IIRA_Dery_et_al_HRIS_Replacing_or_enhancing_HRM_final -...

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HUMAN RESOURCE INFORMATION SYSTEMS (HRIS): REPLACING OR ENHANCING HRM Kristine Dery , David Grant and Sharna Wiblen Work and Organisational Studies The Institute Building (H03) The University of Sydney NSW 2006 Australia Email [email protected] ABSTRACT: Over the last decade there has been a considerable increase in the number of organisations gathering, storing and analysing information regarding their human resources through the use of Human Resource Information Systems (HRIS) software or other types of software which include HRIS functionality (Ball, 2001; Barron, Chhabra, Hanscome, & Henson, 2004; Hussain, Wallace, & Cornelius, 2007; Ngai & Wat, 2006). The growing adoption of HRIS by organisations combined with the increasing sophistication of this software, presents the Human Resource function with new challenges. On one hand the role of HR can be enhanced through the combination of improved access to metrics and the automation of existing administrative functions thus enabling HR to make a greater contribution at a strategic level. However, the same capabilities also threaten the role of HR specialists as traditional HR work is both automated and distributed to line management. Through analysis of four Australian case study organisations we examine the impact of the HRIS on the HR function and find that the degree to which the system acts as an enabler of increased strategic focus for HR is contingent upon three factors: organisational attention, understanding of the technological responses to human resource management complexity, and the success of change management to support user acceptance * This research is funded by an Australian Research Council Linkage Grant (LP0882247) in collaboration with the Australian Senior Human Resources Roundtable (ASHRR). INTRODUCTION The last decade has seen a significant increase in the number of organisations gathering, storing and analysing human resources data using Human Resource Information Systems (HRIS) (Ball, 2001; Barron et al., 2004; Hussain et al., 2007; Ngai et al., 2006). In this paper we show that the study of the impact of HRIS is of direct significance to the ongoing debate about the extent to which Human Resources (HR) can play a strategic role in the organisation (Becker, Huselid, & Ulrich, 2001; Hewitt Associates, 2007; Huselid, 1995; Lawler & Mohrman, 2003; Sheehan, Holland, & De Cieri, 2006). Specifically, we examine the argument that through its capacity to deliver accurate and timely metrics, HRIS has the potential to assist the HR function in developing business strategy and thus enhancing organisation performance (Barney & Wright, 1998; Broderick & Boudreau, 1992; Gueutal, 2003; Lawler, Levenson, & Boudreau, 2004; Lengnick-Hall & Moritz, 2003). Our initial findings from the first phase of interviews with four organisations based in Australia,
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This note was uploaded on 03/02/2011 for the course ECON 101 taught by Professor Xatzis during the Spring '11 term at Thessaloniki.

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IIRA_Dery_et_al_HRIS_Replacing_or_enhancing_HRM_final -...

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