Privacy and Security
Chapter 16 • HRIS and Social Media
Chapter 17 • The Future of HRIS: Emerging Trends in HRM and
IT
Glossary
References
Author Index
Subject Index
About the Editors
About the Contributors
Detailed Contents
Preface
Acknowledgments
PART I • HUMAN RESOURCE INFORMATION SYSTEMS
(HRIS): THE BACKBONE OF MODERN HR
Chapter 1 • A Brief History and Overview of Technology in HR
Editors’ Note
Chapter Objectives
HRIS in Action
Introduction
HR Activities
Technology and Human Resources
What Is an HRIS?
eHRM and HRIS
The Value and Risks of HRIS
Types of HRIS
Evolution of HRM and HRIS
Pre–World War II
Post–World War II (1945–1960)
Social Issues Era (1963–1980)
Cost-Effectiveness Era (1980–Early 1990s)
ERPs and Strategic HRM (1990–2010)
“The Cloud” and Mobile Technologies (2010–Present)
HRIS Within the Broader Organization and Environment
Themes of the Book
Summary
Key Terms
Discussion Questions
Case Study: Position Description and Specification for an
HRIS Administrator
Chapter 2 • Database Concepts and Applications in HRIS
Editors’ Note
Chapter Objectives
Introduction
Data, Information, and Knowledge
Database Management Systems
 Early DBMSs
Relational DBMSs
Data Sharing Between Different Functions
Data Sharing Between Different Levels
Data Sharing Across Locations
Key Relational Database Terminology
Entities and Attributes
Tables
Relationships, Primary Keys, and Foreign Keys
Queries
Forms
Reports
MS Access—An Illustrative Personal Database
Designing an MS Access Database
HR Database Application Using MS Access
Other HR Databases
Data Integration: Database Warehouses, Business Intelligence,
and Data Mining
Big Data and NOSQL Databases
Summary
Key Terms
Discussion Questions
Case Study: Building an Application Database
Chapter 3 • Systems Considerations in the Design of an HRIS:
Planning for Implementations
Editors’ Note
Chapter Objectives
HRIS in Action
Introduction
HRIS Customers/Users: Data Importance
Employees
Nonemployees
Important Data
HRIS Architecture
HRIS Evolution
Client-Server (Two-Tier) Architecture
Three-Tier and N-Tier Architecture
 Cloud Computing—Back to the Future?!
Mobile Access
Security Challenges
Best of Breed
Talent Management
Time and Attendance
Payroll
Benefits
Planning for System Implementation
Summary
Key Terms
Discussion Questions
Case Study: Vignette Revisited
Industry Brief
PART II • MANAGING HRIS IMPLEMENTATIONS
Chapter 4 • The Systems Development Life Cycle and HRIS Needs
Analysis
Editors’ Note
Chapter Objectives
HRIS in Action
Introduction
The Systems Development Life Cycle
Analysis
Needs Analysis
1. Needs Analysis Planning
2. Observation
3. Exploration
4. Evaluation
5. Reporting
Summary
Key Terms
Discussion Questions
Case Study: “Planning the Needs of Other Organizations”
Industry Brief
Chapter 5 • System Design and Acquisition
Editors’ Note
Chapter Objectives
 HRIS in Action
Introduction
Design Considerations During the Systems Development Life
Cycle
Logical Design
Two Ways to View an HRIS: Data Versus Process
Logical Process Modeling With Data Flow Diagrams
Creating and Using the DFD
Physical Design
Working With Vendors
Vendor Selection
Assessing System Feasibility
Technical Feasibility
Operational Feasibility
Legal and Political Feasibility
Economic Feasibility
Summary
Key Terms
Discussion Questions
Case Study: Vignette Continued
Industry Brief
Chapter 6 • Change Management and Implementation
Editors’ Note
Chapter Objectives
HRIS in Action
Introduction
Change Management
The Change Management Process: Science and Art
Models of the Change Process
Overview of Organizational Change
Selected Change Models
Lewin’s Change Model
Change Equation Formula
Nadler’s Congruence Model
Kotter’s Process of Leading Change
Important Reminders Regarding Change Models
Why Do System Failures Occur?
