Human Resource Information Systems Basics Applications and Future Directions 4th Edition Kavanagh Solutions Manual
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- 5. Instructor Resource Kavanagh and Johnson, Human Resource Information Systems: Basics, Applications, and Future Directions, 4e SAGE Publishing, 2018 Sample Answers to Discussion Questions Chapter 6: Change Management and Implementation 1. Discuss each of the theoretical change models introduced in this chapter. How can we use them when planning an HRIS implementation to increase our chances of success? This discussion question presents a good opportunity to have the students form groups. All groups can be handed the same HRIS change case. Each group is assigned to a theoretical change model introduced in the chapter. Each team then discusses how the organization would approach the HRIS change following the model they have been assigned (e.g., What information would they gather? What steps would they follow in the change process?). 2. Analyze the main reasons for HRIS implementation failure. How can we prevent these from happening to us? While technical challenges will always remain in implementing complex HRIS systems, the major challenge to successful implementation is more behavioral than technical. Lack of employee and user involvement has been one of the central problems with the reported failures. Increasingly, the failure to successfully implement information systems has less to do with the hardware or software aspects of the new system and more to do with the skills of the change leader and the people and organizational issues related to the change. In order to overcome this reasons for failure, employees such as informal ambassadors and power users should be involved in the change. The change team should include representatives from departments that will be impacted by the change. Communication and training need to be included in the change plan to help communicate the vision, create a sense of urgency, unfreeze mindsets and behaviors, and reduce resistance to change. Key causal factors related to HRIS implementation failures can be grouped into five main categories: leadership, planning, change management, communication, and training (Lorenzi & Riley, 2000; Kandel, n.d.; Blanchard,
- 6. Instructor Resource Kavanagh and Johnson, Human Resource Information Systems: Basics, Applications, and Future Directions, 4e SAGE Publishing, 2018 2007, pp. 203–204). Therefore, preventing change means that we must address these categories in implementing the HRIS: Leadership: Executive support is critical for success of HRIS implementation. A team of individuals that includes a mix of key executives, department heads, managers, and frontline employees who are committed to the change and who can work together as a team is important for success. Planning: All successful projects have a clearly identified project scope and strategy that outline key business requirements and project goals. Adequate funding and staffing are also needed for project success. Change Management: Change management is an ongoing challenge for HR leaders and organizations. Communication: Effective change communication can make the difference between success and failure of an HRIS implementation project. Managers and employees must embrace the vision but also change their beliefs and thinking to move in the new direction—a huge communication challenge. Training: Ongoing, effective training is essential in any change management initiative, particularly when new technology and work processes are involved. At the beginning of the project, a training plan should be developed. This plan should include a complete assessment of the current skills and future requirements for all who will be affected by the change. 3. Discuss the importance of communication in managing a technology change. What roadblocks might an organization face if it fails to create a good communication plan? Communication plays a vital role in the success of change programs. If an organization fails to create a good communication plan, there are several roadblocks that may be faced, including the following: Employees failing to use the new technology Employees exhibiting resistance to change Employees actively avoiding or harming the change efforts and communicating this negative response to other employees
- 7. Instructor Resource Kavanagh and Johnson, Human Resource Information Systems: Basics, Applications, and Future Directions, 4e SAGE Publishing, 2018 4. If you were asked to develop a training plan for an HRIS implementation, what kinds of things would you include? Why? The kinds of things to include in a training plan would be as follows: A complete assessment of the current skills and future requirements for all who will be affected by the change Some training early in the process with full training just before the system will be used Advanced training in phases, as users become accustomed to performing routine tasks Training as part of new employee orientation programs The use of power users who adapt to the new technology quickly to provide one-on-one on-the-job training to those who do not learn the system as rapidly Communication that training will be an ongoing process and not just an isolated event to help manage expectations and acceptance of the new technology 5. Discuss the role of culture in HRIS implementation. How might two