Kavanagh et. al. (1990) defines HRIS as a system used to acquire, store, manipulate, analyze, retrieve, and distribute information regarding an organization’s human resources. An HRIS is not simply computer hardware and associated HR-related software, it also includes people, forms, policies and procedures, and data. (p. 29)
Thus, this definition can be summarized as a company still has an HRM system on paper eventhough it does not have a computerized system. Thus, there is no need for the company to run or execute a software. However, the management of employee information was not done as quickly as in a computerized system.
In the 1960’s and 1970’s, large companies felt a need to centralize their personnel data administration. Software programs were then created in large computers to facilitate storage of data mainly for payroll purposes. At the same time, the 1980’s saw a shortage in skilled workers, especially in the technology sector. HRM had long evolved from the basis of a skills management discipline to more of an employee satisfaction and productivity tool. The system became more sophisticated by 2000 and the HR software industry saw HRIS grow to include recruitment, time management, payroll, compensation management, learning management, expense reporting and reimbursements, and performance management.
The three major of HR activities are transactional, traditional and transformational (Wright, McMahan, Snell, & Gerhart, 1998). First, transactional activities involve data transactions that must be prepared for processing such as recording and editing. The example of HR program of this activity is entering payroll information. These data are recorded on a paper form or enter it directly into a computer system. This usually includes a variety of editing activities to ensure that they have recorded data correctly.
Besides, traditional activities relate with HR programs such as training, recruiting and compensation. The quality of any data stored in an information system must also be maintained by a continual process of correcting and updating activities. While transformational activities includes activities that may improve organization’s value such as strategic direction and increasing innovation.
For implementing HRIS, besides developing policies and procedures, it is also necessary to develop a simple effective HRIS which should be intelligent to use the information saved in it. For instance, system informing employees or supervisors of the imminent expiry of their passport, system issuing warning letters for absences or tardiness and also system informing employees through email or their delay in returning from leave and much more.
references :
references :
1. Stiles, P. (2009). The Promise of HR Technology. Strategic HR Review. 9.
2. Martin, G. & Reddington, M. (2009). Reconceptualising Absorptive Capacity To Explain The e-Enablement of The HR Function (e-HR) In Organizations. Employee Relations. 31. 515-537.
3. Walker, A. J. & Perrin, T. (2001). Web-Based Human Resources. US: McGraw-Hill.
4. Waddill, D. D. & Marquardt, M. J. (2011). The e-HR Advantage. USA: Nicholas Brealey Publishing.
5. Hill, C. W. L. & Jones, G. R. (2008). Strategic Management: An Integrated Approach. USA: Houghton Mifflin Company.
