Chapter 1 | Evolution of Human Resource Management and Human Resource Information Systems: The Role of Information Technology ry ab ih comany rae om Wnstorne pan 1 tpi in charge i swt ell oe tha shes Samed wth HR sdminisraie work ee eesving resignation lester fom highly regarded proton th see a vs HRIS eaters OF RIS PROCESS anges & Disdhanages StDerlopment a ps Cont And Ven Conclusion COMPETITIVE ADVANTAGE = Three Categories OF Resources: = Physical = Organizational Human mR Host CriticalACTIVITIES OF HR The Evolution of the HRIS. © First, paper files were located in the Personnel department, © The, punched card and magnet medi es were | located in IS. Government legislation in the 1960s and 70s eventually called management's attention to the importance of HR data. In the late 1970's the concept of an HRIS was born. » | HR ACTIVITIES & TIME SPENT ‘Transactional (65-75%) «+ Benefits Administration, Record Keeping, Employee Services ; + Traditional (15-30% + Recruitment, Selection, Training, Performance Managemen compensation, epoyee Relotons + Transformational (5-15%) + Knowledge Management, Strategic Redirection ‘and Renewal, Cutural Change, Management evelopment” + Added Valve History of HRIS * Developed in the 1960's. * Used by large companies with their payroll systems, * Very expensive to buy and use. + Required a full time staff to support them, * Provided limited info mation and were often difficult to customize,Human Resource Information Systems Information System © Human Resources 's an organizational function 1 A system, whether automa Spice era ata {appraisal compensation an pease ea 5 A system, whether automated or manual, that comprises people, machines, and/or methods organized to collect, process, transmit, and 2 Human beings are also considered tobe resources because it Is the abit hina thls to ange eS disseminate data that represent user information, nite ito valuable esouees 2 Process of storing information in files or folder.HRIS - Introduction urce Information System (HRIS) is a \\ yy of storing data and information for \ eh individual employee to aid planning, decision mnaking, and submitting of returns and reports to external internal agencies. HRIS can be defined as an information system that is \ focused on HR functions and activities as well as broader organizational people and process HRIS is a system used to acquire, store, manipulate, \ analyze, retrieve, and distribute information regarding an organization’s human resources to support HRM and managerial decisions. ‘a Human Reso systematic way\ SS \ HRIS D AnHRIS is not simply computer hardware and associated HR-related software. It requires cooperation among departments for its best use. That is, in addition to hardware and software, it also a people, forms, policies and procedures, and lata ce ses systems are also included but we only focus on Computerized system designed to the companies HR. ees © It can be used to maintain details such as employee profiles, absence reports, salary admi i profiles absence lary admin. and various RIS Contains See a “Tris generally @ collection of databases that integrate together to Fess vast record ofall employee issues that exit within a Cimpany. The HRIS generally includes both HR and payroll data Gnd will store information, including: and contac information Employee name EEO information such sefiity and rae aarent and pastjo re and sta information Current and past sla sO Performance Review data and iplinary Actions Benefit chooses and premium Training received Trang ed sous “Tax withholding information oooceoconDMOST HRIS CONTAIN » Personal history - Name, date of birth, sex e Work history - Salary, first day worked ee in the renee ee rs and hopefully, pre-organizational iafieatin HRIS Users “Typically, the people inthe Tim who interact with te HRI ae segmented 10 three groups: 1. HR professionals, Managers in functional areas (production, marketing e*N="5 tc) and 3. Employees (Anderson, 1997). a ory reporting TAR professionals rely on the HRIS in flling fe? fanctions (regulatory report ons prot sharing emgsation analysis, paral Pt mart Maven te most nd "compliance, om : ir wry, benefits {ministration & 7 ARIS. Tptitive advantages eno professional, there is an increasing rire a ‘elementary job tasks. As human ‘capital plays 2 large ne oa pete unit’ goals lementary Jn agers expect the HIS 1 BOWES function Spas fumetsectives, Moreover, managers ff the HRIS's, Pence appraisal and id. analysis, especially for pen superior data collection an performance management.7 raining and development comp meet e Training and development com; internally and externally se hat © Career plans including mobility e Skills inventory - Skills, education, competencies look for transferable skills Value/Benefits / Advantages ‘2 By automating processes or transactions, it provides information to help HR conduct nal activities more efficienty.