HRM Information Systems

HRM In instituteation SystemsABSTRACTInformation technology is expected to exploit Human Re cum (HR)s transition from a focus on Human pick worry (HRM) to strategicalal Human Resource Management (SHRM). This strategic role not altogether im dissociates a valuable prop to the HR function, but in addition diversitys the competencies that define HR professional and practiti hotshotr success.The study get hold ofs at investigation what role if any do Human Resource Information Systems (HRIS) play in SHRM. It attempts to examine how HR professionals and managers in varied makeups see the effects of HRIS on strategic HR tasks and bloodline roles. It also tries to come up push through if there is any signifi send awayt divagation in the usage of HRIS amidst Sm exclusively/ strength (SME) size and large size companies. A survey questionnaire was sent to different companies.The target group of the questionnaire was HR managers, HR directors, and HR professionals in companie s based in England. The scope was widened to include both large and niggling/medium sized organizations across both the business sectors.The answers of the survey reveal that HR professionals not only consider HRIS usage as a support for strategic HR tasks but also grasp it as an enabling technology. The study also indicates that large sized menages be most likely to get under ones skin considerable HRIS usage in support of strategic HR tasks. Moreover, there was no signifi open firet difference in proportion to the size of a company regarding HRIS usage in support of commitment c ar and managing trade due north relations with organizations. Low response rate of this study makes superior generalization rather vexed however, future research would bene report from higher response order for more(prenominal) generalized resultsOVERVIEWThe relationship mingled with the HR strategies and the self-coloureds execution of instrument is an issue that has caused signifi toler atet differentiations in the literature mostly because of the existence of many parameters that can influence the results produced through the examination of this problem in be exhaust. Moreover, because at bottom a firm, the participants and the interests atomic number 18 many it is effortful to identify the role and the moment of each finicky organisational element peculiarly when there is no particularised corporate plan for such an investigation.RESEARCH PROBLEMThe gentle choices strategies followed by modern organizations evidence significant differentiations in accordance with the firms position in the market, its achieveance and its financial strength in general. In the long terminus, the application of specific gentlemans gentleman mental imagerys strategies has been found to be related with the procedure of the organization. Moreover, where eliminate HR plans have been applied, the organizational performance has been found to be emergenced.AIMS AND OBJECTIV ES OF THE RESEARCHCurrent research as already mentioned above ordain focus on the examination of the relationship between HR strategies applied within a particular organization and its performance. In order for the above task to lead to valid results, a series of early(a) issues are going to be examined at a secondary train. These issues are indicatively a) Which is the significance of the HR for the organizational operation, b) How the HR strategies can be more legal? c) Is there any opportunity for innovation in firms with specific HR plan or any relevant initiative has to be adapted to the existed frame get to? d) Which are the main aspects of organizational growth and e) Are there any otherwise factors that can influence the firms performance and which would be their interaction with the HR strategies already implemented in the particular firm?LIMITATIONS OF THE RESEARCHCurrent research is limited by the fact that it is rather unlikely for companies to tender data related with their employees problems related with the workplace. On the other hand, any programs or support tools existed are in truth likely to be provided by both firms that would be engaged in the research of current project. For this reason, although the subcontract joy and the personalisedized development of employees would be rather easily monitored, the existence of problems in the workplace would be rocky to be proved. For this reason current research as already described above focuses on the examination of the human resources strategies followed by organizations in general as these practices can be observed in most firms of modern commercial market. The existence of specific differentiations in accordance with the specific issue testament have to be proved either by statistics released in general or by cases examined particularly in the legal area.INTRODUCTIONAccording to Likert, Every aspect of firms activities is determined by the competence, indigence and general pote nce of its human organization. Of all the tasks of focus, managing the human component is the important and most all grand(predicate) task because all depends how well it is done. This quotation sums up the importance of human components in an organisation and the need for managing it effectively. Human resource management is concerned with all aspects of managing the human resources of an organisation. More specifically, human resource management involves determining the organisations attentiveness of human resource, recruiting and selecting the best available employees, developing, counselling and recognize employees, acting as a liaison with gist and government organisation and handling other matters regarding to the well being of employees. severally of these functions is necessary to rough phase irrespective of nature and size of the organisation. That is why in most of the organisation a separate subdivision know as Personnel/Human resource Department is created for the effective performance of these functions.The relationship between the HR strategies and the firms performance is an issue that has caused significant differentiations in the literature mostly because of the existence of many parameters that can influence the results produced through the examination of this problem in practice. Moreover, because within a firm, the participants and the interests are many it is difficult to identify the role and the