![planning [ERP] architecture, smartphones, etc.) that support
employee access to HR data and the move to E-HRM
Kavanagh, Human Resource Information Systems 4e. SAGE
Publications, 2018.
14
BIGGEST ADVANTAGES OF HRIS
Reduced manual handling and paperwork
Or
Enables greater impact of paperwork on business operation
Reports
Analysis
Negotiations
Communications
Kavanagh, Human Resource Information Systems 4e. SAGE
Publications, 2018.
15
Why Do We Need an HRIS?
Providing a comprehensive information picture as a single,](https://image.slidesharecdn.com/chapter3systemsconsiderationsinthedesignofanhrispl-230110080032-52d3c0f1/85/Chapter-3Systems-Considerations-in-the-Design-of-an-HRIS-Pl-docx-23-320.jpg)
![A MODEL OF ORGANIZATIONAL FUNCTIONING
Organic model
HRIS is critical to the efficient operation of an organization
Interrelatedness between the strategic management system, the
strategic HRM system, and the performance goals
Business and HR are generated during the strategic planning
process
Kavanagh, Human Resource Information Systems 4e. SAGE
Publications, 2018.
22
A MODEL OF ORGANIZATIONAL FUNCTIONING
The HR goals drive the HR programs that provide management
the tools for the efficient and effective use of employees
The HRIS has become increasingly important in supporting the
HR management system, as well as in strategic planning
HR metrics and cost–benefit results (value added and return on
investment [ROI]) are in continual interaction
Kavanagh, Human Resource Information Systems 4e. SAGE
Publications, 2018.](https://image.slidesharecdn.com/chapter3systemsconsiderationsinthedesignofanhrispl-230110080032-52d3c0f1/85/Chapter-3Systems-Considerations-in-the-Design-of-an-HRIS-Pl-docx-27-320.jpg)
Chapter 3Systems Considerations in the Design of an HRIS Pl.docx
- 1. Chapter 3 Systems Considerations in the Design of an HRIS: Planning for Implementations 1 HRIS CUSTOMERS/USERS Employees Managers Analysts (power users) Technicians (HRIS experts) Clerical employees Organizational employees Nonemployees Job seekers Sourcing partner organizations Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 2
- 2. 2 CATEGORIES OF DATA Information about people Information about the organization Data that are created as a result of the interaction of the first two categories Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 3 3 TWO-TIER (CLIENT–SERVER) ARCHITECTURE Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 4 4
- 3. THREE-TIER ARCHITECTURE Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 5 5 N-TIER ARCHITECTURE Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 6 6 HRIS ARCHITECTURE One-tier architecture (Mainframe) All software functionality accessed via the mainframe Two-tier architecture (client–server) Spread of low-powered processing power through PCs and high-
- 4. powered processing through mainframe Separation of application technology from database technology Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 7 7 HRIS ARCHITECTURE Three-tier architecture (middleware) Middleware is a software that manages data and transactions prior to being saved to the database N-tier architecture Expandable to multiple Web and application servers that can be geographically dispersed for load balancing and worldwide access Additional print servers and process schedulers Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 8 8
- 5. CLOUD COMPUTING “Server cloud” operated off-site – Applications are delivered or accessed over the Web, anyplace, anytime, with multiple choices of devices, especially iPhone and iPad Cloud computing technology allows businesses to use applications without having to install software Cloud computing can be sold on demand, by the minute or the hour, and is elastic—meaning that an enterprise can consume as much or as little of a service as it wants at any given time. Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 9 External Web Services 9 CLOUD COMPUTING There exist three general service categories commonly recognized in cloud computing. Infrastructure as a service (IaaS) Platform as a service (PaaS) Software as a service (SaaS) Reduces software and equipment capital outlays Evaluation process must include a thorough security analysis Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
- 6. 10 External Web Services 10 BEST OF BREED Architecture that combines products from multiple vendors Plug-and-play technology based on universally agreed guidelines and common computer language Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 11 11 SECURITY Top priority for any HRIS Must be maintained on a variety of levels (i.e., VPN, firewall, column level, and row level) Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 12
- 7. 12 BEST OF BREED Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 13 13 PLANNING SYSTEM IMPLEMENTATION: ROLES Project manager Steering committee/project charter Implementation team Project scope Management sponsorship Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 14
