The Role of Human Resource Information Systems (Hris) in Strategic Human Resource Management (Shrm)

“Strategic HR planning predicts the future HR management needs of the organization after analyzing the organization's current human resources, the external labor market and the future HR environment that the organization will be operating in” (HR Council, n.d.). Human resource planning directly ties in to an organization’s strategic development and implementation by calculating company trends, resources, design, previous works and future expansion and ensuring that the impending requirements are met. This paper will further examine the role of human resource development

The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become strong strategic partners within an organization by providing functions such as recruitment,

As the global business environment becomes increasingly competitive, more and more organisations are targeting human resources as a means of strategically gaining competitive advantage. Strategic human resource management (SHRM) is a constantly evolving process which is concerned with providing a strategic framework that supports an organisation’s long term business goals. The logic behind this is that organisations are using new innovative technologies to provide qualitative low- cost solutions, and are trying to manage their human assets more effectively (Wright,

Technology is evolving more and more every day, making it nearly impossible to be employed without at least some knowledge of technology such as cell phones, computers, and the internet. As a result of the consistent increase in technology, human resource management (HRM) is evolving into a technology based function in many organizations. Several HRM services have been made available through the use of technology, changing the face of HR from a person to a portal. The practice of human resource management has drastically changed as companies provide universal access to HR services through technology and web based applications. The term E-HR refers to the use of web-based technology for human resource service delivery (Johnson, 2011).

The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become strong strategic partners within an

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.

Human Resource information system helped this company when they had the issue of dealing with a reduction in force. The HRIS included a comprehensive database and measurement tools to identify how the redirections would impact the company. With the HRIS, Rio Tinto was able to retain their highly skilled employees. The HRIS helped the company perform an efficient reduction in force. The role of HRIS in an organization is to make organizing and planning easier for management (Mathis et al., 2014, p. 23). The database that the HRIS provides, allows managers to see where they can eliminate employees that are not providing productivity to the organization. A HRIS can help an organization to plan their HR cost more effectively. This is because this system can have information about management, accounting, and payroll. According to Mathis et al. (2014) “The first purpose of HR technology is to improve the efficiency with which data on employees and HR activities are compiled” (p. 23). Making decisions in HR should become for efficient while using an

The functionality of Human Resources is always changing to meet the ever evolving needs of an organization. For example, when Xerox decided to downsize, the function of Human Resources became environmental scanning strategic planning. The restructuring goal however, included more than just a reduction in force. It was determined that the Human Resource entity needed to be streamlined and become a more efficient part of the organization. As a result, the use of technology, and maintaining employee retention was the core that developed HR into a more strategic part of the Xerox organization.

Strategic Human Resource Management has been developed to give companies a competitive edge over other companies. Since widespread access to and the use of technology have resulted in tighter margins for maintaining a competitive edge,

Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)

HR will have to evolve from an administrative role to a strategic partner, to ultimately be able to add value to an organization. HR’s ability to communicate more effectively due to technology will help it become a better business partner. In today’s tumultuous economic environment, talent acquisition has become a concern for many companies. HR must have the capacity to implement practices that can move quickly and manage talent. HR effectiveness can be measured by the positive impact it has on the company’s performance. HR can align the organization’s function, system, and employee behaviors with

Human resource management’s (HRM) role is changing in business. In the past, HR was a nothing but an administrative support function, now it is a key player in a business’s strategic planning. Today HR must have the ability to manage employees in way that contributes directly to a organization’s strategic goals. This sudden paradigm shift in purpose now feeds HR manager’s need for integrated systems that also include business intelligence. As companies look for more responsive and effective systems, outdated HR systems fall to the wayside as new modern and agile systems evolve.

There are many things to consider when choosing the right Human Resource Information System (HRIS) for an organization. Human Resource (HR) managers must consider important factors, such as business objectives, cost, infrastructure, personnel, and strategic planning. Namely, the HRIS must be cost effective, usable, and align with the organization’s strategic goals. Moreover, HR managers must understand the technical design of HRIS systems. According to authors Kavanagh, Thite, and Johnson, an HRIS is defined “as a system used to acquire, store, manipulate, analyze, retrieve, and distribute

Aim: This research will help us understand the role played by Strategic Human Resources Management in Organizational success, what role a HR manager plays in improving organizational efficiency and how it differs from traditional Human Resources Management.

Within this essay an in depth analysis will be conducted on the difference between Human Resource Management and Strategic Human Resource Management using contemporary perspectives. Human Resource Management (HRM) is the process of managing human resources in a systematic way. It is a practice devised to maximise the performance of employees and is concerned with the application of management principles to manage organisational personnel while paying attention to the policies and systems of the entity (Delaney & Huselid, 1996). Strategic Human Resource Management (SHRM) is a function of management which entails development of policies, programmes and practices related to human resources, which are aligned with business strategy so as to achieve the strategic objectives of the organisation (Patrick M. Wright, 1992). Its primary purpose is to improve the performance of the business and maintain a culture that encourages innovation and works continuously to gain competitive advantage. In this essay the Resource-Based View, High Performance Management and High Commitment Management perspectives of Strategic Human Resource Management and Traditional and Collaborative