Discussion Week 1

Chapter 1 of your textbook includes, on page 9, Table 1.1, “Managing Change: Some Lessons from the Four Stories.” Review the four “lessons” (bullet points) on the table, and think about what some of the key “learning points” you gleaned about change from these stories. Then, do one of two things:1. Post the top three learning points you gleaned from the stories, and include how the stories for change helped you learn these points, or2. Research one of the four companies and see how or if that company has since changed (yet more) since the time of the book’s publication. How did that recent change fit with or not fit in with the “lessons” that the textbook mentions the company “learned” from their original set of changes? Explain what you

Apply the theories reviewed in class related to analyzing an HR function and determining the type of HRIS application necessary to automate and create a strategic alliance for this HR department. Students will have an opportunity to apply theoretical concepts to a professional business application.

Traditional approaches to human resources metrics have proven to be inadequate. Businesses have been measuring and reporting on the same data for the last two decades or more, i.e., turnover rates, costs per hire, FTE, and total compensation, but still have “an inability to directly measure HR’s impact on the bottom line” (DiBernardino, 2011, p. 45). With advances in technology, the rudimentary evaluation of metrics can be expanded to more broad categories, and across functions that allow organizations to quantify the value-added component that HR has on each function within an organization. Conversely, with initial and continuously large investments in human capital for most organizations, a failure to measure and optimize financial performance may translate into huge losses, and certainly sunk costs. Therefore, it would make better sense for organizations to focus on human resources, not as a necessary expense, but as a needed investment in this current economy. By focusing on not only what is there, but what is missing in the measurement of metrics may allow businesses can begin to uncover the true intricacies on the value-added impact of the human resources function, and allow human resources to become a full and strategic partner in building blocks to the planning processes for businesses.

With continuing HR strategies such as these, the knowledge and skills of the company’s employees become the company’s competitive edge.

A key requirement for HR professionals today is to couple the specific, detailed, functional knowledge about their organization’s HR practices with an understanding of how they fit within the broader organizational strategy. This skill-set becomes even more critical for organizations implementing cloud-based solutions because these solutions are often based upon general, industry-wide best practices and are not customized for each organization’s specific needs. Without in-house HR expects, the organization not only risks adopting an unsuitable HRIS, which reduces productivity and effectiveness, but it also risks the firm essentially “outsourcing” their HR expertise to the vendor (Johnson, Gueutal, & Marler, 2012, p. 15).

As an HRIS Solution, a.k.a. HR software, HRMS solution, HR Payroll Software, web vendor, I am anyone in this industry are constantly searching for new keywords to improve our rank and thus, bring more users to our websites. Currently, we track over one hundred and fifty unique HRIS solutions keywords. The problem is many of these keywords define the exact same thing. So I ask the question: -Are we confusing the HR profession by refusing to offer a language of terms that is more consistent?- With this article, my intention is to provide definitions to many of the terms those in the HR profession are likely to hear regarding HR software.

Ulrich (1997) has argued that HRM should become a strategic business partner, in addition to performing roles as administrative expert, change agent and employee champion. It has been suggested that the use of technology within the HR function may create the opportunity for HR to become more strategic by freeing up time through the automation of many administrative tasks (Parry et al. 2007). The provision of accurate and detailed information available through the use of HRIS could also enable HR practitioners to engage in a more strategic role as such data could be used to inform managerial decisions. The move to new service delivery models of HR and the development of technology can be seen as interdependent as without increasingly sophisticated technology the various elements of HR service delivery may not be as effective (Reddington, 2012).

This paper examines how Human Resource Information Systems (HRIS) can help create an organization’s competitive edge. As technology advances, organizations can realize the benefits of an HRIS. HRIS would allow for the human resource function to become more efficient and to provide better information for decision-making. To improve an organization’s performance and to create competitive advantage, human resource must focus on business and strategic oriented functions. HRIS’s has evolved from basic recordkeeping to more

Finally, the value, which HRIM brings to the company, should be assessed. Initially, type of the system must be depended on the size of corporation. Altarawneh and Al-Shqairat (2010) find that the advantages and disadvantages of HRIMS are different based on whether the company large or small. As the result, the differences between big and small company are cost and risk of the application (Altarawneh and Al-Shqairat 2010). For example, Bondarouk, Ruel and Heijden (2009) indicate that small organizations that have less five hundred employees prefer less cost and more flexible software. Two of the successful systems are SAP and Oracle that are used by large market of organizations (Lee, Olson and Lee 2009). Furthermore, managers can consider the advantages of HRIMS. With this system, they can organize all departments effectively, control the information closely and improve the work environment. For instant, paying salary exactly, which required precisely data of staff is a trouble in some organizations (Valkig and Stigdon 2008). The system can uses data immediately with fewer errors to calculate the wage accurately. Moreover, the executives can solve the barriers of HRIMS such as issuing company policy to help them to avoid legal

Another important way for an employer to capitalize on his or her workforce is by harnessing the power of HR software technology. The opportunities for workforce improvement through technology are limitless, but it is worth pointing out one of the excellent programs that can really take off through a good HCM system.

There are multiple categories of HRIS systems which may then be simplified into more specific types of systems within each category. For example some of those categories include operational, tactical, strategic, limited-function and even medical oriented HRIS management systems. Tactical information systems generally serve their purpose whenever a critical decision is required for an issue dealing with the distribution of assets among a company. This may also include compensation and development as well. (Slides & Notes. 2011, February 16)

More recently, an Economist Intelligence Unit report emphasized the need for C-suite administration to partner with HR to steer growth. In consolation of that, over half the specialists that he interviewed indicated that HR needs to enlarge its strategic advantage to the business–or else. Dr. Presser says, “This includes the ability to make accurate projections based on

Mis is an information system used to support decision made by managers at Star search. an MIS information system is a mixture of these attributes/ features combined into one: Data , people , Hardware, Software and telecommunication

I would also suggest an electronic human resource management application which allows employees to enroll and participate in training programs online, as well as elect benefits packages and read company news. Another aspect to include the technological aspect of HR would be for the basis of record keeping and information sharing. I would implement a “self service” which means employees have online access to info about HR such as training, compensation, and contracts.

MIS(Management information Systems) deals with behavioural and technical issues surrounding the development use and impact of information systems used by managers and employees in a firm.