Abstract
Purpose This paper aims to identify relevant aspects to achieve advantage of the innovative potential of a human resource information system (HRIS). The present study compared the system implementation professionals’ perception of the results expected from the system, its characteristics and how it should be implemented. Design/methodology/approach Semi-structured interviews were conducted with eight information technology specialists and ten human resource (HR) professionals from four organisations at different stages of HRIS implementation, in which two had it fully implemented and two were undergoing the implementation process. The resulting data were submitted to four sets of content analyses and then compared. Findings Findings suggest specificities in the perception of these professionals. Critical aspects regarding the effective adoption of HRIS were addressed, such as characteristics of the systems, implementation process and human resource management model. Originality/value The implementation of an HRIS alone does not ensure the achievement of the obtained advantages. The results of the present study provide guidelines for implementation of HRIS as innovation for a strategic management of people. These guidelines come from different knowledge areas and from different stages of implementation. These findings corroborate models of innovation diffusion and technology acceptance.
Highlights
Human capital resources are a critical factor for organisations seeking to achieve competitive advantage (Crook, Todd, Combs, Woehr, & Ketchen, 2011; Kraiger, Passmore, Santos, & Malvezzi, 2015)
Perception and interpretation of these systems need to be taken into consideration so that the organisations can benefit from the innovative potential of a human resource information systems (HRIS). In view of this problem, the following may be questioned: How do individuals involved in the implementation of a HRIS perceive its potentialities, characteristics and implementation process? Do professionals from different areas and at different stages of the implementation process share a homogeneous view of what they are acquiring and for what? Do these professionals emphasise the same aspects of the implementation process?
By means of interviews with professionals from the IT and human resource (HR) areas, the following questions were answered: How do individuals involved in the implementation of a HRIS perceive its potentialities, characteristics and implementation process? Do professionals from different areas and at different stages of the implementation process share a homogeneous view of what they are acquiring and for what? Do these professionals emphasise the same aspects of the implementation process? From these results, participants’ perceptions were compared, similarities and differences were identified, and the research questions were answered
Summary
Human capital resources are a critical factor for organisations seeking to achieve competitive advantage (Crook, Todd, Combs, Woehr, & Ketchen, 2011; Kraiger, Passmore, Santos, & Malvezzi, 2015). The implementation of human resource information systems (HRIS) is notoriously highlighted among the recent initiatives adopted to innovate human resource (HR) management. Information technology seems to be a key facilitator for establishing innovative policies and practices of intellectual capital development (Noe, Clarke, & Klein, 2014). Organisations seek to adopt innovations for improving their performance and respond efficiently to their environmental demands (Damanpour & Schneider, 2006). The implementation of innovations alone does not necessarily result in gains for the organisation. This happens because innovation is not an isolated act but one dependent on a
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