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Ouchi W (1981) Theory Z: How American Companies Can Meet Japanese Challenge.
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Peters T., & Waterman R. (1982) In search of Excellence. New York: Harper & Row

[8]

The conclusion precipitated on the research and analysis of the preceding chapters is
presented. Section 8.1 is dedicated for the analysis of the contribution and examination of
the implications of the findings. Section 8.2 is however allocated for recommendations
and suggestion for further research.

8.1 Analysis of the Contribution

This study aimed at exploring HRIS role in SHRM. The study attempted to examine how
HR professionals or managers in different organizations see the effects of HRIS on
strategic HR tasks, and job roles. It also tried to find out if there is a significant difference
in HRIS usage between SME and large sized companies in respect of strategic HR tasks
performance.
On one hand, various studies on HRM propose that HRIS can contribute to the creation
of a long-term competitive advantage through integration of HRM functions with HR
technology (Gerardine DeSanctis, 1986: 15; Tannenbaum, 1990; Hendrickson, 2003).
However, these studies did not address the role if any HRIS play in SHRM. On the other
hand, a number of strategic HRM tasks have been identified. These include
communications, human resource development, workplace learning, career management
and human capital accumulation (Sparrow and Hiltrop, 1994: 25 cited in Morley et al.,
2006; Beer et al., 1984; Keep 1989). Dixon (1992) and Kochan and Dyer (1995) consider
greater worker autonomy, high commitment management, leadership, and business
processes reengineering as strategic HRM tasks. Another one includes managing
organizations trade unions relations (Gunnigle, 1998: 17).
78
Linking both fields of research, it was argued that HRIS might play a vital role in SHRM
based on the following assumptions:
HR professionals might also consider HRIS usage in support of strategic HR tasks
given the unrelenting HRIS support for the HR professionals job (Buckley et al.,

2004; Gardner et al., 2003; Ulrich, 1997; Brockbank; 1999).

HRIS would continue to be used in more support of strategic HR tasks in the
organization in the future considering the augmenting pressure on HR
professionals to support strategic objectives through more innovative HRIS
applications (Storey et al., 2000; Ball, 2000).
The empirical results of the study revealed that HRIS play a key role in strategic HR
tasks. This is an indication that HRIS capabilities in shaping the integration between
HRM and IT (Hendrickson, 2003) are also applicable to SHRM. This means that HR
professionals would be able to cope with their new roles without panicking because their
new role, SHRM, is still supported by HRIS.
However, in the case of specific strategic HR tasks, the degree of the support depended
on the type of organization. Larger firms/companies experienced a great deal of HRIS
support in most of the strategic HR tasks namely communication, human resource
development and workplace learning, career management, business process
reengineering, and decision-making. On the contrary, HRIS usage in support of
commitment management, and managing trade union relations with organizations did not
reveal any significant difference in proportion of users in SME and large companies. It
implies that users of HRIS need to identify their strategic HR tasks and organization type
before embarking on any HRIS implementation in order to enjoy the full benefit of using
HRIS both to HR professionals and to the organization as a whole.
HR professionals considered that HRIS are used in support of strategic HR tasks. This
might be explained by the fact that increased uses of HRIS allow professionals to achieve
improved performance and thus facilitate participation in internal consultancy (PMP
(UK) Ltd 1996; and 1997). The results confirmed Gardner et al., (2003) revelation, that
extensive use of IT enables HR professional to have more information autonomy. This
disclosure implies that firms will more or less need to rely on HRIS technology for
effective and efficient performance of their strategic human resource management tasks.
This calls for total commitment on the part of both management and HR professionals
towards a successful HRIS implementation. In a dynamic global market where IT is the
order of the day, firms without this technology might not only find it difficult attracting
HR professionals who are yet to acquire HRIS skills and seeking for one on the job but
also loose those HR professionals who have these skills and might want to develop and
improve upon them.
Notably, the study suggested that HRIS are likely to be used even more for strategic HR
tasks in the future; this was a strongly held belief by both SME and large sized
companies. The response from the large companies were however, remarkably more
positive than those from the SMEs. Large companies have well-established facilities such
as intranets and extranets to access the required personnel information quickly and
efficiently (Ngai et al., 2004). SMEs generally lack the capital and technical resources to
implement HRIS (Ibid). While it is incumbent upon all organizational types to stay
abreast with HRIS dynamics by keeping system updates SMEs are the most vulnerable
due to the incidence of cost. A more feasible way to start may be to use prepackaged
HRIS software. Implementing HRIS is very costly but a successful implementation
contributes to cost reductions, quality/customer satisfaction, and innovation, which
eventually lead to competitive advantage (Broderick and Boudreau, 1992). It therefore
implies that SMEs especially will need to consider a vigorous positive change in policy