 Leadership
Planning
Communication
Training
HRIS Implementation
Data Migration
Software Testing
System Conversion
Documentation
Training
Resistance to Change
User Acceptance
Critical Success Factors in HRIS Implementation
Summary
Key Terms
Discussion Questions
Case Study: The Grant Corporation
Chapter 7 • Cost Justifying HRIS Investments
Editors’ Note
Chapter Objectives
HRIS in Action
Introduction
Justification Strategies for HRIS Investments
Evolution of HRIS Justification
Approaches to Investment Analyses Make a Difference:
Some Guidelines
HRIS Cost-Benefit Analysis
Identifying Sources of Value for Benefits and Costs
Direct Benefits
Indirect Benefits
Implementation Costs
Estimating the Value of Indirect Benefits
Estimating Indirect Benefit Magnitude
Direct Estimation
Benchmarking
Internal Assessment
Mapping Indirect Benefits to Revenues and Costs
 Methods for Estimating the Value of Indirect Benefits
Average Employee Contribution
Estimating the Timing of Benefits and Costs
The Role of Variance in Estimates
Avoiding Common Problems
Packaging the Analysis for Decision Makers
Summary
Key Terms
Discussion Questions
Case Study: Justifying an HRIS Investment at Investment
Associates
Industry Brief
PART III • ELECTRONIC HUMAN RESOURCE
MANAGEMENT (EHRM)
Chapter 8 • HR Administration and HRIS
Editors’ Note
Chapter Objectives
HRIS in Action
Introduction
Technical Support for Job Analysis
Approaches and Techniques
HRIS Applications
The HRIS Environment and Other Aspects of HR
Administration
HRM Administration and Organizing Approaches
Service-Oriented Architecture and eXtensible Markup
Language
Advantages of XML-Enhanced SOA
Theory and HR Administration
Self-Service Portals and HRIS
Shared-Service Centers and HRIS
Outsourcing and HRIS
Offshoring and HRIS
Summary of HR Administration Approaches
Legal Compliance and HR Administration
HR Administration and Equal Employment Opportunity
U.S. Civil Rights Act of 1964, Title VII, and the EEO-1
 Report
EEO-1 Report (Standard Form 100)
EEO-1 and HRIS
Occupational Safety and Health Act Record Keeping
OSHA Form 300 (Log of Work-Related Injuries and
Illnesses) and HRIS
Technology, HR Administration, and Mandated
Governmental Reporting
Summary of Government-Mandated Reports and Privacy
Requirements
HR Strategic Goal Achievement and the Balanced Scorecard
HRM and the Balanced Scorecard
HR Scorecard and Balanced Scorecard Alignment
Summary
Key Terms
Discussion Questions
Case Study: Talent Management at CalleetaCO
Chapter 9 • Talent Management
Editors’ Note
Chapter Objectives
HRIS in Action
Introduction
Defining Talent Management
Importance of Talent Management
The Talent Management Life Cycle
Attributes for Talent
Job Analysis and Human Resource Planning: Part of TM
Job Analysis
Human Resource Planning (HRP)
Phase 1: Setting HRP Objectives
Phase 2: Planning HR Programs
Phase 3: Evaluation and Control
Workforce Management/Human Resource Planning With
an HRIS
Long- and Short-Term Strategic Importance of Talent
Management
Talent Management and Corporate Strategy
 Anticipating Change and Creating an Adaptable Workforce
Talent Management and Corporate Culture
Talent Management and Information Systems
The Link Between Talent Management and Human
Resource Information Systems
Talent Management Software Packages
Trends in Talent Management Software
Recruiting Top Talent Using Social Networking Sites
(SNSs)
Using Information Systems to Set Goals and Evaluate
Performance
Using Analytics for Talent Management
Workforce Analytics and Talent Management
Measuring the Success of Talent Management
Summary
Key Terms
Discussion Questions
Case Study: Vignette Case Continued
Industry Brief
Chapter 10 • Recruitment and Selection in an Internet Context
Editors’ Note
Chapter Objectives
HRIS in Action
Introduction
Recruitment and Technology
The Impact of Online Recruitment on Recruitment
Objectives
Attributes of the Recruiting Website
Recruitment Strategies and Social Networking
The Relationship of e-Recruiting and HRIS
Online Recruitment Guidelines
Selection and Technology
What Are Selection Tests and Assessments, and Why Are
They Used?
Why Is Understanding Assessment Important for HRIS?