significance of each particular organizational element particularly when there is no specific corporate plan for such an investigation.Organization must have a limit of uncomparable resources for gaining hawkish advantage moreover proper utilization of those resources matters a lot. Today organization employee acts as a main resource and knowledge, skills and abilities have to be deployed and used to the maximum effect if the organization is to create value.lit REVIEWHuman resources should be considered as a significant organization al asset. In this context, the application of the detach strategies for its development, can lead to the advancement of the corporate performance both in the short and the long term. However, there are also companies where human resources are not considered as having particular importance for the firms growth. In this context, Haines (1997, 95) support that there are firms that view their human resources as an expense rather than an asset an element that is expendable and perhaps discarded when the skills possessed sticks obsolete however when human resources are viewed as an asset, companies enhance single value through training and human development and correspond deald contribution to the organization. The importance of human resources for the corporate performance has in any case proved both in the literature and the empiric research conducted in all industrial sectors. In accordance with the above, in order for a firm to achieve a stable and continuous growth, it is nec essary that its employees are satisfied as this term has been explained in the literature. More specifically, in accordance with Kim (2005, 669) course satisfaction is an affective or emotional response toward confused facets of ones job. Job satisfaction has been a topic of great interest for researchers and practitioners in a wide double of fields, including organizational psychology, public administration, and management. On the other hand, the existence of job satisfaction has been extensively related with the level of coverment of employees in the particular sectors of a specific organization. Indeed, the study of Rudman (2003) showed that paying for performance is a deep issue in contemporary human resources management organisations have long believed that production and productivity improve when pay is linked to performance, and have developed payment-by-results (PBR) formations and incentive schemes to support this belief. In the same context, it is noticed by Blinder (1990, 117) that employees usually feel that profit sharing and gain sharing are good for personal effort, company growth and productivity, and workplace atmosphere.However, in order for the firms to achieve the maximum level of growth, it is necessary to rule and apply the appropriate HR policies as indicated by each particular firms necessarily. The use of fit as a criterion of evaluation of the appropriate corporate bring outline has been extensively used in practice. Towards this direction Wright (1998, 56) mentioned that the basic system behind fit is that the effectiveness of any HR practice or set of practices for impacting firm performance depends upon the firms strategy (or conversely, the effectiveness of any strategy depends upon having the right HR practices). In other words, the issues that need to be considered by a firm before applying any relevant HR strategy are many. Indicatively, Katzell (1975, 5, 11-12) tried to identify the relationship between the employ ee satisfaction (as a result of a specific HR strategy) and the corporate performance and found that policy-makers must face up to a serious quandary and find some way to resolve it the dilemma is this policy-makers would like to achieve cardinal purposes for work organizations, on the one hand to enhance productivity and performance, and on the other to improve the quality of working aliveness and job satisfaction for employers because under certain conditions, improving productivity bequeath enhance worker satisfaction and improvements in job satisfaction will contribute to productivity what it does mean is that there is no reflex(a) and invariant relationship between the two.Under these terms, corporate performance has been found to be related with the employees performance within a particular organization. From a different point of view, Lawler et al. (2003, 15) supported that HRs greatest opportunity to add value may well be to play a role in the development and death pen alty of corporate strategy HR can make a logical case for being an important part of strategy development, because of the importance of human capital in the ability of the firm to carry out its strategy. In other words, HR strategy can influence the firms growth in accordance with the measures provided for the personal and professional development of the firms employees even in the long term. The implementation of appropriate assortment strategy has to be considered in this case as absolutely necessary because in case of in satisfactoryity in the workplace, no cooperation would be regarded as existed even if such cooperation exists, it will be problematic. In this context, Mathews (1998, 175) noticed that before diversity strategies are implemented, the organizations cultural environment, management and evaluation systems should be examined to ascertain if existing personnel/human resources processes will support or hinder diversity in the organization then, appropriate strategies can be designed to develop and manage diversity based on these findings.From the same point of view, Ramlall (2003, 60) supported that assumption that several(prenominal) large-scale studies have proven that HRM is a searing driver in an organizations financial performance, it is imperative for HR and other leaders to understand the critical nature and utmost importance of understanding the effectiveness of all HR activities in creating value for the organization. To a more thorough examination of the problem, Christensen managed to identify the flipper elements that are considered as most crucial in the improvement of the employees productivity (as this improvement is expected to lead to the increase of the corporate growth). More specifically, Christensen supported that there are five elements which are extremely important for the effectiveness of employees within a particular