Human resources management information systems (hris)

Introduction

Human Resources Management Information Systems aid the human resources managers in gathering, organizing, updating or storing as well as retrieving the information that is needed in managing the employees. The systems are computerized and they equip the management with the capability of making decisions linked to the relations of the employees. International human resource management is greatly influenced by culture which includes values, beliefs, traditions and attitudes at a workplace. Effective HRIS will break traditional norms and cause development and growth in the performance of the employees along with the management (Haines & Petit, 1997).

Effective and efficient strategic management will keep track of external forces plus trends alongside internal performance, strategy revision and refreshing intelligence in the format that is required at a certain time. There is greater need for the management to relocate its emphasis from measuring performance to effecting management. This is as a result of the omnipresent scenery of systems used in performance measurement. Additionally, actual management of performance not only improves performance but also maximizes benefits acquired in public service (Franken, Edwards, & Lambert, 2009).

Thus a human resource manager is held responsible in managing processes for implementation of policies like HRIS for success to be achieved. It is the manager who controls the organization’s input, it is him who gathers crucial information about the employees and the products and services. He also gives advice as well as recommendations to his employees. He as well manages the finances with the organization along with its personnel so as to attain the desired objectives. He is therefore a key player through formal as well as informal operations in the organization (Elliott, 1997 ).

Before the manager implements HRIS he has to properly strategize his plan of shifting to the modern system. This is because some of his employees may resist the change either consciously or subconsciously before it reaches maturity, the implementation. Poor communication along with deprived managerial influence is one of the numerous factors that prevent organizational change. Yet, getting the employees feedback will greatly determine the effectiveness of the new system. The employees will realize its benefits for instance the reduction on their workload and they will be willing to modify their behavior, skills and performance (Holbeche, 2005).

The HR manager, using the modern technology can be in a position not only to trace history of his employees but also their performance and be able to deal with their personal needs as well. Since HRIS carefully monitors the monetary issues of a company, for instance pay rolls the HRM manager will be in a better position to understand the needs of his employers. Through the new systems he can come up with a plan that can facilitate cases of emergency. Thus crucial for the HR manager to plan for the implementation of new systems in order to have an easy time in incorporating his employees into the system. This bears the fact that every change calls for a change in routines, work behavior and values thus depth planning in this case will not only cater for costs but also for the well-being side (Stojkovic, Kalinich, & Klofas, 2007).

PeopleSoft is one of the newest software that enhances core competence of an organization over its competitors. The software builds up, supports and markets software solutions in organizations regarding handling core business functions. Core competence will facilitate unique competitive advantage involving knowledge, skills along with underlying systems as well as functions. The organization will experience competent skills, functions and capabilities that will directly support business processes (Hayes, 2011).

Operational strategy is realized through effective human resource management. It also ensures that the execution of strategies by mangers is done right after identifying and listing the priorities of programs required. Portfolio configuration enables successful strategizing through relating capabilities with business benefits. This also is a factor in risk management (Franken, Edwards, & Lambert, 2009).

Risk management has been recently focusing on operational risks. This caused the fragmentation of the process in a lot of companies while divisions for personal businesses evaluated and also prioritized risks that were significant to business operations. But with time there has been a drift as a result of realizing the essence of adding value more than preventing loss. This has been caused by the augmenting competition posed by business environments along with their swift changing mode (Flanagan, 2010).

Risks are unexpected or strange negative or positive events. As nature has it, most businesses focus on negative project risks instead of the positive ones. Positive risks are opportunities while negative risks are threats. It is crucial for business leaders to clearly understand project risks so that we can have a major decrease of exceedingly more than 80% of problems recurring in projects. Ingredients for appropriate risk management are actual management practices, a well-defined scope along with the right input from the stakeholders  (Wrona, 2011).

Good communication conveyed to the involved parties like the employees, stakeholders plus shareholders will reduce surprises and other unexpected project risks. Risk management helps resolve problems in cases of change for the change will be anticipated and the needed actions under approval and review. This controls sudden decisions made when there is no careful planning (Wrona, 2011).

E-recruiting is also referred to as online recruitment or internet recruiting. The internet is used to attract, hire and retain job seekers. The candidates are matched and their qualifications and skills are validated. E-recruiting is preferred by most organizations and companies due to the increasing numbers of online job seekers. The software can easily manage the whole recruitment process while reducing its costs (Pham-Gia, 2009).

