Throughout the years, the company has consistently worked towards enhancing Human Resource Management to efficiently handle employees. This endeavor seeks to assist in various activities including managing employee benefits, ensuring workplace contentment, and facilitating business operations.
The utilization of Hunan Resource Information System (HRIS) is one solution for managing various aspects of the Human Resources, payroll, management, and accounting functions within a business. HRIS is a package or online solution that facilitates data entry, tracking, and information requirements. It is typically packaged as a database, with different companies offering different capabilities. Key features of HRIS include employee information management, reporting and analysis, company-related document management (such as employee handbooks, emergency evacuation procedures, and safety guidelines), benefits administration (including enrollment, status changes, and personal information updates), seamless integration with payroll and other financial and accounting systems, as well
...as applicant and resume management.
The HRIS is a comprehensive system that effectively supports various aspects of company management, including attendance, salary increases, performance development programs, training standards, disciplinary actions, personal employee data, and occasionally, management and key employee succession programs. It also helps identify high-potential employees and tracks applicants throughout the interviewing and selection process. A well-functioning HRIS provides information for tracking and analyzing employees, former employees, and applicants to meet a wide range of needs. By using an appropriate HRIS, the HR staff can empower employees to update their own benefits and address changes while freeing up time for more strategic activities. Additionally, the system facilitates employee management, knowledge development, career growth and development opportunities while ensuring fair treatment.
Finally, directors can access the information they need to legally, ethically, and effectively support the success of their reporting employees.
It is important to note that not all companies currently utilize this HRIS system. Some smaller companies still rely on traditional methods for managing both the direction and the employees. This could be due to limited financial resources to invest in HRIS software.
The lack of concern for the importance and effectiveness of HRIS among some companies is due to their belief that software is unnecessary for small businesses. This research seeks to provide a comprehensive understanding of how HRIS plays a role in Human Resource Management and its impact.
BACKGROUND OF THE STUDY
Supervisors and managers bear significant responsibilities in various HRM activities, including planning, recruiting, selection, and training. These tasks involve job analysis, assessing labor needs, employee hiring, development and guidance, compensation management, communication (including guidance and discipline), and fostering employee commitment. Managers at all levels have long prioritized human resource management (HRM) concerns as they rely on effective people management to achieve their objectives (Dessler et al., 2000). To gain insight into the strategic role of Human Resource Information System (HRIS) in SHRM, this research study is being conducted.
The main objective is to demonstrate how the HRIS can improve the competencies of human resource management tasks. In order to remain competitive in the market, businesses must enhance their performance in a similar manner to human resource management. Strategic human resource management plays a crucial role within the company, overseeing all aspects related to people such as employees, managers, and internal connections. The HRIS holds strategic and managerial importance. Research and practical experience both indicate that an efficient HRIS enables tracking and analysis of various factors concerning employees, former employees, and job applicants.
The company needs to
select a Human Resources Information System (HRIS) and customize it to suit their requirements. Previous research in HRIS literature suggests that there is a general belief that higher-level HRIS leads to better performance outcomes. Past studies have mainly focused on exploring the impact of HRIS on strategic human resource management, taking into account factors like job roles and company size. This study aims to build upon previous research by additionally analyzing the effects of job roles, company size, and human resource competencies.
DATA ANALYSIS/FINDINGS
RESPONSE Rate
The analysis encompasses all 100 questionnaires that were distributed, as they have complete responses. Table 4.1 below demonstrates an equal division of the sample between males and females. Upon conducting the study, we discovered no missing values in the questionnaire, as respondents answered all inquiries.
NORMALITY
Presenting data is essential for information analysis.
During the testing of information, we will assess the normality of the collected information. It is important to confirm normality before proceeding to the next step. To ascertain normality, we will compare the mean, standard deviation, skewness, and kurtosis values. For data to be considered normal, the mean must exceed the standard deviation and the skewness value must fall within -2 to 2 range, while the kurtosis value must be between -3 to 3.
Descriptive Statistics
According to table 4.2, three independent variables have a skewness value within -2 to 2 range indicating normality. The kurtosis values also fall within -3 to 3 range which measures "peakedness" of a probability distribution.
