Management of knowledge and competence through human resource information system—A structured review

Abstract

The fourth industrial revolution will be ushered in by future high technology, and as a result, the world will face new difficulties relating to people, the environment, and profitability. Accordingly, the competitive edge and long-term viability of businesses would depend on the knowledge workers who could overcome these excruciatingly difficult obstacles and have the knowledge and competency to influence the overall performance of any type of company. But managing knowledge workers falls under the purview of human resources, and only effective human resources tools, plans, and procedures can ensure the success of this task. One such tool, which has the capacity and capability to change the whole scenario in an organization's favor, is the human resource information system (HRIS). The purpose of this structured review is to provide insight into a field of HRM (i.e., HRIS) that has largely been neglected by other reviews of the literature and has only been briefly discussed by a small number of publications published in reputable, top-tier journals. A customized HRIS framework is the result of this structured literature review for managing knowledge and competence. The study presents the content analysis of 48 articles, systematically and purposefully selected for this literature review, published during the past three decades. The study has several implications for policymakers and HR practitioners.

Exploring Line Managers’ Perspective on the Effects of Organisational Factors on the Implementation of Hris: A Survey in the Mmdas in the Upper West Region of Ghana

“…As defined by Lutfi (2020), Top Management Support is the assistance that upper-level management offers for the acceptance and deployment of innovative technologies for business reasons. Memon et al, (2022) assume that, the HRIS activities necessitate a high degree of involvement from Top Management because they must make decisions on the adaptation and deployment of HRIS. Therefore, the following hypothesis were posited: H1a: Top Management Support has significant influence on the Acceptance of the HRIS.…”

Capabilities, knowledge and skills of superior human resources through the competency of Tanjung Balai Karimun Port Employees, Riau Islands, Indonesia

“…Furthermore, a knowledge management system (KMS) is an enabler of knowledge management from the point of view of the knowledgebased approach. An efficient KMS will typically consist of the following three components [8] .…”

“…Competence management has been recognized as exceptionally essential for accomplishing a firm's goals, complementary to, for example, core business processes, financial issues, customer relationships, and so on. Competence management can be ordered into four kinds of processes (i.e., may include several sub-processes) [8] .…”

“…Managing complex entities and assessing and managing a variety of competencies is now a core requirement of the organization. Recent technologies make it possible to manage an employee's working life cycle, from scheduling/planning the recruitment period through retirement or termination of employment SHR collects and keeps all the data that the manager(s) or department head(s) require for almost every HRM function and then automates nearly all ancillary operations [8] .…”

Mapping a Strategic Human Resource Information System for Society 5.0

“…For this reason, companies need to manage employees using HRIS. HRIS usually includes several functions: Database, recruitment, training, human resources reporting and management (Memon et al, 2022). HRIS manages several HR activities to mark employee presence in the shipping industry (Karunarathna et al, 2020).…”