organizational environment. These are (1958, 34) a) The technical organization of the group b) The so cial mental synthesis of the group c) The single task motivation, i.e., the willingness to work hard that each member brings to and maintains toward his job d) The rewards he receives from doing the job, and e) The satisfactions he obtains from being an accepted member of the group. The above elements can exist in any organization and can influence the productivity of its employees either in the short or in the long term.HUMAN pick MANAGEMENT (HRM)During and after 1970s, several qualifyings took place in many countries which led to the term Human resource Management in place of the traditional term Personnel Management. These changes, declining importance of trade unionism, shift from industrial employment to service sector employment, growing competition, deregulation of economies, etc. As a result, three important roles of human resources have emerged as stated below.Human resource policies can be integrated with strategic business provision and used to reinforce appropriate culture.Human resources are valuable and a source of competitive advantage.Human resources can be tapped mostly effectively by mutually consistent policies which levy commitment and Foster a willingness in employees to act flexible in the interests of the adaptive organisations pursuit of excellence.The term Human resource management has been the subject of considerable debate, and its underlying philosophy and character are highly controversial. Much of this controversy stems from the absence of a precise facial expression of and agreement on its significance and interpretation (Storey, 1989 and 1995a), as cited by Bratton and Gold (2003 7). Obviously, definition of the subject matter is needed for analysis and understanding of HRM theory and practice.HRM DEFINITIONHRM has a variety of definitions but there is general agreement that it has a closer fit with business strategy than preceding models, specifically personnel management. In all the debates rough the meaning, signifi cance and practice of HRM, nothing seems more certain than the link between HRM and performance (HRM Guide October 2006). Below are some of the definitions of HRM, although it can be argued that these will only be ones of several possible definitions. De Cenzo and Robbins (1996 8) delimit HRM as the part of the organization that is concerned with the sight dimension, and it is normally a staff or support function in the organization. HRM role is the provision of assistance in HRM issues to line employees, or those directly involved in producing the organizations goods and services. getting throngs services, developing their skills, motivating them to high levels of performance, and ensuring their continuing maintenance and commitment to the organization are essential to achieving organizational goals. This is much the case unheeding of the type of organization, government, business, education, wellness, recreation, or social action. The authors proposed an HRM specific approac h as consisting of iv functions- staffing, training and development, motivation, and maintenance. In addition, Bratton and Gold (2003 7) define HRM as the strategic approach to managing employment relations which emphasizes that supplement peoples capabilities is critical to achieving sustainable competitive advantage. This is achieved through a distinctive set of integrated employment policies, programs and practices. The authors presented HRM functions as planning, recruitment and selection, appraisal and performance management, reward management, development, employee relations, health and inviolablety, and union-management relations. Moreover, to Alan Price (2004 32) HRM aims at recruiting capable, flexible and committed people, managing and rewarding their performance and developing key competencies. Contributing to the working definition of HRM is Abecker et al., (2004). They see HRM as a strategic and target oriented composition, regulation and development of all areas tha t affect human resources in a company. economic and effective management of these resources to a large extend, affects human resource behaviour, and consequently the performance of the organization as a whole. Moreover, the authors identified HRM with the field it covers. These include planning aspects- personnel requirements analysis and personnel asset analysis, and change aspects- recruitment, personnel development and labour displacement (Ibid). Next, is the diagrammatic representation of the said field.Human Resource ManagementChange AspectsPlanning AspectsPersonnel Requirement AnalysisLabour DisplacementPersonnel Development recruitmentPersonnel Asset AnalysisFigure1 Fields of HRM(Source Abecker et al., 2004)It is however, somehow strange, that, an important aspect of HRM, payroll or recompense/payment is missing from the field in figure 1 above propounded by the authors. Abecker et al., (2004) like the previous other authors, did not present a conclusive and detailed definit ion of HRM including the other suppositions (HR processes).Lastly considered are the opinions of various management scholars who have taken a more in-depth look at the whole concept of HRM. These opinions should be given the greatest weight, since they reflect more in-depth research on the subject than is done by most textbook authors. Few such authors are Dessler et al., (1999), and Torrington et al.,(2005).According to Torrington et al., (2005 5) HRM is fundamental to all management operation and has evolved from a number of different strands of thought. It is best described as a loose philosophy of people management rather than a focused methodology. Thus, distinction has been made between HRM as body of management activities on one hand (generically described as personnel management) and then on the other as a particular approach to execute those activities (carrying out people-oriented organizational activities than traditional personnel management).An organization gains comp etitive advantage by using its employees effectively, drawing on their expertise and ingenuity to meet lightly defined objectives. Torrington et al.,(2005 5) identified the role of the human resource functions with the key objectives.These four objectives are the corner stone of all HR activities. These include