regarding HRIS applications to strategic HR tasks regardless of the cost involve because
the cost of non-implementation may be relatively more expensive.
80
The study again showed that HR professionals agree that the HRIS usage for strategic HR
tasks leads to enhance professional standing in the organization. This was in line with
Brockbanks (1999) findings that HR professionals both provide value to the organization
and improve their own standing in the organization by using HRIS. The implications of
this disclosure are that HR professionals will need to develop their IT skills and become
abreast with HRIS technology in order to remain competitive in the labor market. This
means that firms will also need to develop and plan HRIS training programs for both
prospective and existing HR professionals in line with specific strategic HR tasks since
enhanced professional standing implies effective and efficient work-force which leads to
improved performance and increased output resulting to higher profit margins and
acceptable returns on investment (ROI).
Interestingly, the study showed a lack of HRIS support for managing trade union
relations with the organization. This was very much the case irrespective of the type of
organization. The failure to use HRIS in support of trade union relations with the
organization means that there will be little consideration of how HR policies regarding
labor issues might potentially change trade unions attitude towards collective bargaining.
The immediate objectives and activities of trade unions vary, but may include provision
of professional training, collective bargaining, industrial action, legal advice and
representation for members (Fraser and Hamish 1974: 34). In an attempt to enforce the
unions objectives, union leaders normally find themselves in confrontation with the
employers, which most often leads to industrial actions. Effective and efficient
management of trade union relations reduces industrial actions, conflicts, and wastes.
However, the lack of HRIS support in managing trade union relations implies no
standard way of communicating just-in time information between the parties. This might
make conflict resolution difficult. The inability to resolve conflict leads to strike actions,
the ultimate results of which are, output reduction, low returns, slow growth and
expansion, lost of skilled employees, high employee turnover, and other resultant effects.
Overall, the study suggested
insights into the usage of HRIS in strategic HR tasks by some selected Finnish based
companies, which should help HR practitioners acquire a better understanding of HRIS
role in SHRM. However, caution should be exercised in generalizing the results of the
study due to the small sample size. Nevertheless, the results provide basis for future
research.

8.2 Recommendations and Suggestions for Further Research

Whilst this study has confirmed existing studies into HRIS, it provides a platform for
future work in this area, which should concentrate on a number of issues. First, a detailed
research would be needed to explore the role of HRIS in SHRM, especially; with much,
bigger sample size and a higher response rate so that a deeper analysis can be done for
generalization.
Second, HRIS represent a large investment decision for companies of all sizes. However,
SMEs are increasingly failing to use HRIS in support of strategic HRM tasks. It would
therefore be very interesting if future research could geared towards finding answers to

why SMEs are reluctant to commit time and resources for the implementation of HRIS in
strategic HR tasks. This will enable a careful analysis and diligent consideration of HRIS
application to strategic HR tasks since a successful execution is rewarded with numerous
benefits including improved accuracy, provision of just-in-time information, and costs
saving (Lederer, 1984; Wille and Hammond, 1981).
Third, an in-depth study on HRIS usage in support of trade unions relations with
organizations needs further examination. This will allow both the trade unions and the
employers to manage and resolve conflicts and other related labor issues efficiently and
effectively.
Finally, as HRIS becomes an increasingly vital component of SHRM tasks performance,
researchers must expand their efforts to understand the opportunities and threats that it
fosters. Human resource information systems may be a key enabler allowing HR
82
professionals to balance successfully the competing roles of administrative expert,
employee champion, change agent, and strategic partner (Ulrich, 1998). There is also a
risk that large investments in HRIS will not improve HR professionals satisfaction or
render the SHRM tasks performance a more efficient cost center. This may be outgrowth
of low technology-acceptance among intended users, inappropriate technology choices,
or other factors. Until more is known, investments in these innovations should proceed
with caution.