Technology Issues in Selection
Applying HRIS to Selection and Assessment
 Demonstrating the HRM’s Value With HRIS Selection
Applications
Summary
Key Terms
Discussion Questions
Case Study: Recruitment and Selection in a Global
Organization
Chapter 11 • Training and Development: Issues and HRIS
Applications
Editors’ Note
Chapter Objectives
HRIS in Action
Introduction
Training and Development: Strategic Implications and
Learning Organizations
Systems Model of Training and Development
Training Metrics and Cost-Benefit Analysis
HRIS Applications in Training
HRIS/Learning Applications: Learning Management
Systems
HRIS T&D Applications: Implementation Issues
Summary
Key Terms
Discussion Questions
Case Study: Training and Development at Meddevco
Industry Brief
Chapter 12 • Performance Management, Compensation, Benefits,
Payroll, and HRIS
Editors’ Note
Chapter Objectives
HRIS in Action
Introduction
The Meaning of Work
Performance Management
Overview
Typical Data Inputs
Typical Reports
 Data Outflows
Decision Support
Compensation
Overview
Typical Data Inputs
Typical Reports
Data Outflows
Decision Support
Benefits
Overview
Typical Data Inputs
Typical Reports
Data Outflows
Decision Support
Payroll
Overview
Typical Data Inputs
Typical Reports
Data Outflows
Decision Support
Summary
Key Terms
Discussion Questions
Case Study: Grandview Global Financial Services, Inc.
PART IV • ADVANCED HRIS APPLICATIONS AND FUTURE
TRENDS
Chapter 13 • HRIS and International HRM
Editors’ Note
Chapter Objectives
HRIS in Action
Introduction
Types of International Business Operations
Going Global
Differences in HRM in MNEs
Key HR Management Issues in MNEs
HR Programs in Global Organizations
International Staffing
 Selecting Global Managers: Managing Expatriates
Training and Development of Expatriates
Performance Appraisal in MNEs
Managing International Compensation
HRIS Applications in IHRM
Introduction
Organizational Structure for Effectiveness
IHRM–HRIS Administrative Issues
HRIS Applications in MNEs
Summary
Key Terms
Discussion Questions
Case Study: Global Issues in a Multinational Company
Chapter 14 • HR Metrics and Workforce Analytics
Editors’ Note
Chapter Objectives
HRIS in Action
Introduction
A Brief History of HR Metrics and Analytics
Limitations of Historical Metrics
Contemporary HR Metrics and Workforce Analytics
Understanding Workforce Analytics Practices
HR Metrics
Workforce Analytics
HR Metrics, Workforce Analytics, and Organizational
Effectiveness
A Common and Troublesome View
Maximizing the Impact of Workforce Analytics Efforts
Triage in Evaluating Workforce Analysis Opportunities
So Where Are the Best Workforce Analytics Opportunities
Likely to Be Found?
HR Process Efficiency
Operational Effectiveness
Strategic Realignment
Starting With the End in Mind
An Example Analysis: The Case of Staffing
Evaluating Recruitment Effectiveness (D3)
 Evaluating the Effectiveness of Job Offer Decisions (D4)
Evaluating Job Acceptance Performance (D5)
Assessing the Financial Impact of Staffing Decisions:
Utility Analysis
Building a Workforce Analytics Function
Getting Started
Understanding Why
Putting HR Metrics and Analytics Data in Context
Reporting What We Find
HR Dashboards
Useful Things to Remember About HR Metrics and Analytics
Don’t “Do Metrics”
Bigger Is Not Always Better
HR Metrics and Analytics Is a Journey—Not a
Destination
Be Willing to Learn
Avoid the Temptation to Measure Everything
Aggressively
Workforce Analytics and the Future
Summary
Key Terms
Discussion Questions
Case Study: Regional Hospital
Chapter 15 • HRIS Privacy and Security
Editors’ Note
Chapter Objectives
HRIS in Action
Introduction
Employee Privacy
Unauthorized Access to Information
Unauthorized Disclosure of Information
Data Accuracy Problems
Stigmatization Problems
Use of Data in Social Network Websites
Lack of Privacy Protection Policies
Components of Information Security
Brief Evolution of Security Models
 Security Threats
Information Policy and Management
Fair Information Management Policies
Effective Information Security Policies
Contingency Planning
Summary
Key Terms
Discussion Questions
Case Study: Practical Applications of an Information Privacy
Plan
Chapter 16 • HRIS and Social Media
Editors’ Note
Chapter Objectives
Introduction
Global Usage of Social Media
Social Media and HR Practices
Organizational Recruitment and Selection
Training and Development
Internal Communication and Engagement
Concerns Over Social Media
Corporate Social Media Policies
Recruitment and Selection
Validity of SMWs in Selection
Privacy Concerns
Diversity Concerns
Federal and State Guidelines
Research-Based Tips for the Use of Social Media in HR
Summary
Key Terms
Discussion Questions
Chapter 17 • The Future of HRIS: Emerging Trends in HRM and
IT
Editors’ Note
Chapter Objectives
Introduction
Future Trends in HRM
Health and Wellness
 Business Intelligence and People Analytics
Demographic Workforce Changes
Employee Engagement
Growing Complexity of Legal Compliance
Virtualization of Work
Future Trends in HRIS
Bring Your Own Device
Gamification
Web 2.0 and Social Networking
Internet of Things
Open-Source Software
An Evolving Industry
Evolving HRIS Technology Strategy
HRIS Moves to Small Businesses
Future Trends in Workforce Technologies
Summary
Key Terms
Glossary
References
Author Index
Subject Index
About the Editors
About the Contributors
Preface
In his book Good to Great, Jim Collins notes, “Great vision without great
people is irrelevant.” In a sense, this quote gets at the heart of human
resources—attracting, hiring, motivating, training, and retaining the best
people for your organization. However, to be truly successful in this mission,
organizations have to invest in technology to support all aspects of their
human resources. In this fourth edition of Human Resource Information
Systems: Basics, Applications, and Future Directions, we have several goals.