Therefore, the data collected falls within the normal range as it does not exceed the minimum and maximum values. In terms of HR competencies, its kurtosis value is 2.300 which is below the maximum
value. However, for occupation functions, the kurtosis value of 0.458 exceeds the minimum value of -3. Lastly, in relation to company size, its kurtosis value of 2.843 is lower than the maximum kurtosis value.
RELIABILITY ANALYSIS
Internal dependability can be assessed using Cronbach's Alpha, which is calculated based on the average correlation of standardized scores within a given test. Cronbach's Alpha ranges from 0 to 1 and represents a correlation coefficient. A value above 0.7 indicates internal consistency of variables.
The impact of Human Resource Information System (HRIS) on Strategic Human Resource Management (SHRM) is vital for ensuring uninterrupted operations for the company. Dependability analysis for job functions can be found in Table 4.3 above.
The text reveals that the variable assessed has a Cronbach's Alpha value of 0.750, indicating a favorable outcome as all participants share a similar sentiment towards occupational functions. Additionally, it highlights the significance of competencies in Human Resource management, specifically how employee performance impacts company operations. Monitoring employee performance allows for determining whether HR employees comprehend their HR management responsibilities and perform accordingly using HRIS. The reliability test verifies that Cronbach's Alpha exceeds 0.700, recording a value of 0.927.
This indicates that all respondents have similar positions regarding HR competencies. The size of the company determines whether it is related to HRIS or not. Not only large companies, but small companies can also utilize HRIS. This is because using this package makes managing employees much easier compared to traditional methods. The reliability test showed that the Cronbach's Alpha for company size is 0.743, which exceeds 0.700.
This reinforces the idea that all respondents share a similar viewpoint on matters related to company size. When any
of these factors are excluded, the Cronbach's Alpha consistently decreases compared to each contract's Cronbach's Alpha. Therefore, there is no necessity to eliminate any items.
REGRESSION/COEFFICIENTS
The utilization of regression allows for examining the ability of one or a set of independent variables (predictors) to forecast a dependent variable (standard).
Regression is a more advanced version of correlativity that not only offers details on the relationship and significance of the dependent and independent variables, but also makes forecasts based on predictions. The least square method, a basic mathematical technique that guarantees optimal placement of a straight line through points on a scatter plot, is employed by regression to determine how much of the variation in the dependent variable can be explained by the independent variable. Coefficients are used to assess whether a hypothesis should be accepted or rejected, with a significance level below 0.05 needed for accepting a hypothesis.
Any hypothesis with a significant level greater than 0.05 should be rejected, while a significant level less than 0.05 indicates the acceptance of the hypothesis.
The table above shows that the R value is 0.821, indicating a strong positive relationship between occupation functions and size of the company, and competencies in human resource tasks.
However, only 18.0% of the variations in competencies can be explained by these independent variables, as indicated by the R square value of 0.675.
In terms of occupation functions, the significant level is 0.000 which is less than 0.05, leading to the rejection of the hypothesis that there is no relationship between human resource information system functions and occupation functions.
Therefore, we must accept the hypothesis (H1) that there is a relationship between the functions of the human resource information
system in terms of occupation functions. The significance level for the size of the company is 0.006, and we must reject the null hypothesis (H0) because the significance level for the size of the company is less than 0.05. We must also accept the hypothesis (H1) that there is a relationship between the functions of the human resource information system in terms of the size of the company.
Crosstabs
The following rating crosstabs show ratings based on one demographic factor: "what is your place in the company." The cross variable examined is one of particular interest: occupation functions.
This analysis aims to examine the respondent's response based on their position in the company and its impact on a specific factor. The tables below depict the frequency of occupation functions and their relation to the respondent's position in the company. From table point 1, it is evident that the highest score is _____, predominantly coming from _____.
Factor Analysis
To assess potential issues arising from observations that fail to meet regression assumptions, researchers analyze the deviations. Residuals are the discrepancies between observed (sample) values of dependent variables and predictions derived from the regression model. Researchers perform a residual analysis to identify any violations of regression assumptions. This analysis involves plotting standardized residuals on a normal probability plot and a scatterplot.
Normal Probability Plot of Regression Standardized Remainders
It compares the observed standardized remainders to the expected standardized remainders from a normal distribution. If the observed remainders follow a normal distribution, they will be close to the 45o line shown on the plot. In this study, all the observed remainders for each independent variable fall on or close to
the 45o line, indicating that the remainders for all five variables are normally distributed.
