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Putting the HR into the HRIS: A study of the implementation of Human Resource Information Systems

Conference Paper


Abstract


  • An estimated 90% of HR departments in organisations use some form of technology to manage

    their data and processes. While these systems have gained traction over the last 10 years there is

    significant evidence to suggest that most organisations have not moved beyond traditional and

    transactional systems that automate existing HR processes, and that the promise of more

    sophisticated analytics with strategic value has not materialised. This paper follows three large

    organisations, using an interpretive case study approach, and investigates how they selected,

    designed and implemented updated HR systems. Our findings suggest that when a system is

    designed to engage with the complexity of people management, organisations experience additional

    challenges from those identified in other functional or integrated IS implementations, Thus the HR

    system typically becomes stalled at an impasse making it difficult to move beyond the automation –

    transactional phase to the more strategic transformational phase. By taking a social constructivist

    perspective we posit that there are four main challenges for management to consider when

    implementing an HRIS: (1) maintaining both HR and organisational attention in a function that is

    often attributed limited salience;(2) addressing the complexities associated with people management

    particularly across global and multi-functional businesses; (3) meeting the challenges associated

    with the creation and application of relevant HR metrics; (4) and managing user acceptance when

    there is typically a perceived and realised loss of functionality experienced when people

    management processes become automated.

Authors


  •   Dery, Kristine (external author)
  •   Grant, David (external author)
  •   Hall, Richard (external author)
  •   Wailes, Nick (external author)
  •   Wiblen, Sharna L.

Publication Date


  • 2013

Citation


  • Dery, K., Grant, D. Stephen., Hall, R., Wailes, N. & Wiblen, S. L. (2013). Putting the HR into the HRIS: A study of the implementation of Human Resource Information Systems. 2013 Annual Meeting of the Academy of Management (pp. 1-33). New York, USA: Academy of Management.

Ro Metadata Url


  • http://ro.uow.edu.au/buspapers/944

Start Page


  • 1

End Page


  • 33

Abstract


  • An estimated 90% of HR departments in organisations use some form of technology to manage

    their data and processes. While these systems have gained traction over the last 10 years there is

    significant evidence to suggest that most organisations have not moved beyond traditional and

    transactional systems that automate existing HR processes, and that the promise of more

    sophisticated analytics with strategic value has not materialised. This paper follows three large

    organisations, using an interpretive case study approach, and investigates how they selected,

    designed and implemented updated HR systems. Our findings suggest that when a system is

    designed to engage with the complexity of people management, organisations experience additional

    challenges from those identified in other functional or integrated IS implementations, Thus the HR

    system typically becomes stalled at an impasse making it difficult to move beyond the automation –

    transactional phase to the more strategic transformational phase. By taking a social constructivist

    perspective we posit that there are four main challenges for management to consider when

    implementing an HRIS: (1) maintaining both HR and organisational attention in a function that is

    often attributed limited salience;(2) addressing the complexities associated with people management

    particularly across global and multi-functional businesses; (3) meeting the challenges associated

    with the creation and application of relevant HR metrics; (4) and managing user acceptance when

    there is typically a perceived and realised loss of functionality experienced when people

    management processes become automated.

Authors


  •   Dery, Kristine (external author)
  •   Grant, David (external author)
  •   Hall, Richard (external author)
  •   Wailes, Nick (external author)
  •   Wiblen, Sharna L.

Publication Date


  • 2013

Citation


  • Dery, K., Grant, D. Stephen., Hall, R., Wailes, N. & Wiblen, S. L. (2013). Putting the HR into the HRIS: A study of the implementation of Human Resource Information Systems. 2013 Annual Meeting of the Academy of Management (pp. 1-33). New York, USA: Academy of Management.

Ro Metadata Url


  • http://ro.uow.edu.au/buspapers/944

Start Page


  • 1

End Page


  • 33