First, we want to update the text to reflect the current use of technology in
organizations. The core human resource information system (HRIS),
although still the center of any human resources (HR) technology
investments, is no longer the only technology supporting HR. New
technologies such as mobile devices and social media are driving changes in
how organizations deploy technology in HR. Second, we wish to continue to
improve the content and the usefulness of the content for faculty and
students. Third, we continue with our goals of presenting a broad-based
perspective on HRIS, one which includes a focus on developing and
implementing these systems, an understanding of how these systems impact
the practice of HR across a number of functions, and finally, a discussion of
timely and important developments in these systems (e.g., metrics, social
media, international human resource management [HRM]). Although there
have been several books on HRIS published, most authors have focused only
on one aspect or dimension of the HRIS field, for example, on e-HRM, Web-
based HR, or the strategic deployment of HRIS in a global context.
In the preface to the first edition of this book, we note that Kavanagh et al.
(1990) stated that “among the most significant changes in the field of human
resources management in the past decade has been the use of computers to
develop what have become known as human resource information systems
(HRIS)” (p. v). We also argued that the introduction of computers to the field
of HRM during the 1980s and early 1990s was a revolutionary change. That
is, HRM paper systems in file cabinets were replaced by HRM software on
mainframes and PCs. To keep up with these technological changes in HRM,
companies were forced to adapt, even though it was quite expensive, in order
to remain competitive in their markets. Although we have previously
suggested that the changes since the early 1990s were evolutionary, it is clear
that in the past five years, we have entered another period of revolutionary
change. No longer are companies purchasing an HRIS, customizing it to fit
their needs, and installing it locally. Instead, today organizations are moving
to cloud computing where they “rent” space to maintain their data and rely on
the vendors to manage and support the system. In addition, HR is taking
advantage of systems outside of organizational control, such as Twitter,
Facebook, Instagram, YouTube, and more to support employees throughout
the employment life cycle. Thus, managers and organizations must develop
policies to address this vastly different environment, where much of the data
supporting HRIS is accessed remotely and often is stored on systems not
under the direct control of the organization.
Along with these changes in technology, a revolution has come to the
practice of human resources. By adopting software to support HR
functioning, HR now has more information on employees, and can use this
understanding to better attract candidates, hire better employees, and more
effectively manage them. In other words, these changes have meant that there
have been significant advances in the use of people resources in managerial
decisions. Thus, the role of HRM has evolved so that now it is increasingly
viewed as a strategic partner in the organization. In addition, the role of an
HR professional is changing, and the most successful HR professionals will
have both HR expertise, as well as strong knowledge and appreciation for a
how a variety of technology tools can support “people practices” within HR
and within the firm.
What do these changes mean for the new learner with a background in HRM
or information technology (IT), who is trying to understand the HRIS field?
Although it may be tempting to think that the optimal approach is to train
students on the latest HRIS software and the latest trends in HRIS, in reality
this would be like starting with Chapter 17 of this book and then proceeding
backward through the book. Unfortunately, many people do, in fact, focus on
learning the actual software tool itself (e.g., the HRIS) and the technological
advances in HRIS without understanding the basics first. The approach we
take in this book, and one we recommend, is to start with an understanding of
the evolutional changes to technology and how these changes have
transformed HR practices (e.g., how HRM moved from using paper records
in file cabinets to the computerization of the HR function), and how this
interplay between technology and human resources has changed, and will
continue to change, the field of HRIS. Only after understanding these
changes will the learner be able to effectively understand how advances in
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