NuView Systems as a human resources information solution

HRIS

Human Resources Information Systems

This work in writing will provide a detailed description of the HRIS application chosen for the business and will answer as to what type of HRIS might create more efficient process for the HR functions chosen.

HRIS Type

The HRIS type chosen for the present organization at issue is a Human Resource and Payroll Software system suite that includes administration of Human Resources and Benefits, Compensation, Recruiting, Training, Performance, Succession, Self-Service, Reporting, Time Entry and Payroll. HRIS software is reported to be in use in hundreds of industries for managing daily employee activities of a business. HRIS software is vital for the organization that focuses on remaining effective and efficient and on in which information concerning organizational employees is managed well and easily tracked, discerned and accessed.

III. Theoretical Framework for NuView HRIS Solution

The work of Baran, Karabulut and Pekdemir (2002) reports having examined the differences ion HR practices and the effects of new HR practices on organization change. In addition, there was reported to be a "significant difference in information sharing between the top and bottom level managers during the period. Studies report that the only significant difference in information sharing occurred between middle level managers. While introduction of a new system is reported to not necessarily "affect the expected strategic advances, the concepts of E-Freefield is one that is useful providing sense-making heuristics to facilitate the jettisoning of old, problematic HR information systems that constrained HRM-style practices by their inflexibility. Moreover, HR and HR information systems strategy making enables the full transformational capacity of HR systems usage."

.Ngai et al. (2004) reports a study that is stated to have revealed that the company size 'might have an impact on the achievement of a number of benefits and on the obstacles faced when implementing HRIS. Again, they indicated that support of top management was one of the most important factors in successful implementation of HRIS." (cited in: Boateng, 2007, p.47) The work of Shrivastava and Shaw (2003) reports that HR is liberated through technology and report having utilized a Descriptive Model for HR technology installations which is partitioned into three phases; (1) adoption; (2) implementation; and (3) institutionalization. (Boateng, 2007, p. 48) Shrivastava and Shaw note that organizations that adopt a process-drive approach in which IT solutions are chosen to support the already existing HR processes. (2003) Samir et al. (2003) identified that the firms that undertook technology initiatives holding the perspective that enabling the HR function for a focus on value-added activities were organizations that would be more likely to reach the potential benefit of technology. (cited in Boateng, 2007, paraphrased)