( payroll, time and labor ‘management, benefits etc.) a By providing accurate and timely information tothe HR personnel and Frahages, ican help them make better decisions regarding personne! issues, planning, budgeting. 2 _ By frecing up HR employees" time, sirategie mission ofthe firm, a Efficiently storing each employee information and data for referenes- personal Gata management, pay rll accounting, benefits management and planning, ‘a Providing a comprehensive information picture asa single integrated database his enables organizations to provide structural connectivity aross units and Tetviies and to increase the speed of information transactions a Streamlining and enhancing the efficiency and eestiveness of HR ‘administrative functions, IRIS can help HR more fully support the reduction of cost and time, satisfaction of employees. ment and other pubic) and for government regulationManagement by computer and human judgment: Managers may begin to base evaluations exclusively from the data captured soft skill behaviors such as teamwork not be fully considered. a Privacy concems: E1 data are being accesse the organization, System rigidity and lack of flexi processes can benefit the organization but Allow for the inevitable exceptions that arise and as t environment changes 2 Employee stress and resistance to :mployees and appli «d and used by those internal a SSE ee Risk associated with HRIS substitution of technology for performance by the HRIS. Thus, and customer service may icants may feel that their ind external to ty: Standardization of HR some systems may not the HR legal the use of electronic performance INFORMATION SYSTEMS SUPPORT FOR HRM (table (Najor Goarand PROVIDING 1.4) CRT FS a Prone ct ro fa scar Heme a tena Frond lceney nthe ud |sccin of at bares nf reetoncste faskey oaat0 Peauna RS eae [pereaes any yds ar Eneecirente me fetng’ feos detaere fest pe cacti cose dan fered orcsate Hamess the potential of HRIS depends on a variety of factors ames: oe The size of the organization, with large firms generally reaping greater benefits; ; a The amount of top management support and commitment; a Theavailability of resources (time, money, and personnel); HR philosophy of the company as well as its vision, orga nizational culture, structure, and systems; Managerial competence in cross-functional decision making, employee involvement, and coaching: Ability and motivation of employees in adopting change, such as increased automation across and between functions. INFORMATION SYSTEMS PROVIDING SUPPORT FOR HRM table 1.1 Cont.) no ira Sat Sola ar = rr ames —) ae ee [sgporsteecninased"wiae” lEreoyec Sis are omer — fabian ee ee ee a Eaten = Sa ae —— cashed eaten fa ee fone Eman peerate pee Feet resem cot faa ahi er on amine eon . ‘Spon oc pena, we ers 3P SYSTEM DEVELOPMENT LIFE Cyc pss | . oo General Phases: (1) Planning (2) Analysis (3) Design (4) Implementation (5) Maintenance = Begins With Planning And Ends with Continuous Evaluation STEPS OF SETTING UP AN BRIS, =) ¢ Tal STEPS IN PLANNING + Inception of des + Feasibility study + Selecting a project team STEPS IN ANALYSIS “Defining the Requirement “Vendor Analysis Contract negotiations STEPS IN DESIGNING + Examines the Now of Information a ps and outlines said STEPS IN IMPLEMENTING ‘Implementing “Tailoring the system {Collecting data “Testing the system “Starting up “Running in parallel| STEPS IN MAINTENANCE, _ ‘A MODEL OF ORGANIZATIONAL | | matings FUNCTIONING _ i | + Organic model * HRIS is critical tothe efficient operation of an cxganization + Interrelatedness between the strategic management system, the strategic HRM system, and the performance goals, business and HR are generated during the strategic planning process. A MODEL OF ORGANIZATIONAL FUNCTIONING | Spe Funen ee A MODEL OF ORGANIZATIONAL | | FUNCTIONING = The HR Goals Drive The HR Programs . cE roe None ae eee nea || Efficient And Effective Use Of Employees ene = The HRIS Has Become Increasingly Important In Supporting The HR Management ‘System Functioning Of Organization «= External Environment Influences Internal | ‘As Well As In Strategic Planning = HR Metrics And Cost-benefit Results (Value Added And Return On Investment - ROI), Are In Continual Interaction . + Interaction Between Strategic Management system And Strategic HRM Will Improve The Functioning Of The Organization |fag Products Contents amt Features Some of HRIS products listed,. —_ 1. CSS Horizon" 2, Elabour.com"™ 3 Oracle 4 SAP@, 5, Smart Stream@ 2 aa HRIS - Vendors ‘0 More than 25, world-wide, Automatic Data Procesing Ine, = SAPAG Restrac Web Hire Oracle/PeopleSott Human Resource Microsystems Business Computer Systems [Lawson Software Balanced Score Card yeni ea Mr a ee + Rie Serena a oa a Sto iRise rn © pein Cig rior a enc etn cmapatme coat ret cbalamasraee ‘One of the most poverfill elements in he BSC mehaology i the use of strategy mapping to viswze ad connie hhow value is created by the organization A tne a ist simple graphic that shows a log, caseandcfist connection between stateie obestves (shown a 8 ‘the map)