Abstract
This article seeks to look into the needs of users of Human Resource Information Systems (HRIS) in Jordan. Its primary purpose is to analyse the existing and future functionality that will help HRIS to improve the performance of the HR function and the value of human capital. This paper takes the opportunity to improve the understanding of the future of HRIS and its impact on transforming the approach to HRM and introduces a new concept: Human Capital Information Systems (HCIS). HCIS is potentially a new paradigm for HRIS development which indicates a shift in thinking about its future potential. Personal interviews were used to collect data from HR professionals and managers in the telecommunications companies of Jordan. Through considering the influence of culture, religion, human and other contextual factors on users’ attitudes towards the use of HRIS, newer functionalities are expected to facilitate the further development of new more employee-centred systems.
Highlights
Before the 1960s computer systems had been used for a very limited purpose in human resource management and were used only for accomplishing administrative tasks such as monitoring employee records and payroll activities (DeSanctis, 1986)
Based on the knowledge the researcher acquired during the field study to collect data for this research, it was shown that the respondents have a bounded outlook toward the future of Human Resource Information Systems (HRIS)
Different responses showed a high degree of confidence in the future of HRIS as they perceive how helpful it is in improving the performance of HR professionals and different users through the organisation
Summary
Before the 1960s computer systems had been used for a very limited purpose in human resource management and were used only for accomplishing administrative tasks such as monitoring employee records and payroll activities (DeSanctis, 1986) After this era, in the 1970s, most large USA organisations developed some form of personnel data system (DeSanctis, 1986) that could provide managers with information relevant to HR needs (Hennessey Jr, 1979). The second generation of HRIS allows the undertaking of HR practices that were not feasible previously It involves moderate improvements in the way HRM functions are practiced such as improvements in performance appraisal and recruitment. The third generation of HRIS enables HR to perform some practices that could not be performed before such as regular measurement of the effort that people put into their work
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