- 8. 14 PLANNING SYSTEM IMPLEMENTATION: KEY ACTIVITIES Management sponsorship Process mapping Software implementation Customization Change management Go live! Project evaluation Potential pitfalls 15 PROJECT MANAGER OPTIONS Hire a consultant to be the project manager Hire a full-time project manager who has presumably been certified by the project management institute Select someone who is involved in the project and temporarily move him or her into a project management role Pros and cons of each option! Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 16
- 9. 16 “GO LIVE!” Option 1: Immediate Conversion Option 2: Parallel Conversion For both options: Critical to have support for training and software in place Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 17 17 POTENTIAL PITFALLS Poor planning Incomplete steering committee or steering committee without top-management support Implementation team problems or incomplete implementation team Failure to assess the politics of the organization adequately Insufficient process mapping Scope creep Poor implementation of or insufficient change management
- 10. Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 18 18 Case Studies - 40 points (10%) There will be one case study assigned during this semester. Read the case (can be found under Content in Beachboard) and answer all of the questions. Write at least a half page of your overall comments about the case. Assignments will be graded based on the following: Answer all questions-60% Write at least a half page of your overall comments on the case-40% CASE STUDY I: CULTURAL DIVERSITY AT NIKKO HOTELS INTERNATIONAL Nikko Hotels international is a subsidiary of the Japan Airlines (JAL) Development Company, Ltd. It was created as JAL’s
- 11. diversification and globalization strategy to strengthen the company’s marketing and financial position. Known for its aggressive global marketing and application of new technology in hotel operations, the company is determined to establish a worldwide network of hotels comparable in number to Hilton, Sheraton, and inter-Continental. It has forty- four properties in its worldwide portfolio by 1997. Relating to the theme of this chapter, this case study focuses on the cultural diversity of Nikko’s management team and the cultural adjustment made by Nikko’s executives when they first entered the U.S lodging market. The decision to enter the U.S hotel market was intended to establish Nikko’s identity and reputation in the large and competitive U.S travel market. But, Nikko’s entry into the market presented some cultural challenges to the company, particularly the transfer of a corporate culture based on Japanese cultural values to a multicultural workplace in the United States. The first hotel Nikko hotels International acquired in the United States was the Essex House in New York City. The famous Essex House was to be a springboard for Nikko’s future growth. Nikko’s executives believed that if they could do well with the Essex house in the competitive New York market, they would do well in other markets in the United States. Nikko’s strategy and management operation would be tested in this major world commercial city and adjusted to the
- 12. competitive and changing requirements of the U.S. lodging market. The Essex House was originally managed by Marriott Corporation. When Nikko took over the ownership and management, all on-site Marriott managers and staff were invited to stay with the new company. In response to Nikko’s invitation, six managers decided to stay. These six director of rooms, an Austrian director of food and beverage, an Irish director of human resources, a Lebanese chief engineer, and a north American director of marketing. A Japanese controller was later added to this executive management team, which represented a highly diversified cultural group of managers. Because of the diverse group, the corporate office of hotel Nikko (USA) Inc. decided to develop an executive team building program. With the assistance of several professors at Cornell University, Nikko Executive Team Development Program was formulated for executive leadership exercises and stimulations. This program included an overview of the hotel development trends in the United States and a perspective on Japanese management. The end result of this four-day retreat was to create a Nikko Mission Statement. The executive retreat was held in May 1985 in Ithaca, a city in upstate New York. The participants were divided into small working groups to discuss group leadership issues and the hotel’s mission statement. The president of the company,
- 13. Yasuyuki Miura, did not participate in the group work, which was natural for a Japanese company president. After the group sessions, the teams reconvened to present their discussion results. At the time, Miura came to the presentations and commented on them in a manner that the non-Japanese executives found annoying. The managers began to complain: “If you have already formed your own mission statement, don’t waste our time and energy, just give it to us! We don’t like being tested like Students.” “On the other hand, if you don’t have on yet and would like to contribute, why did you join us from the start?” Miura was shocked to hear these sharp criticisms from his subordinates. It took a few minutes before he could control himself. He then told the mangers: “Okay, you guys go to the student pub and keep complaining and accusing me over as much as you can drink. It’s on me. My poor Japanese executives will accompany you and listen to you patiently. Who knows, they may even agree with you. In the meantime, I will go to my room and do my homework like a good student. First thing tomorrow, I will tell you about my career, experiences, management philosophy, and aspirations. If that is acceptable to you, let’s begin again.” The managers drank happily that night, while Miura worked very hard. The next day, Miura began his speech to the executive team in a frank and all humble manner. He described the global strategic development by JAL, and explained why Nikko had