Staffing, Performance, Change-management and Administration. Staffing objective focuses on finding the appropriate pool of human resources needed to ensure full and timely supply of work force (Ibid). It therefore involves designing organizational structures, identifying working conditions for different groups of employees followed by recruiting, selecting and developing the personnel required to lodge in the roles. Performance objective aims at ensuring workforce motivation and commitment for effective performance. Consequently, employees training and development remain important.Moreover, managing change effectively and efficiently remains one of the core objectives in al most every business. Key issues here include recruiting and/or developing people with the required leadership skills to drive the change process. Change agents are employed to encourage acceptance of change by coming out with reward systems associated with the change process. Employees involvement is also paramount here and is encouraged. The aim is to avoid resistance to change, more especially where it involves cultural changes (attitude, philosophy or long-present organizational norms).Administration objective aims at facilitating the smooth running of the organization. Hence, there is the need for accurate and comprehensive data on several(prenominal) employees, records of achievement in terms of performance, attendance, training records, terms and condition of employment and personal details are (Ibid).However, for the purpose of this study, literature on the HRM concept will be based on the opinions of Dessler et al., (1999). The authors defined HRM as the management of peopl e in organizations. It consists of the activities, policies, and practices involved in obtaining, developing, utilizing, evaluating, maintaining, and retaining the appropriate number and skill mix of employees to bring through the organizations objectives. The goal of HRM is to maximize employees contributions in order to achieve optimal productivity and effectiveness, while simultaneously attaining soul objectives and societal objectives Dessler et al., (1999 2). To the authors, the function of HRM include assisting the organization in attracting the quality and quantity of candidates required with respect to the organizations strategy and operational goals, staffing needs, and desired culture. Helping to maintain performance standards and increase productivity through orientation, training, development, job design, effective communication, and performance appraisal. Helping to create a climate in which employees are encouraged to develop and use their skills to the fullest. Hel ping to establish and maintain cordial working relationship with employees. Helping to create and maintain safe and healthy work environment. Development of programs to meet economic, psychological, and social needs of the employees. Helping the organization to retain deep employees and ensuring that the organization complies with provincial/territorial and federal laws affecting the work place such as human rights, employment equity, occupational health and asylum (Ibid).HRM cognitive operationESThis sub section illustrates the processes involved in executing the HRM functions. Each of the functions planning, recruitment, selection, orientation and training, performance appraisal etc. goes through a process. Unless otherwise stated, the rest of this section will be drawn from (Dessler et al., 1999)s literature based on pages 165 to 533.PLANNING paradeHuman Resource Planning (HRP) process reviews human resources requirements to ensure that the organization has the required numbe r of employees, with the necessary skills, to meet its goals, also known as employment planning. HRP is a proactive process, which both anticipates and influences an organizations future by systematically calculate the demand for and supply of employees under changing conditions, and developing plans and activities to satisfy these needs. Key steps include portent demand for labour considering organizational strategic and tactical plans, economic conditions, market and competitive trends, social concerns, demographic trends, and technological changes.RECRUITMENT PROCESSRecruitment is the process of searching for and attracting an adequate number of qualified job candidate, from whom the organization may select the most appropriate to field its staff needs. The process begins when the need to fill a position is identified and it ends with the receipt of rsums and completed application forms. The result is a pool of qualified job seekers from which the individual best matching the j ob requirements can be selected. The steps in recruitment process include credit of job openings, determination of job requirements, choosing appropriate recruiting sources and methods, and finally, gene range a pool of qualified recruits. Job openings are identified through human resource planning or manager request. Next is to determine the job requirements. This involves reviewing the job description and the job specification and update them, if necessary. Appropriate recruiting sources and methods are chosen because there is no one, best recruiting technique. Consequently, the most appropriate for any given position depend on a number of factors, which include organizational policies and plans, and job requirements.SELECTION PROCESSSelection is the process of choosing individuals with the relevant qualifications to fill existing or projected openings. Data and information about appliers regarding current employees, whether for a transfer or promotion, or outside candidates for the first time position with the firm are collected and evaluated. The steps in the selection process, in sending order include prior reception of applicants, initial applicant screening, selection testing, selection interview, background investigation and reference checking, supervisory interview, earthy job previews, devising the hiring decision, candidate notification, and evaluating the selection process. However, each step in the selection process, from preliminary applicant reception and initial screening to the hiring decision, is performed under legal, organizational, and environmental constraints that protect the interests of both applicant and organization.ORIENTATION, TRAINING AND learning PROCESSEmployee orientation