E-Recruitment enables recruiters and the human resource workforce to actively search for its candidates on a worldwide scale. It initially started off simply as a method for searching talent online but has in the recent past evolved to integrate all features of the required candidate management. E-recruitment is now being used by organizations to manage candidate applications, job postings and furthermore to carry out online interviews (Pham-Gia, 2009).

Some of the e-recruitment tools are engines for job searching, organization homepage, in-house job market, recruiting games, head hunters, online or offline job exchanges, newsgroups and fundamental recruiting fairs. During recruitment fairs, job seekers are able to come into direct contact with several employers at one suitable location probably a hotel, an institution or conference rooms. The representatives of the company give information on their career opportunities and current ings (Pham-Gia, 2009).

In-house job markets as well as headhunters involve the employers in advertising job vacancies through personal websites. However, in-house recruiters will coordinate the referral schemes for employees. In-house recruiters attract candidates needed to fill specific job vacancies. Headhunters will not only attract candidates but will also look out for them. Headhunters will achieve this through networking, buying company directories, nurturing relationships with several companies and maintaining huge databases (Pham-Gia, 2009).

Examples of self-service technologies are Automatic Teller Machines, self-check-outs in hotels, self-ticket purchasing available on the internet and self-pumping at the gas stations. These technological interfaces ensure that customers produce independent services exclusive of direct service by employees. Their services are also fast, accurate and convenient.

E-learning also referred to as web-based training/learning or computer-based training is a means for conveying learning and it covers an extensive array of undertakings ranging between supported learning and hybrid learning. Hybrid learning is a blend of e-learning practices with traditional practices. E-learning is quite flexible and can be applied in in-class teaching as well as blended or hybrid learning (Mayer, 2003).

Online learning and training is convenient for both the learner or trainee and the instructor or trainer. There is no pressure to leave a workplace or institution without having understood the requirements of the training or lesson. It is also cost effective for it does not aim at large numbers but at an individual. Flexibility of time enables one to have access at the time of need and allows employees to retrieve old training without having to involve everyone (Mayer, 2003).

However, online training does not allow direct contact with the teacher or training professionals. Thus, it becomes hard for the employee or student to get an instant answer to a question or problem not understood. On the other hand online training and learning has fixed courses making it difficult to train on areas that are less common. In addition, one cannot totally rely on online training for its quality varies depending with the company that is offering the training. It is therefore crucial to carefully scrutinize these companies to avoid wasting time plus money on bogus training companies. One can look out for feedback from previous customers and evaluate their worth (Mayer, 2003).

REFERENCES

Elliott, J. (1997 ). Tourism:politics and public sector management. United Kingdom: Routledge.

Flanagan, J. (2010). White Paper: The case for an enterprise-wide approach to risk management. London: Turner & Townsend plc.

Franken, A., Edwards, C., & Lambert, R. (2009). Executing Strategic Change. UNDERSTANDING THE CRITICAL MANAGEMENT ELEMENTS THAT LEAD TO SUCCESS , 51 (3).

Haines, V. Y., & Petit, A. (1997). CONDITIONS FOR SUCCESSFUL HUMAN RESOURCE INFORMATION SYSTEMS. Human Resource Management , 36 (2), p261-275.

Hayes, I. S. (2011). Developing a Core-Competence Based Strategy. Retrieved July 1, 2011, from

Holbeche, L. (2005). Understanding change. United Kingdoms: Butterworth-Heinemann.

Mayer, R. E. (2003). Elements of a science of e-learning. Journal of Educational Computing Research , 29 (3), 297-313.

Pham-Gia, K. (2009). Talent Management: Recruitment Methodologies. Germany: GRIN Verlag.

Stojkovic, S., Kalinich, D., & Klofas, J. (2007). Criminal justice organizations:administration and management. U.S.A: Cengage Learning.

Wrona, V. (2011). Your Risk Management Process: A Practical and Effective Approach. Retrieved July 12, 2011, from Exploring trends and developments in project management today.: http://www.projectsmart.co.uk/your-risk-management-process-a-practical-and-effective-approach.html