Scatterplot
It compares the standardized predicted values of the dependent variable to the standardized remainders from the regression equation.
If the scatterplot of remainders does not show significant differences in their spread and most of the points fall within a range of -2 to +2, it indicates an additive relationship. The scatterplot of the full three concept in this study also reveals no major differences in the spread of remainders, with most points falling within -2 to +2. Consequently, the researchers conclude that these full three concepts suggest an additive relationship between the independent and dependent variables.
Discussion
The Human Resource Information System (HRIS) concept encompasses several factors: HR competencies, job functions, and company size, as explained in the literature review. These factors are believed to be crucial in determining HRIS performance. To obtain a result, researchers analyze data and findings that highlight two significant factors in explaining HRIS performance: job functions and company size.
In information analysis and findings, the research workers used 95 % assurance interval to prove multiple arrested development whether to accept or make non accept the hypothesis create. So here, any important value big than demand to accept the H0 and do non accept H0 for any important value which is little than which means the research workers need to accept H1. A consequence of the hypothesis is shown below.
Hypothesis 1:
There is the relationship between the use of HRIS in term of competencies of HR undertaking applied H1 accepted and do non-accept H0.
The findings
demonstrate strong support for the idea that HRIS plays a key role in strategic HR initiatives. The results align with an increased trust in HRIS by organizations to support strategic HR activities, as well as higher professional evaluations for HR professionals after using HRIS. Therefore, Hypothesis 1 is confirmed.
Hypothesis 2: There is a correlation between the use of HRIS in terms of job functions. Hypothesis 1 is accepted and Hypothesis 0 is not accepted. The job functions of HR employees and managers will impact the likelihood of HRIS implementation in a company.
A higher percentage of using HRIS is associated with a greater level of direction placement. There is evidence indicating that HRIS is used to assist in strategic HR tasks. These findings are consistent with the growing dependence of organizations on HRIS for strategic HR tasks, thus confirming hypothesis 2.
Hypothesis 3: The use of HRIS is correlated with the size of the company. H1 is accepted while H0 is not accepted.
The use of HRIS in SMEs and big organizations varied. In other words, the use of HRIS depended on the type of organization. Big companies preferred using HRIS more than SMEs. Additionally, the consequences of determining the extent of HRIS use for specific strategic HR tasks were as follows:
Communication
There was a significant difference in the proportion of SMEs and big companies using HRIS for communication as an HR task. There was strong evidence that SMEs had lower usage compared to big companies. This also applied to human resource development and workplace acquisition.
The trial revealed that there was no significant difference in the proportion of users from SMEs and big companies who utilize HRIS for human
resource development and workplace acquisition. There was no evidence to suggest that the extent of usage by SMEs differed.
Career direction
However, there was a notable disparity in the proportion of users between SMEs and big companies in terms of using HRIS to support career direction as a strategic HR initiative. There was evidence to indicate that the extent of HRIS usage for career direction by big companies was higher.
Commitment direction
The survey revealed that there was no significant disparity in the utilization of HRIS for supporting Commitment direction as a strategic HR initiative between SMEs and large companies.
Leadership direction
In contrast, there was a significant difference in the usage of HRIS for supporting Leadership direction as a strategic HR initiative between SMEs and large companies. It was evident that big companies had a higher degree of HRIS usage in the context of leadership direction.
Business procedure reengineering
Moreover, it was observed that there was a significant distinction in the utilization of HRIS for facilitating business procedure reengineering as a strategic HR initiative between SMEs and large companies.
Once again, large companies had stronger evidence of using HRIS to support business process reengineering. Managing trade union dealings with the organization also showed a difference in usage between SME and large companies, with limited usage in SMEs.
Decision-making
also had a significant difference in usage between SME and large companies when using HRIS as a strategic HR task.
There was evidence suggesting that HRIS usage for decision-making was lower in SMEs. Additionally, there was overall evidence indicating a difference in the proportion of users between SMEs and large companies
using HRIS to support specific strategic HR tasks. SMEs had limited usage of HRIS for specific strategic HR tasks compared to large companies. Thus, it can be concluded that small and medium-sized companies use HRIS differently than large companies when it comes to supporting strategic HR tasks. This supports Hypothesis 3. An organization gains a competitive advantage by effectively utilizing its employees, leveraging their expertise and creativity to meet clearly defined objectives.
