Benchmarking Human Resource Information Systems

Abstract

In its most general term a benchmark represents a point of reference from which measurements can be conducted. Translated into a business context, benchmarks may thus serve as “measurements to gauge the performance of a function, operation, or business relative to others” (Bogan & English, 1994, p. 4). Based on that understanding of performance measurement, the essential business concept of the activity of benchmarking can be defined as the continuous and systematic process of improving strategies, functions, operations, systems, products or services by measuring, comparing and analyzing relevant benchmarks in order to produce superior business performance and outperform competitors (Böhnert, 1999; Ellis & Moore, 2006; Guo, Abir, Thengxiang, & Gelfin, 2007; Haverty & Gorton, 2006; Purdum, 2007; Schmitz, 1998; Spendolini, 1992). As human resource information systems (HRIS) are generally regarded as a key facilitator in promoting and securing the efficiency and effectiveness of the human resource (HR) function and are therefore also thought to represent a performance-critical key element of contemporary human resource management (HRM) (Cummings & Marcus, 1994; Hendrickson, 2003; James, 1997), benchmarking activities show the potential to generate valuable information for the management of HRIS. This information derived from the process of comparison to other business information systems or functions may support the buying decision for a new HRIS and represent an essential stimulus for implementation, design, or maintenance activities in order to ensure superior HR and overall business performance.

Human Resources Information Systems and Their Impact on the Effectiveness of Organizational Change Management-Applied Study on the Jordan Insurance Companies.

“…The use of technology in the field of human resources has significantly and continuously expanded and therefore the human resources management activities changed at the senior, middle or lower management level (Mathis and Jackson, 2010).human resources information systems have evolved since 1960 (Lederer, 1984), the surveys carried out by the study of (Ball , 2001) indicated that 60% of Fortune Companies used human resources information system to support their daily operations of human resources management (Kovach et al, 2002).With the beginning of the nineties of the past century, human resource management practices have become more complex and there is great pressure to achieve corporate objectives related to improving general performance, and therefore human resources information systems (HRIS) have evolved to use expert information, which includes analytical tools to support the decision-making process in managing human capital (Ostermann, Staudinger & Staudinger, 2009).The human resource planning process makes the process of follow-up easier regarding gaps in the labor force, either quantitative or qualitative or planning to determine the needs of the labor force in the future and all that with the help of knowledge systems used by human resources (Dessler, 2005 ).The human resources information systems accelerate the formulation and implementation of effective human resources management activities, which include personnel management , payroll administration, and monitoring daily work attendance , skills development, medical history, performance appraisal, training and development, human resources planning, recruitment and career planning, negotiations and so on (Singh et al, 2011).Human resources information system defined as these systems which are based on the technology used for the acquisition, storage, processing, analysis, retrieval and distribution of relevant information on the human resources of the organization (Tannenbaum, 1990). Also it is defined as the integrated system used to collect, store and analyze information related to human resources in the organization by using the necessary data and computer applications and the hardware and software (Hendrickson, 2003).The Human Resources Information System (HRIS) is one of the most important management information systems that contributes to the goals and strategies of the organization related to the management of human resources and increasing their capabilities (Kavangah et al, 2002).…”

Factors Motivating and Inhibiting the Practice of HRIS in Business Organizations: An Empirical Analysis

“…Another important factor is resistance to change, as employees may feel safer with the old paper system (Ostermann et al, 2009). Most organizations greatly underestimate the cultural impact of technology on their employees.…”

Human Resource Information System: A Review of Previous Studies

“…A large number of the institutions are leaving the tradition personnel management function and moving towards modern approaches of human resource information systems (Brien, 2008). The knowledge economy focusing the organization to go with digital human resource, (Nishad Nawaz Maditheti, 2017), the human resource management issues are concern for all levels of the line-mangers, because they have reached their goals in-time, which required effective and efficient manpower (Dessler Gary, Cole Nina D., 2008), in meanwhile (K. S. Ball, 2001), (Schuler R.S., Jackson S.E., 2001), (Ostermann, H., Staudinger, B.,& Staudinger, 2009) and noted that one such major changes is embedding of information technology in support of the HRM process. Additionally, as per (Ulrich D, 1997) having human resource information systems facilitate and improves human resource professionals own standing in the competitive field.…”

“…Since decades, there has been an increased recognition of the need to incorporate a wider range of information on personnel in order to ensure an effective HRM decision-making process (Tetz, 1974), (Nishad Nawaz, 2014). Human resource information system acting on more sophisticated information expert systems mainly support decision-making in managing human skills (Ostermann, H., Staudinger, B.,& Staudinger, 2009), (Nishad Nawaz, 2014). The use of human resource information system would allow for the human resource function to become more efficient and facilitate better information for decision making (Beadles, Lowery, Johns, Aston, & Ii, 2005), (Nishad Nawaz, 2014).…”