- 14. come to the United States. Then he shared with the executive team his twenty-seven- year experience with JAL, and concluded with an appeal for cooperation. After this speech, he joined the executive team as a working participant to develop the Nikko Mission Statement. This executive retreat was a great experience for all the executive and managers since they all worked hard to find common ground. After heated discussions and sincere attempts to reach a consensus, the team formulated the Nikko Hotels Mission Statement in the most participatory manner. The statement reads: At Nikko Hotels, our guests always find: dedicated employees, attentive service, quality facilities, together in harmony. Case Study Source Yasuyuki Miura, “Success Strategy: Nikko Hotels International Smiles a hearty Smile,” In World-Class Service , eds. Germaine W. Shames and W. Gerald Glover ) Yarmouth, ME: Intercultural Press,1989), pp. 35-43. Case Study Questions 1. Why did Japan Airlines Development Company decide to develop a hotel company in the mid-1980s? 2. Why did Nikko Hotels International choose the Essex House in New York City as its first property in the United States?
- 15. 3. Can you describe the cultural diversity of the management team at the Essex House? 4. What was the purpose of the executive retreat? 5. When did Miura join the managers at the executive retreat? 6. How did he annoy the non-Japanese managers during their presentations? 7. Why was Miura shocked to hear complaints from his managers? What did he do after he regained control of himself? 8. What happened the next day? 9. What is the mission statement for Nikko Hotels? 10. Can you explain what cultural blunder Miura committed during the executive retreat and how he ridged the cultural gap and brought the team togeth Chapter 1 A Brief History and Overview of Technology in HR
- 16. 1 HISTORICAL ERAS IN HRIS Pre–World War II Reactive, “caretaker” role Recordkeeping – manual “Scientific management” philosophy Not major part of business Few government regulations Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 2 POSTWAR: 1945–1960 Importance of employee morale HR part of operating costs, not in mainstream Labor inions established Job descriptions gain popularity Payroll function among the first for automation Job analysis, employee skills begin to be tracked R & D in selection Mainframe usage by defense industry in HR Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 3
- 17. SOCIAL ISSUES PERIOD: 1963–1980 Social issues legislation impact HR Protector of employees Intro of IBM 360 Advent of MIS Paperwork and reporting increases HR now more in mainstream of operating budget Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 4 COST-EFFECTIVENESS: 1980-1990 HR cost justification activities Increased role due to paperwork required in legislation Microcomputers and software advances HRIS capabilities lower in cost Increased emphasis on R&D Utility analysis critical Smaller companies can utilize HRIS Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 5
- 18. TECHNOLOGY ADVANCEMENT ERA (’90s–TODAY) Internet-enabled Web services HRIS more commonplace Business process re-engineering HR balanced scorecard Strategic HR management HR becoming more visible as a “strategic business partner” Globalization of companies Hardware–software tools in decision-making Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 6 THE EVOLUTION OF STRATEGIC HRM Contingency perspective and fit Resource-based view of the firm and social capital HR system components and structure Expanding the scope of HRM beyond the focal organization Achieving HR implementation and execution by translating the rhetoric into practice, Measuring the outcomes of SHRM by (e.g., balanced scorecard
- 19. approach) Research methodological issues that stress the importance of evidence-based management Adoption and use of HR metrics Application of “Six Sigma” processes to HRM Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 7 COMPETITIVE ADVANTAGE Three Categories of Resources Physical Organizational Human Most Critical Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 8
- 20. ACTIVITIES OF HR Transactional Traditional Transformational Wright, McMahan, Snell, & Gerhart, 1998 Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 9 HR ACTIVITIES & TIME SPENT Transactional (65–75%) Benefits Administration, Recordkeeping, Employee Services Traditional (15–30%) Recruitment, Selection, Training, Performance Management, Compensation, Employee Relations Transformational (5–15%) Knowledge Management, Strategic Redirection and Renewal, Cultural Change, Management Development Added Value Wright, McMahan, Snell, & Gerhart, 1998 Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 10
