Human Resource Information Systems and Their Impact on Human Resource Management Strategies: A Field Study in Jordanian Commercial Banks

By Al-Shawabkeh, Khaled Mahmoud | Journal of Management Research, October 1, 2014 | Go to article overview

Human Resource Information Systems and Their Impact on Human Resource Management Strategies: A Field Study in Jordanian Commercial Banks


Al-Shawabkeh, Khaled Mahmoud, Journal of Management Research


Abstract

Purpose - The purpose of this paper is to examine the impact of Human resource information system (HRIS) on Human Resource Management Strategies.

Design/methodology/approach - The papers develops a research model based on current literature and then tests this model in (7) Jordanian Commercial Banks, selected from (13) banks. Statistics society consists of 185 persons from the higher and middle of management.

Findings - The Study revealed that HRIS had a significant effect at level (P≤ 0.05) on Human Resource Management Strategies in Jordanian Commercial Banks.

Research limitations/implications - This study could benefit from a large sample, from banks.

Practical implications - The paper offers practical suggestions to the banking industry and management in general on how to manage the HRIS effects on Human Resource Management Strategies.

Originality/value - This paper has tried to provide an inclusive understanding about the HRIS effects on Human Resource Management Strategies in the banking industry.

Keywords: Human Resource Information Systems (HRIS), Human Resource Management Strategies, Jordanian Commercial Banks.

1. Introduction

HRIS is defined as an "integrated system used to gather, store and analyze information regarding an organization's human resources' comprising of databases, computer applications, hardware and software necessary to collect, record, store, manage, deliver, present and manipulate data for human resources function" (Hendrickson, 2003). An HRIS can perform a number of functions from the simple storage and communication of information, to more complex transactions. As technology advances, the range of functions that an HRIS can undertake increases. The use of Human Resource Information Systems (HRIS) has been advocated as an opportunity for human resource (HR) professionals to become strategic partners with top management. The idea has been that HRIS would allow for the HR function to become more efficient and to provide better information for decision-making. The question remains whether HRIS has fulfilled its promise. (Beadles, Lowery & Johns, 2005).

2. Research Objectives

This study explores the impact of (HRIS) on Human Resource Management Strategies in Jordanian Commercial Banks. The question to address in this study therefore is "what is the impact of HRIS on Human Resource Management Strategies in Jordanian Commercial Banks?".

3. Literature Review

Some authors have proposed that the use of a HRIS would reduce HR costs by automating information and reducing the need for large numbers of HR employees; by helping employees to control their own personal information; and by allowing managers to access relevant information and data, conduct analysis, make decisions, and communicate with others without consulting an HR professional (Awazu & Desouza, 2003; Ball, 2001). Ideally, with an appropriate use of HRIS, less people should be needed to perform administrative tasks such as record keeping and

more time would be made available for HR managers to assist by providing data on a strategic level. Many of these authors believe the future to be bright for HRIS as it creates new paths for human resources and for the organizations that effectively use HRIS. One study even goes as far as to suggest that there is evidence that HRIS can improve shareholder value (Brown, 2002).

Human resource management (HRM) issues have been major concern for managers at all levels, because they all meet their goals through the efforts of others, which require the effective and efficient management of people (Dessler, 1999).The spacious array of HRM activities for example, planning, recruiting, selection, and training just to mention but few place enormous responsibilities on supervisors and managers alike. These embrace analyzing jobs, planning labor needs, selecting employees, orienting and training employees, managing compensation, communicating (which includes counseling and disciplining), and maintaining employee commitment. …

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