Determining Human Resource Information System Needs

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Human Resource Information System (HRIS) focuses on a higher level employment database management. Information system entails the use of computers. The system incorporates the online hiring process. Human Resource Information System (HRIS) improves the Human Resource Department’s functions.

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Assessment of Change Types and New Developments in Technology and Government Statutes

In terms of long range planning requirements for revising the current Human Resource Information System (HRIS), there are different types of changes and new developments in both technology and government regulations. The system includes hardware, software and people. The system also includes policies, forms, processes and data (Bagdi, 2012). Evidently, there are various types of changes.

In terms of demographic change, there are more realistic employment resources. The effective company website attracts applicants from any part of the United States. The company can also outsource certain jobs to other countries. The HRIS enhances the selection and hiring of customer-oriented employees. The regular training, development and upgrading of the employees’ skills are focused on achieving organizational aims (Gueutal & Stone, 2005). Clearly, revising the employee department’s information system involves effective changes.

In the hiring process, the company can set up its own HRIS website (Condrey, 2010). The website displays all job vacancies. Likewise, the same website shows the benefits of working for the company. Using the website, the job applicants can upload their resumes, credentials and other pertinent data. After scrutinizing the job applicants’ papers, the human resource department officers send a congratulatory email to the successful job applicants. By sending emails, both the company and the applicant can determine the current status of their applications. Surely, the online HRIS improves the employment data management.

The company website’s messaging system should contain automatic responses to the job applicants’ related job queries. The same website can inform the interested job applicants of the companies’ other job vacancies. One popular online hiring website is the United States government’s www.usajobs.com. Undoubtedly, the online messaging system should be automated.

In terms of the government’s work policies, the HRIS must implement all relevant employment statutes. The labor laws discourage the implementation of discriminatory employment policies. Vividly, the system should include and implement the latest labor laws.

Three Advantages of Interviews and Focus groups for Data collection during the analysis phase

Using interviews and focus groups for the collection of employment data has several disadvantages. First, the interviewer may be biased against the focus groups and the interviewees. The interviewer may have subjective judgments about the HRIS personnel’s assigned tasks (Armstrong, 2012). Evidently, the human resource information system’s collection of employment data has its many disadvantages. Using only conversation, the person conducting the research interview should not assess the interviewee’s and focus group’s expertise only. For example, the interviewees and the focus groups may not tell the complete truth. Personal inspection confirms or negates their presented information (Armstrong, 2012). Surely, using only the interview to gather data is a lackluster process.

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Third, some interviewers need more interview training. Their line of questioning may not gather the concerned employees’ database knowledge. When the interviewee or focus group member is a relative of the company officers, the interviewer does not dare ask difficult information system questions. Further, the untrained interviewer may ask discriminating questions (Armstrong, 2012). Clearly, the lousy interviewer should be retrained.

Some approaches Can Delete the Above Disadvantages

There are three approaches to overcome the above disadvantages. To resolve the first disadvantage, training seminars must be in place. The seminars will improve the process. Trainings help the employees do a better human resource job (Armstrong, 2012). Clearly, the above disadvantages can be resolved.

To resolve the second disadvantage, the experienced interviewer asks probing questions. The questions will affirm whether the information system is centralized, cost-effective, and integrated. The interviewer can use HRD –related terminologies to determine the interviewees’ capability (Armstrong, 2012). Without a doubt, asking more questions removes the disadvantage.

To remedy the third disadvantage, a panel of interviewers will help. The interviewers will complement each other during the information retrieval process. One interviewer may be the administration head. Another interviewer may be the Information technology officer. A third interviewer may be the budget officer (Armstrong, 2012). Surely, the panel will delete the disadvantage.

Assessment of Three Critical Sources of Data-gathering Initiatives for HRIS Needs

In terms of HRIS needs analysis, there are three critical sources of data-gathering initiatives. First, the company must gather data to determine the department’s current HRIS status. The source’s advantages include gathering what the department currently implements. Another advantage is the indication of what the department lacks. The source’s disadvantages include allocating both time and money to the data gathering process (Kavanagh, Thite, & Johnson, 2012). Evidently, the three critical sources should be analyzed.

Second, the company must gather significant information relating to where the information system should be after a certain time period. The source’s advantages include gathering work-related data and interviewing personnel in charge of the department’s going to prerogatives. The source’s disadvantages incorporate the setting aside of both time and money to the process (Kavanagh, Thite, & Johnson, 2012). Vividly, the information gathering helps get the company to where it is going.

Third, the company must gather information to determine how the company is getting to where the department is going. The advantages include refocusing both the resources and personnel to surpassing the prescribed future goals, offering the best employee workplace (Salman, 2009). The disadvantages include realigning both funds and personnel to reach the prescribed goal (Kavanagh, Thite, & Johnson, 2012). Undoubtedly, the information gathering helps achieve the HRIS’s goals.

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Improvement of My organization’s HRIS System

The information system in my organization’s HRIS can be improved. The current information system lacks the necessary funds needed to speed up the HRIS functions. Speeding up requires acquiring additional high speed computers. The department lacks the necessary HRIS personnel needed to update and upgrade the HRIS employee database. In terms of where the department is going, the current system is lackluster. Management must prioritize the improvement of the current HRIS database (Kavanagh, Thite, & Johnson, 2012). Without a doubt, the department’s information system can be enhanced.

Gap Analysis

Table 1 shows the Gap Analysis. The excel table shows significant discrepancies in my entity’s HRIS department. In terms of personnel, the HRIS must hire an additional five persons. In terms of computers, the company must install four additional high speed computers. In terms of funds, the HRIS should receive the $55,000 fund increase. Management must eliminate the gap, enhancing the functions of the HRIS department. Surely, the gap analysis shows what should be done to improve the current HRIS (Kavanagh, Thite, & Johnson, 2012).

Summarizing the above discussion, the HRIS includes the improvement of the employment database administration. Information system entails the use of computers. The system incorporates the online hiring process. Overwhelmingly, the Human Resource Information System (HRIS) enhances the Human Resource Information System’s data gathering and maintenance functions.

References:

Armstrong, M. (2012). Armstrong’s Handbook of Human Resource Management. New York: Kogan Page.

Bagdi, S. (2012). Practical Human Resource Information Systems. New York: PHI Learning.

Condrey, S. (2010). Handbook of Human Resource Management. New York: J. Wiley & Sons.

Gueutal, H., Stone, D., (2005). The Brave New World of eHR: Human Resources.

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Management in the Digital Age. San Francisco: Jossey- Bass Press Kavanagh, M., Thite, M., Johnson, R. (2012). Human Resource Information Systems. Thousand Oaks,CA:Sage PublicatioNew York: Sage.

Salman, Y., (2009). The Dynamics of Human Resources. New York: IUniverse Press.

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