Impact of adopting HRIS on three tiers of HRM: Evidence from developing economy

Irfan Saleem

doi:10.54784/1990-6587.1206

Abstract

In information based economies, cross-sectional studies are needed to uncover missing linkage between Human Resource Management and Information Technology. Consequently Human Resource (HR) researchers and managers need to rethink about achieving organizational objectives with and through the people added by modernized technology in this information age. The main objective of this study is to identify the contribution of Human Resource Information System (HRIS) adoption impact on three tiers i.e. Operational, Functional and Strategic Human Resource Management (HRM). Findings show that that HRIS adoption significantly impacts HRM Operational Processes and moderately facilitates its Functional Processes and provides insignificant support for Strategic HRM Processes.

Highlights

Rapid economic growth and increased competition attributes to multifarious business environment which has lead to exponential growth of technology applications in all areas of business including Human Resource Management (HRM)
Research statistically proves that support for Human Resource Information System (HRIS) towards HRM is significant
It is identified that study findings are consistent with many studies regarding HRIS support towards Operational HRM (Altarawneh and Al-Shqairat, 2010; Ball, 2001; Teo et al, 2001; DeSanctis, 1986)

Summary

Introduction

Rapid economic growth and increased competition attributes to multifarious business environment which has lead to exponential growth of technology applications in all areas of business including Human Resource Management (HRM). This change has forced Human Resource professionals and researchers to rethink about achieving organizational objectives through adoption of modernized Information Systems (IS). HR professionals and executives need to use IS to help them meeting their organization’s information (Teo et al, 2001) which in turn improves professional standing of HR professionals in the organizations of good repute (Hussain et al, 2007)

Objectives

Methods

Results

Conclusion