is the procedure of providing new employees with basic background information about the firm and the job. Is more or less, considered as one component of the employers new-employee socialization process. Socialization process is an ongoing process of ini tialling in all employees the prevailing attitudes, standards, values, and patterns of behaviour that are expected by the organization. Training however is the process of teaching method new or present employees the basic skills/competencies needed to perform their jobs. Whereas training focuses on skills and competencies needed to perform employees current jobs, employee and management development is the training of long-term nature. The aim is to prepare current employees for future jobs with the organization or solving an organizational problem concerning, for example, poor interdepartmental communication. Training and development processes include needs analysis, instructional design, validation, implementation, and evaluation and follow-up.CAREER PLANNING AND DEVELOPMENT PROCESSIt is the deliberate process through which persons become aware of personal charge related attributes and the lifelong series of activities that contribute to their career fulfilment. Individuals, mana gers, and the organization have role to play in career development. Individuals accept responsibility of own career, assess interests, skills, and values, seek out career information and resources, establish goals and career plans, and utilize development opportunities.The career stage identification entails career cycle (the stages through which a persons career evolves). These stages include the interest growth, exploration, establishment, maintenance, and decline stages. Occupational orientation identification is the theory by John Holland. This theory enumerates six basic personal orientations that determine the sorts of careers to which people are drawn. They include realistic orientation, investigative orientation, social orientation, conventional orientation, enterprise orientation, and artistic orientation.PERFORMANCE APPRAISAL PROCESSPerformance appraisal may be defined as any procedure that involves setting work standards, assessing employees actual performance relative t o these standards, and providing feedback to the employee with the aim of motivating the worker to eliminate performance deficiencies or to continue to perform above par. Processes in performance appraisal contain three steps defining performance expectations, appraising performance, and providing feedback. First, defining performance expectation means making sure that job duties and standards are clear to all. Second, appraising performance means comparing employees actual performance to the standards that has been set, which normally involves some type of rating form. Third, performance appraisal usually requires one or more feedback sessions to discuss employees performance and progress and making plans for any required development. Some of the appraisal methods include graphic rating scale, alternation ranking, paired comparison, forced distribution, and critical incident methods.EMPLOYEE COMPENSATION AND BENEFITS PROCESSEmployee compensation involves all forms of pay or rewards accrued to employees and arising from their employment. This however consists of two main components direct financial payments, and indirect payments. While direct financial payments are in the form of meshs, salaries, incentives, commissions, and bonuses, indirect payments are in the form of financial benefits like employer-paid insurance and vacations. Moreover, legal considerations in compensation, union influences, compensation policies, and equity and its impact on pay rates are the four basic considerations influencing the formulation of any pay plan.Benefits are indirect financial payments given to employees. These may include supplementary health and life insurance, vacation, pension, education plans, and discounts on say company products. Furthermore, income and medical benefits to victims of work-related accidents or illness and/or their dependents, regardless of fault are all part of employees compensation.The processes in establishing pay rates involve the following fi ve steps First, conducting wages/salary survey to determine the prevailing wage rates for comparable jobs, which is central in job pricing. Second, determine the relative worth of each job (job evaluation) by comparing the job content in relation to one another in terms of their efforts, responsibility, and skills. This eventually results in wage or salary hierarchy. Third, group similar jobs into pay grades, a pay grade comprises of jobs of approximately equal value or importance as determined by job evaluation. Forth, price each pay grade using wage curves. A wage curve is graphical description of the relationship between the value of job and the average wage paid for the job. However, if jobs are not grouped into pay grades, individual pay rates have to be assigned to each job. Fifth, fine tune pay rates. This involves correcting out-of-line rates and usually developing rate ranges.OCCUPATIONAL HEALTH AND SAFETY PROCESSOccupational health and safety process aims at protecting the health and safety of workers by minimizing work-related accidents and illnesses. Laws and legislations to ensure and observe general health and safety rules bound employers. More so, rules for specific industries, for example, mining and rules related to specific hazards, for instance, asbestos have to be adhered to. The following steps are important in this process. Checking for or removing unsafe conditions by using checklist to audit a companys adherence to safety rules that are guarded against hazards, which cannot be removed. Next, through selection, screening out of employees who might be accident prone for job in question without compromising the human right legislation. More so, establishing a safety policy, this emphasizes on the importance of practically reducing accidents and injuries. Setting specific loss control goals by analyzing the number of accidents and safety incidents and then set specific safety goals to be achieved. Enforcing safety rules through discipline a nd conducting health and safety inspections regularly by investigating all accidents and near misses, and by having a system in place for letting employe