The use of human resource information systems: a survey

Ball, Kirstie

doi:10.1108/eum0000000005979

Cited by 203 publications

(171 citation statements)

References 18 publications

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“…While there are a range of competing definitions of HRIS (Ball, 2001;Hyde & Shafritz, 1977;Kavanagh & Thite, 2009), there is general consensus that a HRIS is a system used to acquire, store, analyze, retrieve and distribute pertinent information regarding an organization's human resources (Bondarouk & Ruël, 2008;Hendrickson, 2003) and that it includes hardware, software, people, policies, procedures, and data (Kavanagh, Gueutal, & Tannenbaum, 1990). The study of HRIS can be regarded as a distinct area of research within the e-HRM domain Strohmeier, 2007;Voermans & Van Veldhoven, 2007).…”

Section: The Paradox Of Hris: Hris In the Human Resource Management Lmentioning

confidence: 99%

Lost in translation? An actor-network approach to HRIS implementation

Dery

Hall

Wailes

et al. 2013

The Journal of Strategic Information Systems

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Available evidence suggests that the adoption of IT-enabled Human Resource Information Systems (HRIS) has not produced the widely predicted transformation of Human Resources (HR) to a strategic business partner. We examine the relationship between HRIS and the HR function by applying actor-network theory (ANT) to an HRIS implementation project. The focus on how actor networks are formed and reformed during implementation may be particularly well suited to explaining why the original aims of the HRIS can be displaced or lost in translation. We suggest that the approach afforded by ANT enables us to better understand the ongoing and contingent process of HRIS implementations. DisciplinesBusiness

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Section: The Paradox Of Hris: Hris In the Human Resource Management Lmentioning

confidence: 99%

Lost in translation? An actor-network approach to HRIS implementation

Dery

Hall

Wailes

et al. 2013

The Journal of Strategic Information Systems

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“…This practice reduces the use of papers for each of the supervisor and oversight which can minimize the time and cost of striking to the Human Resources Department. Self-service applications allow managers to instantly enter the results of performance appraisal management, employee's performance goals, results and performance planning on their personal pages HR (Ball, 2001). …”

Section: E-performancementioning

confidence: 99%

The Impact of Electronic Human Resource Management (E-HRM) Practices on Business Performance in Jordanian Telecommunications Sector: The Employees Perspective

Khashman¹,

Alryalat²

2015

jmr

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This Paper aimed to identify the impact of electronic human resource management practices through the main study dimensions represented in the (e-recruitment, e-selection, e-training, e-performance appraisal, e-communications and e-compensation) on the operational performance. Represented through the main dimensions shown as follows: (Time, financial cost, quality of service and flexibility) in the Jordanian telecommunications sectors represented by the three companies of Cellular Communications (Zain, Orange and Umniah). The study population consisted of all supervisory positions employees in the three companies. To achieve the objectives of the study, the researcher used the descriptive analytical method and a stratified random sample consisting of 178 employees males and females who were selected to collect data needed, then the questionnaire was developed and distributed to the sample, data was analyzed using SPSS statistical software, a descriptive and analytical statistics were used for the process of analysis. The results showed that there was an existence of a positive statistically significant impact to dimensions of electronic human resources management (e-recruitment, e-selection, e-training, e-performance appraisal, ISSN 1941-899X 2015 www.macrothink.org/jmr 116 e-communications and e-compensation) on the dimensions of operational performance (time, cost, quality of service, and flexibility). Journal of Management Research

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“…Kovach and Cathcart (1999) noted that an HRIS need not be computerised since the main goal of information is to allow quicker decisions. The first forms of true HRIS were payroll systems created during the 1960s (Ball, 2001). Since then, these systems have come to be used widely throughout many organisations (DeSanctis, 1986;Kossek et al, 1994).…”

Section: Literature Reviewmentioning

confidence: 99%

“…One study found in 1996 that the previous 10-15 years had found major changes in the technology of such systems (Groe et al, 1996). Another paper found that while the systems and their impacts have been studied, very little of those studies examined the technology used by HRIS and its impact on HRM (Ball, 2001). Bondarouk and Ruël (2009) noted that research on the field seems to have stalled or is simply duplicating itself and instead believe that the focus should be on the consequences to entire organisations when HR systems are implemented, taking a larger view of the field.…”

Section: Literature Reviewmentioning

confidence: 99%

An analysis of human resource information systems courses in accredited schools of business

Hoell

Oravec

Hoell

et al. 2012

IJIOME

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A study was conducted to gauge the extent to which accredited schools of business offered coursework in human resource information systems. The courses were also evaluated to understand the teaching emphasis and methodology, the type of software or other technology used, and whether courses focused on imparting the students with more general or applied knowledge. The results of this study showed a wide range of diversity in terms of teaching methods and topics covered in the courses. Further research is 8 R.C. Hoell et al.needed to determine the kinds of software taught across Association to Advance Collegiate Schools of Business accredited schools, as well as specifics on course architecture.

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The use of human resource information systems: a survey

Cited by 203 publications

References 18 publications

Lost in translation? An actor-network approach to HRIS implementation

Lost in translation? An actor-network approach to HRIS implementation

The Impact of Electronic Human Resource Management (E-HRM) Practices on Business Performance in Jordanian Telecommunications Sector: The Employees Perspective

An analysis of human resource information systems courses in accredited schools of business

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