Conclusion

Human resources are important asset for IT organization as it is the only face
where if an organization lacks they have to recompense in form of their
competitiveness. By implementing HRIS, IT organizations can have ball in their
feet. HRIS helps the organizations in planning their human resources both
quantitatively and qualitatively. Being an information system of human resources,
it can store voluminous data about the employees, that not only helps in identifying
the occupied and unoccupied positions but also whether the person at particular
position is fit for the job or not. Other advantages of HRIS include healthier HR
decisions and enhanced supervision and control of manpower. HRIS also helps in
reducing various costs like labour cost, recruitment cost etc as it is computerized
system. By adding the employees information in HRIS and analyzing that
information using the same helps in reducing various costs. Erstwhile these
advantages, HRIS exert outstanding strategic activities by HR managers. These
activities includes training and development management, succession planning
(identification of key positions and their requirements), applicant tracking in
recruitment and selection and manpower planning, personnel information and
identification (attendance tracking, etc), salary planning, absenteeism analysis,
turnover analysis and work scheduling. These deeds can be explained as HRIS
compares the job position with candidates qualification and capabilities and hence
helps in identifying the training to be given to fill this gap. HRIS also helps in
tracking the attendance of the employees to know their regularity and devotion for
the organization. This not only helps in salary planning but performance
management also. In gist, it is concluded that HRIS is an excellent tool for HRP
but there is still some bones to pick up and the actions that HRIS has not absorbed,
should need to work on it.

1
Conclusion
It can be concluded from the paper that human resource management is gaining importance in
every organization. In the age of competitions, it is important to procure good human resource in
organization. Now, human resource management is known as a investment in business. So, it is
very important for the organization to have a good and efficient human capital. For this, HR
department needs accurate information with regard to its human resources. In modern age of
competition, nothing can be done on guess basis. HRIS is the system which helps the HR
department to perform its functions in efficient and quickest way. HRIS support planning,
administration, decision-making, and control. The system supports applications such as
employee selection and placement, payroll, pension and benefits management, intake and
training projections, career- pathing, equity monitoring and productivity evaluation. These
information systems increase administrative efficiency and produce reports capable of improving
decision-making. Yet, HRIS is a important tools for HRM, which ease the work and functioning
of HRM, but it has to face challenges of its implementation and its integrality with organization.
Further, the security of information and up to date information is also an important issue in

HRIS.

Conclusion
Human resources information systems are considered to be one of the most important
elements that affect the activates of human resource department. This was supported by the main
hypothesis of this study of having a relationship between human resource information systems
and human resources functionalities. However, it was found that some of the dimensions that
represent HRIS have a relationship with HRM functionalities and some do not have. It was found
that strategic integration, forecasting and planning, human resources analysis, and
communication and integration have no relationship with human resource functionalities.
Whereas, it was found that performance development, knowledge management, and records and
compliance as dimensions of human resources information systems have a relationship with
human resources functionalities, accordingly, an effect over them.
11. Implications, limitations, and suggestions
This study shows the importance of human resource information systems functions in human
resources management functionalities. Organizations nowadays operate in an environment that is
characterized by being dynamic and of having a hyper competition. In order to face such a tough
competition, organizations should invest in their human resources. The results of this study
shows that banks in Jordan should care more about their human resources information systems
and should benefit more from using it. Banks should make sure that dimensions such as strategic
integration, forecasting and planning, human resources analysis, and communication and
integration do play a significant role within HR departments. Such factors improve the
effectiveness of human resource departments which at the end would have a positive reflection
on the organization as a whole. The results of this study were derived from the data collected in
only five banks out of fifteen Jordanian banks. This was because of the fact that most of the
banks refused to give access to the researcher to collect data which is considered to be a
limitation of this study.
Consequently, this study suffers of the generalizability problem which might be overcome if data
were collected from more banks. This might also lead to different results. Finally, this study used
only a questionnaire as a quantitative method to collect its data. The results of this study could be
more valid if other qualitative methods (such as interviews) were used.