different organizations with very different cultures approach the same HRIS implementation differently? Successful implementation of the HRIS often requires a change in the organization’s culture. Culture can be a great help or hindrance to the HRIS implementation. Culture can be defined as a complex set of shared beliefs, guiding values, behavioral norms, and basic assumptions acquired over time that shape our thinking and behavior; they are part of the social fabric of the organization—its genetic code. As such, culture drives the organization and guides the behavior of everyone in that organization—how they think, feel, and act. In other words, the culture forms a behavior template. The behavior of everyone in the organization will impact how the HRIS is accepted and used in the organization. For the second part of this question, it could be useful to have a case of an organization implementing a new HRIS. Students can be divided into groups. Each group can then be given a cultural profile of the
- 8. Instructor Resource Kavanagh and Johnson, Human Resource Information Systems: Basics, Applications, and Future Directions, 4e SAGE Publishing, 2018 organization they represent. Groups will then discuss how their organization, based on its culture, would approach the HRIS implementation. Each group presents to the class, and then a short discussion of the similarities and differences, based on culture, can follow. 6. Create recommendations for an organization that is facing resistance to change from their own HR department. What are some of the likely causes of this resistance? How can they be overcome? Fear and resistance from HR staff is common. HR staff may be concerned about job loss due to the more efficient processes, or they may fear the new roles, responsibilities, and uncertainty that will result from the change. Communication can be used as a way to overcome resistance to change being expressed by the HR department. Telling the reasons for the change, explaining how the change will be helpful to the HR department, reassuring employees that training will be provided and that jobs are not being eliminated (assuming this is true) can help reduce the resistance to change. Training sessions early on and especially just before the system is going to be used can also be helpful. Having a few employees in the HR department involved in the change and acting as advocates of the change may also help fellow employees understand and accept the change more easily. It may be helpful to have the most resistant users involved and perhaps, with a greater understanding of the change, these employees could become advocates (rather than resisters) of the change. 7. Discuss how informal leaders within the organization might be used to increase user acceptance. Informal ambassadors or change agents can help influence the rest of the organization and can make or break the acceptance of the new system. Informal ambassadors can explain the reasons for the change and the change process to fellow employees. Other employees may be more likely to accept the message from these informal ambassadors rather than from the formal change team. Informal ambassadors could be identified within departments that will be affected by the change. This may help to make the change process more personal and interactive and thus reduce user resistance and fear—and increase user acceptance.
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- 10. No one will doubt Who thinks about This great world spinning round, That all have hours When sorrow's showers Make April all around. "That seeming pack Upon your back Is near an empty shell." But May and June Follow full soon, And joy succeeds to sorrow; So dry the tear, And from the year Your cheering lesson borrow.
- 11. "Ah, Snailey! see." Ah, Snailey! see To you and me Our burdens oft appear Much heavier far Than what they are, When we give way to fear.
- 13. "Buz! buz! buz! Over blossoms heavy laden."
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- 15. "Well-earned rest." Lessons here of self-reliance, And "defence but not defiance," As Volunteers are taught by the Bee. As it works on active wing, Self-protected with its sting, 'Tis a grand working model, good to see;
- 16. ". . . Its music as it rifles." Pointing out how each is sharing In the common task, and bearing His just portion; where no idler is seen: All are busy in the hive Where these happy workmen thrive, And they're loyal, every one, to their Queen.
- 18. "This poor Black-Beetle's ill!."
- 19. THE BLACK-BEETLE. Oh, dear! Oh, dear! I sadly fear This poor Black-Beetle's ill; And to him now No use, I trow, Is the cleverest doctor's skill. "No medical sage His pain can assuage." No medical sage His pain can assuage.
- 20. You can see at a glance how bad He's made himself, All thro' his pelf: Isn't it dreadfully sad? "When the cook was asleep." For wandering wide On the floor he spied, Last night when the cook was asleep, And rejoiced to find Some cucumber rind, And now no more he will creep!
- 21. "Cucumber at night." Yes! sad though it be, This little "B-B" Would follow his own appetite; He could never say "no," When it tempted him; so His epitaph is, "Serve him right!" And thus tearfull-ee, He begs you and me His case as a warning to mind; Cucumber at night To regard with affright, And never to eat up the rind.
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