Human resource information systems (HRIS) and technology trust

Abstract

Scholars in many disciplines have considered the antecedents and consequences of various forms of trust. This paper generates 11 propositions exploring the relationship between Human Resource Information Systems (HRIS) and the trust an individual places in the inanimate technology (technology trust) and models the effect of those relationships on HRIS implementation success. Specifically, organizational, technological, and user factors are considered and modeled to generate a set of testable propositions that can subsequently be investigated in various organizational settings. Eleven propositions are offered suggesting that organizational trust, pooled interdependence, organizational community, organizational culture, technology adoption, technology utility, technology usability, socialization, sensitivity to privacy, and predisposition to trust influence an individual's level of trust in the HRIS technology (technology trust) and ultimately the success of an HRIS implementation process. A summary of the relationships between the key constructs in the model and recommendations for future research are provided.

Understanding Innovation Deployment and Evaluation in Healthcare: The Triality Framework

“…Trust can be envisaged as technology trust, interpersonal trust and organisational trust (Li et al, 2008;Lippert & Davis, 2006;Lippert & Swiercz, 2005). Lippert and Davis (2006) evaluate the impact of trust on technology internalisation which refers to "the effective and continued use of technology over time" (Lippert & Davis, 2006;Lippert & Swiercz, 2005), and propose that greater degree of interpersonal trust and technology trust among the members of an organisation would lead to effectiveness in technology adoption and eventually achieve internalisation (Lippert & Davis, 2006).…”

Diffusion of innovation theory: Beyond decision stage

“…To utilize the human capital efficiently and effectively, HRIS is the required tool and technology. Organizational performance and success depends on efficiency and effectiveness of HR (Lippert and Swiercz, 2005), however appropriate HRM is the key to achieve efficiency and effectiveness from organizational HR. Ball (2001) conducted a study on Fortune 500 firms and found that almost 60 percent of these firms are utilizing human resource information systems (HRIS) to efficiently execute their HRM functions.…”

“…In this 21 st century, only a computerized HRIS system could be the strategic partner of the organization instead of piles of files and registers kept in HR departments or store rooms. Organizational performance and success depends on efficiency and effectiveness of HR (Lippert and Swiercz, 2005), however appropriate implementation of HRIS is the key to achieve efficiency and effectiveness. A computerized HRIS could provide the required information on a single click, which saves time and cost, and also increases the efficiency and effectiveness of department.…”

Intention and Usage of Human Resource Information Systems among Ghanaian Human Resource Managers

“…As a consequence, organizations nowadays are becoming increasingly dependent on human resource information system (HRIS) in order to increase the effectiveness of their most valued assets-the human resources (Lippert & Swiercz, 2005;Toshani, Jerram, & Gerrard, 2010;Toshani, Jerram, & Hill, 2011). Human resource information system is briefly defined by Hendrickson (2003) as an integrated system used to gather, store and analyze information regarding an organization's human resources.…”

“…Other researchers view HRIS "as a dynamic database of demographic and performance information about each employee. It comprises of software, hardware and systematic procedure used to acquire, store, manipulate, analyze, retrieve and distribute pertinent information about an organization's human resource" (Lippert & Swiercz, 2005;Kovach & Cathcart Jr., 1999;Tannenbaum, 1990 ). It is therefore, any technology that is used to attract, hire, retain and maintain talent, support workforce administration and optimize workforce management (Reddick, 2009;Tannenbaum, 1990).…”