Relationship between Change Management and the Implementation of the Human Resource Information System in Isiolo County Government, Kenya

Abstract

Purpose: To establish the relationship between change management and the implementation of the human resource information system in Isiolo County Government, Kenya.
 Methodology: This study was conducted in Isiolo County. Descriptive research design was used by the study to collect a total of 654 Employees of the county government of Isiolo who were the target population. The study employed stratified random sampling to select 30% of the employees in each stratum to obtain a sample of 196 employees of the county government. Data was collected using questionnaires. Data was then analyzed through SPSS version 23. The overall results were presented through inferential statistics such as regression, correlation and descriptive statistics frequencies and percentages. The data was presented using tables.
 Results: The study found out that there is a relationship between change management and the implementation of the human resource information system in Isiolo County Government, Kenya. Change management had an R value of 0.791 and R square value of 0.627. This indicated that change management influenced 63% on implementation of HRIS. The other 37% remaining were determined by other factors. This indicated that change management was part of a key ingredient towards implementation of HRIS. It was found that change management had a relationship with implementation of HRIS.
 Unique contribution to theory, policy and practice: The study concluded that even though change management was necessary to effectively implement HRIS some employees did not feel the need for change management. This was because the employees felt that they were okay with the current system and norms. The leadership did not articulately involve them in the vision attainment hence the main reason of employees not seeing the bigger picture. Therefore, the management should be more open minded and communicate frequently with the staff on where exactly the county was headed and what was needed to attain its vision and goals. Once the employees understand and internalize these things, it would motivate them to put effort so as to be part of realizing the vision.

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

“…Change Management was a factor that affects the implementation of HRIS with low degree of acceptance. The findings of the study are consistent with those of Dida et al (2021) who claim that, Change Management is the most important component in ensuring that HRIS is fully implemented.…”

“…These variables were used under the organizational construct adapted from the TOE model. The variables explored and used in the study are Top Management Support (Al-Dmour et al, 2017), Financial Resources (Mokomane & Potgieter, 2020), Training (Dida, 2021), Relative Advantage (Amoako et al, 2023), and Change Management (Nugroho et al, 2022). The implementation of the HRIS consist of two variables namely: Acceptance (Rath & Das, 2020) and Effectiveness (Dey & Saha, 2020).…”

Impact of Human Resource Information System Performance for Sustainable Health Sector in South Africa

“…Some authors (such as Erdem and Lucey, 2021;Bianchi, Tuzovic and Kuppelwieser, 2022) have argued that it is also regarded as a sector that advances economic progress and development through the prioritization of human lives in its growth strategy. An effective HRIS can be used by the healthcare sector to take actions relating to the standing of the healthcare workers in a country, which signifies the relevance of HRIS in the healthcare sector of a sustaining economy (Dida, 2021;Menant, Gilbert and Sauvezon, 2021;Sikira and Misheal, 2024). Appropriate incentives and financial support in the use of HRIS should be viewed as an imperative factor in the consciousness of an efficient and effective health workforce in general (Udekwe, Iwu, de la Harpe and Daramola, 2021b;Arakelian et al, 2022).…”

Antecedents of Human Resource Information System Adoption: A Qualitative Study in French Context

“…It is a tool that will reconcile technical advances and the maturity of the HR function in a company. The HRIS is a powerful lever for performance and transformation that gives concrete form to human resources management policies (Dida et al, 2021). An HRIS is not an end in itself.…”

“…Another argument is digitalization, which reflects the desire of companies to adapt to current trends, remain aligned with the new behaviors of internal employees and potential candidates, and remain competitive with other companies (Dida et al, 2021). Technological advances have driven the transformation of the HR function.…”