Hris Foreign Literature
2. Literature
2.1 HRIS Importance and Benefits
The emergence of Strategic HRM (SHRM) approach has created a real need for information about HR.
Therefore; HR practitioners were encouraging to innovate in their IT usage, arguing that resulting new roles for the HR\personnel department as information center; internal consultant; changing agent; service provider; cost manager; business partner; facilitator; and consultant (Ball,2001). And regardless of some contradictory evidence (Hall and Torrington, 1998) suggestions of an increase in the strategic influence of HRM and continued shift of HR practices to the line (IES/IPD, 1997) implies an imperative roles for HRIS in sustaining the HR department and increasing its importance to the organization (Ball,2001).
The literature shows a variance in the analysis of HRIS usage with at least two extremes of use (Ball, 2001). In this regards, Kovach and Cathcart, (1999) and Kovach et al. (2002) argue that HRIS information could be used for administrative purposes that reduce costs and time; HRIS is used according to them also for more analytical decision support. Furthermore, Martinsons (1994) identified different type of HRIS usages based on its degree of sophistication. He classified payroll and benefits administration, keeping of employee and absence records electronically as unsophisticated HRIS usage; he also describes this as simple-minded automation. On the other hand, Martinsons (1994) characterized the usage of HRIS in recruitment and selection, Training and
Development (T&D), HR planning and performance appraisal as sophisticated, as the generated information is important and used to provide support for important HRM decisions.
Practically, organizations are hesitated to apply HRIS unless they are convinced of the benefits that this would bring to their organizations (Ngai and Wat, 2006). The most common benefits of HRIS include improved accuracy, the provision of timely and quick access to
2.1 HRIS Importance and Benefits
The emergence of Strategic HRM (SHRM) approach has created a real need for information about HR.
Therefore; HR practitioners were encouraging to innovate in their IT usage, arguing that resulting new roles for the HR\personnel department as information center; internal consultant; changing agent; service provider; cost manager; business partner; facilitator; and consultant (Ball,2001). And regardless of some contradictory evidence (Hall and Torrington, 1998) suggestions of an increase in the strategic influence of HRM and continued shift of HR practices to the line (IES/IPD, 1997) implies an imperative roles for HRIS in sustaining the HR department and increasing its importance to the organization (Ball,2001).
The literature shows a variance in the analysis of HRIS usage with at least two extremes of use (Ball, 2001). In this regards, Kovach and Cathcart, (1999) and Kovach et al. (2002) argue that HRIS information could be used for administrative purposes that reduce costs and time; HRIS is used according to them also for more analytical decision support. Furthermore, Martinsons (1994) identified different type of HRIS usages based on its degree of sophistication. He classified payroll and benefits administration, keeping of employee and absence records electronically as unsophisticated HRIS usage; he also describes this as simple-minded automation. On the other hand, Martinsons (1994) characterized the usage of HRIS in recruitment and selection, Training and
Development (T&D), HR planning and performance appraisal as sophisticated, as the generated information is important and used to provide support for important HRM decisions.
Practically, organizations are hesitated to apply HRIS unless they are convinced of the benefits that this would bring to their organizations (Ngai and Wat, 2006). The most common benefits of HRIS include improved accuracy, the provision of timely and quick access to