- 21. INTERFACE BETWEEN HR AND TECHNOLOGY IT as a tool, not a substitute for people How might the changes in technology impact the role and perceptions of HR departments and professionals? How might technology aid in the advancement of strategic HRM? Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 11 HRIS Human Resources Information System (HRIS) Computerized system that provides current and accurate data for purposes of control and decision making Benefits Store and retrieve large quantities of data Combine and reconfigure data to create new information Institutionalization of organizational knowledge Easier communications Lower administrative costs Increased productivity and response times Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
- 22. 12 HRIS DEFINITION Not just hardware–software Includes people, forms, policies, procedures, and data Purpose – provide accurate and timely “information” to the “clients” (or stakeholders) of HR Variety of users Strategic Tactical Operational decisions Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 13 E-HRM & HRIS Electronic human resource management (E-HRM) Information technology (e.g., Web) – central component Application and HR-function focused HRIS Technology and processes (e.g., databases, enterprise resources
- 23. planning [ERP] architecture, smartphones, etc.) that support employee access to HR data and the move to E-HRM Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 14 BIGGEST ADVANTAGES OF HRIS Reduced manual handling and paperwork Or Enables greater impact of paperwork on business operation Reports Analysis Negotiations Communications Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 15 Why Do We Need an HRIS? Providing a comprehensive information picture as a single,
- 24. integrated database; this enables organizations to provide structural connectivity across units and activities and to increase the speed of information transactions Increasing competitiveness by improving HR operations and management processes Collecting appropriate data and converting them to information and knowledge for improved timeliness and quality of decision making Producing a greater number and variety of accurate and real- time HR-related reports Streamlining and enhancing the efficiency and effectiveness of HR administrative functions Shifting the focus of HR from the processing of transactions to strategic HRM Reengineering HR processes and functions Improving employee satisfaction by delivering HR services more quickly Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 16 Harnessing the Potential of an HRIS The ability of any organization to gain effectiveness and efficiencies from human resources technology depend on factors such as these: the size of the organization, with large firms generally reaping greater benefits; the amount of top-management support and commitment; the availability of resources (time, money, and personnel);
- 25. the HR philosophy of the company, as well as its vision, organizational culture, structure, and systems; managerial competence in cross-functional decision making, employee involvement, and coaching; and the ability and motivation of employees in adopting change, such as increased automation across and between functions (Ngai & Wat, 2004). Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 17 INFORMATION SYSTEMS PROVIDING SUPPORT FOR HRM (Table 1.1) Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 18 INFORMATION SYSTEMS PROVIDING SUPPORT FOR HRM (Table 1.1 Cont.) Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
- 26. 19 SYSTEM DEVELOPMENT LIFE CYCLE (SDLC) Five General Phases (1) Planning (2) Analysis (3) Design (4) Implementation (5) Maintenance Begins with planning and ends with continuous evaluation Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 20 SuccessFactors Employee Home Screen
- 27. A MODEL OF ORGANIZATIONAL FUNCTIONING Organic model HRIS is critical to the efficient operation of an organization Interrelatedness between the strategic management system, the strategic HRM system, and the performance goals Business and HR are generated during the strategic planning process Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 22 A MODEL OF ORGANIZATIONAL FUNCTIONING The HR goals drive the HR programs that provide management the tools for the efficient and effective use of employees The HRIS has become increasingly important in supporting the HR management system, as well as in strategic planning HR metrics and cost–benefit results (value added and return on investment [ROI]) are in continual interaction Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.
- 28. 23 A MODEL OF ORGANIZATIONAL FUNCTIONING National culture impacts entire model through strong effects on external environment External environment influences internal functioning of organization Interaction between strategic management system and strategic HRM will improve the functioning of the organization Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 24