Impact of Information Systems on Human Resources Management - Research Proposal Example

Impact of Information systems on human resources management Introduction Experts have opined that the use of information systems (IS) in the human resources (HR) department has not only helped in decreasing costs, improving communication systems and reducing time taken to complete day-to-day activities, but has also created value-addition for the department to play a strategic role within the organization (Hussain et al 2007). Due to the growing need to complete business functions within stringent timelines, together with the increased affordability and functionality of such systems, most HR divisions globally are adopting robust information systems to enhance the critical functions of the division (Brockbank 1999). The popularity of such systems has become so far and wide that even smaller organizations are implementing IS solutions in their HR departments (Caldwell 2001). However, despite the growing popularity of the use of IS in HR management, it is interesting to note that not much research has been carried out to find out the impact of such a practice on the HR professionals and the HR division. Therefore, in my paper, I would attempt to find out the impact of the use of IS on HR management. In order to understand the perceptions and opinions of the HR professionals using IS in their daily work routine, I would conduct a sample survey with the help of a structured questioner. The findings from this survey would be evaluated which would help me either to establish or refute the thesis statement i.e. Does implementation of IS creates impact in HR management? The study would also attempt to understand whether IS has been able to provide the potential benefits to the HR professionals. Further, the study would focus on the future developments in information systems and its impact on HR management. Literature review In the contemporary corporate environment, HR has been accorded a critical place to help the organization grow and create a niche for itself (Cornelius 1999). Organizations throughout the world are recognizing the power of HR management, which is no longer restricted to hiring and firing employees, but has occupied a larger gamut that includes motivating employees, formulating policies as well as streamlining various processes (Lawler & Mohrman 2000). In order to make the HR division efficient, most organizations are implementing latest information technologies to help the division simplify their work schedule. One such latest HR technology is the implementation of Human Resources Information System (HRIS). HRIS is an integrated system that is used to help the HR professionals make decisions related to payroll, administration, training, recruiting as well as analyzing the performance of the employees (Huselid 1995). The HRIS, that combines information technology with HR management, not just help in making decisions but also aids in conducting difficult negotiations. The system has several benefits which includes providing faster information in an accurate manner, improving HR planning and enhancing employee communications (Overman 1992). However, improper implementation of HRIS may result into business failure as well. Lack of commitment from the management, improper analysis for the need of such a system, absence of key people from the system, failure to include consultants during the implementation stages are some of the barriers for the success of the system. Thus, implementation of IS in HR management is fraught with many challenges along with benefits (Legge 1995). Therefore, it is essential to understand the impact of IS in HR management and find out how HR divisions circumvent the challenges and implement IS solutions to derive maximum benefits out of it. Research has also revealed that although HR professionals accept the importance of implementing IS in HR management, many organizations have still not implemented such solutions and believes that companies may work perfectly without such solutions as well (Kinnie & Arthurs 1996). Therefore, it has been found that only large corporations have implemented HRIS in a full-fledged manner (Greer 1995). Although, smaller organizations are also implementing the solutions, most are using customized packages for important functions such as managing payroll and feeding employee data. However, these organizations are still not using IS to help them take critical business decisions or creating a strategic position for the HR divisions (Thaler-Carter 1998). It has been found that the major reason for the delay in implementing IS in HR management is due to the fear psychosis and perceptions among the management related to technology use. Most of the senior management are not so tech savvy and believe that HR still has the same old function to play of recruiting and firing people (Purcell 2001). In order to understand this general perception among the senior management and HR division, it is important to conduct this study. Nonetheless, research has also indicated that organizations are fast changing their views on the subject, especially with the inclusion of younger members in the upper management, who are able to understand the importance of implementing technology (Ulrich 1997). Further, most HRIS providers are also coming out with various customized modules suiting the requirement of the smaller organizations (Schuler et al 2001). For instance, Peoplesoft and SAP are providing in their business intelligence (BI) software a HR module as well. With HR modules becoming an integral part of the BI, information system is expected to become a critical part of the HR activities in every organization as well (Roberts 1999). The current research has indicated that implementation of IS in HR management is still at its nascent stages. Therefore, the impact of such solutions has not been measured so far in considerable detail (Storey 1992). Thus, I propose to undertake a study that would not only measure the impact of IS implementation in HR management but would also try to establish the future trends in HR management with regards to IS implementation. Aim and objective The aim of this study is to find out whether IS has been able to create significant impact in HR management or not. This