Human Capital Information Systems: An Introduction

Ababneh, Hayel; Shrafat, Fayiz

doi:10.5539/ijbm.v9n9p193

Cited by 3 publications

(3 citation statements)

References 36 publications

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“…Consequently, organisations themselves and their interactions with the business environment are becoming more and more complex (Buller et al, 2012;Beadles et al, 2015). That complexity, reflected in the organisation's setup (architecture and size), changing organisational culture and diverse labour force requires from management to face growing number of challenges in running daily business operations (Shilpa et al, 2011;Buller et al, 2012;Ababneh et al, 2014). Therefore, as various studies proved, the needs and requirements of the different and complex contemporary workforce cannot be satisfied through classical HR management approach (Dhiman, 2015;Ababneh et al, 2014;Bhuiyan et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

“…A significant potential of new technologies in satisfying needs of HRM function has enabled the development and implementation of the human resource information systems (HRIS) (Kundu et al, 2012;Dhiman, 2015). Various authors argue that implementation of ICT transforms HRM function into flexible, strategy oriented and cost efficient system enabling organisations to achieve competitive advantage and improving its overall performance (Kundu et al, 2012;Zafar, 2013;Ababneh et al, 2014). The use of ICT in HRM supports and improves decision-making processes, ensures quick response rates in communication with different stakeholders within and outside organisation, provides high quality services, and accommodate cultural changes due to diverse workforce and environments in which organisations operate (Ferdous et al, 2015;Kumar et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

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Human Resources Information Systems: Transactional and Strategic Paradigm

2018

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Human resources information system (HRIS) is an inevitable element of contemporary organisation's setup. The HRIS provides multiple human resources management (HRM) services from operational assistance in collecting, storing and preparing data, executing and controlling processes, reducing HRM labour costs, and providing information to the management enabling them to make quality HR strategic decisions. This paper is aimed in contributing to the better utilization of HRIS usage in organizations, analysing various approaches in terms of purposefulness and validity of implementation of HRIS with the goal to maximize its impact to organizational performance. The goal of the paper is to provide the overview of HRIS transactional and strategic paradigm, and evaluate its impact to organizational performance.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Human Resources Information Systems: Transactional and Strategic Paradigm

2018

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“…Extant literature applies KBT at the firm level with independent constructs of heterogeneous knowledge bases and capabilities, while competitive advantage and firm performance constitute the explained factors. Thus, decision-making is a managerial characteristic that depends on knowledge-based capabilities as proffered by the Human capital perspective[47](Ababneh & Shrafat, 2014). B.…”

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confidence: 99%

Nexus Among ICT Support for Core Competencies, Competitive Advantage and Firm Performance: A Managerial Phenomenology Approach

Mataruka¹,

Mkumbuzi²,

Muzurura³

et al. 2023

JEFMS

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This study analysed the nexus among ICT support for core competencies, competitive advantage and firm performance using data obtained from managers of firms in Harare, Zimbabwe. The qualitative phenomenological approach focused on the manufacturing and service sub-sectors that informed the analysis. The study used purposive sampling to select a sample of 10 participants, five business managers and five ICT experts. In-depth interviews with chosen ICT experts from business organisations in Harare, Zimbabwe, were conducted to gather qualitative data. The study's findings were from using within-case and cross-case qualitative data analysis. Key results from the study indicate that ICT support for management talent is perceived to impact business performance and competitive advantage positively. ICT support for core competencies gives businesses a competitive advantage that positively impacts operational performance. When ICT investments combine with ICT management skills, a company's value maximises. For ICT-enabled core competencies to influence firm performance, firms need complementary managerial and strategic capabilities. This study is distinctive because it addresses the dynamic organisational capabilities and resource-based perspective as the base theories. The methodology goes against the innovation adoption theories of comparable earlier studies on ICT acceptability. Thus, this study contributes to the growing body of ICT literature by demonstrating that ICT-enabled core competencies are insufficient to establish and maintain a competitive advantage and singularly influence firm performance. It made it even more essential for a firm to consider how to meet better customer needs and capture value by having a well-thought-out ICT-embedded business model, business strategy, and innovation alignment

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Usefulness of human capital management information systems on payroll reliability among public universities in Tanzania

Masele

Kagoma²

2021

Public Money & Management

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Human Capital Information Systems: An Introduction

Cited by 3 publications

References 36 publications

Human Resources Information Systems: Transactional and Strategic Paradigm

Human Resources Information Systems: Transactional and Strategic Paradigm

Nexus Among ICT Support for Core Competencies, Competitive Advantage and Firm Performance: A Managerial Phenomenology Approach

Usefulness of human capital management information systems on payroll reliability among public universities in Tanzania

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