Conclusion
Basic purpose of this article was to give general overview
of HRIS state of the art and implementation in
Croatian banks. Possible limitation of the research is
that only 9 of 33 banks answered the survey, but since

the survey response rate and the surveyed banks size

distribution are found satisfactory, the survey can be
considered a good indicator of current practice in
Croatian bank industry. HRM is one of the most important
strategic areas for the development of banks
since their front office employees are in continuous
interaction with clients and back office employees are
responsible for the tasks oriented to constant service,
product improvement and competition with other
banks. This is where adequate HRIS is significant. It
can be more than a tool for following the employees
basic demographic data and working hours. It can be
a tool for identifying highly potential employees and
directing them to areas of their working interest. It
can give the management the information of not only
what was done, but who had done it. It also enables
it to give feedback and not just take disciplinary, but
also rewarding actions towards employees.
The findings of the research are the following: big
banks are more likely to develop advanced HRIS features
than small ones (what is consistent with the
findings of Ball, 2001 and Ngai and Wat, 2006), the
bank size is not a relevant factor for outsourcing
HRIS development (comparable with Alvarez Suescun,
2007), HRIS in big banks gathers data out of
more applications than HRIS in small banks, big ones
are impelled by internal improvement and not just
by legislative to develop HRIS.
The findings of this research can be used in business
practice in small banks. They can use a list of
HRIS functionalities listed in Section 5 and use it as a
template for their HRIS improvement and its upgrading
with advanced functionalities.
2 VII. Limitations Of The Study

1. The foremost research limitation is on the subject of the industry perspective.

HRIS role can be studied in any of the sector as human resources are assets of the
organizations irrespective of the sector. Future research efforts could be focussed
into exploring the impact of HRIS on HRP among more sectors.
2. The research study was restricted to those respondents who wish to be
interviewed; therefore future research might focus on a generously
proportioned sample of respondents, in order to validate the results of the
study.
1 3. Other limitation is the static nature of the study, that is, the study is based
on the existing scenario of the level and usage of HRIS; but HRIS can be
enhanced in future. Consequently, same research can be conducted in future
to know whether HRIS is improving with changing time or not.
2 4. Other limitation is that the questionnaire survey may endure with the
reaction bias, although this is a cost-effective and reliable to some extent but
not totally reliable. Therefore, field observations and qualitative interviews
of managers or concerned persons from the sample are also anticipated.

Introduction

Kirstie S. Ball (2001)[2] explained the dearth of research in HRIS in their

work by quoting that the gigantic information system related literature
including its implementation, use and impact clarifies that it is healthy
researched area but its implementation with human resource is a deserted.
Initially personnel systems were developed to stockpile the records and
reports allied with personnel administration, but with time call for efficacy
increases and thus computer-based HRIS is developed (Martinsons, 1997) [3].
But just computer based HRIS in not sufficient and Sherman et al. (1998) [4]
supported this by citing that for long term strategic planning decisions a well
designed HRIS aligned with HRD goals is the foremost management tool.
Siriwal Tevavichulada (1997)[5] discussed that initially HRIS was caretaker
of employees as it stores and administers data of line department but now
HRIS is not limited to storing; but includes too many irons in the fire like
manpower planning, manpower demand and supply forecasting, job
descriptions for both jobs and applicants, recruitment and selection, training
and development, negotiations, grievance management etc (Kenneth A.
Kovach and Charles E. Cathcart (1999)[6]) and also provides information
essential to assist the functional manager in decision making that will be an
add on in the realization of the units strategic goals and objectives
(Hendrickson, 2003)[7]. This increasing information processing efficiency of
HRIS makes it useful for any size organization (Brian E. Becker et al., 2001)
[8]. But still there is a perception that HRIS are not adding value and the
restricted way in which they are utilized is criticized (Carole Tansley and
Tony Watson (2000) [9]). The usage of HRIS depends on some factors as
illustrated by Broderick and Boudreau (1992) [10] that HRIS system usage is
determined by human resources strategy, reciting a corresponding process
between different strategies and different system practice. Beckers and Bsat
(2002) [11] avowed that the main obstruction in the implementation of a HRIS
is the sky-scraping cost of setting up and maintaining a HRIS in line with
Kovach and Cathcart (1999)[6] who affirmed that a lack of funds and support
of top management are the stumbling blocks in achieving the full potential of
HRIS. Due to this obstacle in order to endorse the embracing of HRIS
operations, primary it is necessary to make certain that bankers or
organizations are agreeable to give their support for setting up a HRIS
(E.W.T. Ngai, F.K.T. Wat, (2006)[12]). Apart from these difficulties HRIS has
various advantages and the most crucial is the employee retention as
employees as themselves crucial for the organizations; it is also

supported by Erik Beulen, (2009) [13] as the author contended that

an HRIS blunt the edge of staff attrition by providing HR officers
with the information they need.