study will specifically test the following research questions: Does implementation of IS creates impact in HR management? How does IS helps in creating strategic role for HR professionals? What are the contributions of the upper management in the implementation of IS and creating significant difference in the traditional role of HR? What would the future trends be with regards to IS implementation in HR management? Research Methodology I propose to use qualitative research methodology for undertaking this thesis, as I believe that qualitative research is significant for investigating this issue of finding out whether IS implementation has been able to create significant impact in HR management or not. A qualitative methodology is the best fit for this topic because it provides an initial understanding of the underlying reasons for the success or failure of the IS system, while also providing a base for further research. This methodology will be more subjective than quantitative surveys because I will be able to decide which quotes or specific examples to report. In order to conduct the qualitative research for my paper, I would select a couple of organizations in my area. I would take care to select at least one big and one small organization to create diversity in my data and find trends regarding the implementation of IS in smaller and bigger organizations. The process of finding the targeted interviewees would begin by short listing the companies and then obtaining a list of HR managers and a few upper management people occupying key roles within the organization. Experts define interview as a discussion between people, which can be two or more in number (Kahn 1957). This conversation or discussion is conducted to gather information that is reliable and valid which can help the researcher in finding answers for his or her questions related to that particular area of study (Saunders 2003). Experts such as Saunders believe that to conduct a successful interview, the researcher can use structured, semi-structured or unstructured questioner. The choice of the kind of questioner solely depends on what the researcher want to get from the discussion. The form would also affect the type and amount of insights or information that a researcher wants to get from the interviewee. Different experts have varied viewpoints about the interviewing techniques, with many preferring to differentiate between standardized and non-standardized interviews, while others choosing the respondent and informant interviews typology (Loseke et al 2007; Fischer 2005). I think in order to collect data from a varied point of view and from different sources; interviews would be the best method to gather the data that would help me to find relevant results to prove my research hypothesis. Furthermore, interviews would help me in clarifying various questions or queries that might be relevant to prove my hypothesis. For instance, interviews would help me to establish whether people have biasness towards use of technology in their daily lives. Additionally, conduction interviews might provide me with added insights into the questions or areas that were not considered previously, but which could equally be significant for proving my hypothesis. Most experts therefore agree that an interview is the most suitable approach to attempt to obtain data when the research question deals with a complex or open-ended issue, and where the order and logic of questioning may not follow a particular pattern. With regards to the design of the interviews, I would be choosing a semi-structured or in-depth interview structure as I feel this would be most appropriate approach for my research. Research indicates that most people find it more agreeable to face an interview, rather than completing a questionnaire, especially if the interview topic is interesting and relevant to their current work. Thus, my primary approach for data gathering would be conducting interviews with various organizations that has or plans to implement IS in their HR management. I would also be using a Likert Scale to measure the results of the interview data. I would use this scale to measure or quantify the number of people who are satisfied with the implementation of IS in HR management. As the scaling system uses the method of measuring the responses either in a positive or negative manner, it would provide me with a perfect tool to quantify the result and provide proof for my hypothesis. Reference: Brockbank, W. 1999, “If HR were really strategically proactive: present and future directions in HR's contribution to competitive advantage”, Human Resource Management, 38(4), 337-352. Caldwell, R. 2001, “Champions, adaptors, consultants and synergists: the new change agents in HRM”, Human Resource Management Journal, 11(3), 39-52. 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Lawler, E.E. and Mohrman, S.A. 2000, “HR as a strategic partner: what does it take to make it happen?” Human Resource Planning, 26(3), 15-29. Legge, K. 1995, “HRM: rhetoric, reality and hidden agendas”, In: Storey, J. (Ed.), Human Resource Management: A Critical Text, Routledge, London. Loseke, Donileen R. & Cahil, Spencer E. 2007, “Publishing qualitative manuscripts: Lessons learned”, In C. Seale, G. Gobo, J. F. Gubrium, & D. Silverman (Eds.), Qualitative Research Practice: Concise Paperback Edition, 491-506. Purcell, J. 2001, “Personnel and human resource managers: power, prestige and potential”, Human Resource Management Journal, 11(3), 3-4. Roberts, B. 1999, “Calculating return on investment for HRIS”, HR Magazine, 44(13), 122-128. Saunders, Mark, Philip Lewis & Adrian Thornhill 2003, “Research Methods for Business Students,” Financial Times Prentice Hall, Third Edition. Schuler, R.S., Jackson, S.E. and Storey, J.J. 2001, “HRM and its link with strategic management”, In: Storey, J. (Ed.), Human Resource Management: A Critical Text, Thomson Learning, London Storey, J. 1992, “Developments in the Management of Human Resources: An Analytical Review”, Blackwell, Oxford. Thaler-Carter, R.E. 1998, “The HRIS in small companies: tips for weighing the options”, HR Magazine, 43(8), 30-35 Ulrich, D. 1997, “Human Resource Champions: The Next Agenda for Adding Value to HR Practices”, Harvard Business School Press, Boston, MA. Read More