According to Torrington et al., (2005: 5), the function of human resource maps is identified with the cardinal aims.
Restriction
In examining the rhetoric of "The best public presentation HRIS in Human Resource Management", it is evident that grounds cannot be assumed and further research is needed, particularly concerning the impact of organization performance on Human Resource Management. Research supports the concept of a research model and performance evidence, affirming the importance of clearly defining study system boundaries as different scopes may yield varying results. Research also confirms that using the Human Resource Information System (HRIS) can change the progress of Human Resource Management in effectively managing employees. Lastly, research sparks discussion regarding the type of performance that can be enhanced thanks to HRIS.
According to Swink et al. (2007), Stonebreaker and Liao (2004), and Zailani and Rajagopal (2005), research on human resource information system performance indicates that there are limitations in viewing human resource information performance as a broad concept. Our findings confirm this and highlight the need for a multi-dimensional approach that considers not only the system itself but also performance and context. The size of our sample is another limitation of this study, as it consists of divisions of Human Resource employees and managers
from various countries. Due to the difficulty in finding a representative sample, we only approached Master Students in Business Administration at the University of Malaya, as some of them work in the Human Resource or management field.
In this study, we have observed that not all students fully understand the concept of "The Role of Human Resource Information Systems (HRIS) in Strategic Human Resource Management (SHRM)". As a result, our support for this objective is not 100% complete. Some students may provide different results, especially since the samples are small. Nevertheless, we believe that these results can still provide important guidelines for replicating the study on a larger sample size. In fact, results from a larger and more diverse sample could serve as a better basis for completely revising the model. However, given the nature of the questions related to human resource management performance on a human resource information system, the low number of divisions involved and the low response rate are not considered uncommon.
Despite these restrictions, the survey remains useful in clarifying the impact of human resource management performance on the human resource information system.
Decision
This research has distributed questionnaires to white-collar respondents in order to obtain accurate information. As a result, this research contributes to the understanding of the concept of human resource information system and its impact on human resource management performance. The model provided has served as a guideline for conducting the research. The review also serves as a starting point for developing research questions regarding the human resource information system for future studies.
From the treatment, it can be concluded that there is a relationship between two variables: occupation functions and size of
the company, with the competencies of human resource undertaking or public presentation. This implies that implementing a human resource information system (HRIS) in human resource management can enhance public performance through occupation functions and company size. The results indicate that the increase in human resource performance is entirely influenced by the HRIS. Therefore, companies should conduct research or analyze the impact of HRIS. Most companies today utilize this software as it assists with improving employee management and enhancing overall performance.
In the other manus, the human resource information system and its relationship or consequence to the competences in human resource undertaking or public presentation is an interesting research subject. Therefore, the hereafter research is needed in order to acquire a deepness understanding of the effects of human resource information system (HRIS) in strategic human resource direction (SHRM) public presentation.
Recommendations and Suggestions for Further Research
While this survey has confirmed bing surveys into HRIS, it provides a platform for future work in this country, which should concentrate on a figure of issues. First, elaborate research would be needed to research the function of HRIS in SHRM, particularly; with a much, bigger sample size and a higher response rate so that a deeper analysis can be done for generalization. Second, HRIS represents a big investing determination for companies of all sizes. However, SMEs are progressively neglecting to utilize HRIS in support of strategic HRM undertakings.
It would be interesting for future research to investigate why SMEs are reluctant to invest time and resources in implementing HRIS for strategic HR projects. This analysis would allow for a careful examination and consideration of the application of HRIS to strategic HR projects,
as successful implementation brings numerous benefits such as improved accuracy, timely information provision, and cost savings. Additionally, further investigation into the use of HRIS to support trade unions' interactions with organizations is necessary. This would enable both trade unions and employers to effectively and efficiently manage and resolve conflicts and other labor-related issues. Lastly, as HRIS becomes increasingly crucial in SHRM performance, researchers should expand their efforts to understand the changes and threats it brings.
Human resource information systems (HRIS) can be a key tool for HR professionals to successfully balance their various roles, such as administrative expert, employee advocate, change agent, and strategic partner (Ulrich, 1998). However, there is a risk that large investments in HRIS will not improve HR professionals' satisfaction or make the performance of strategic human resource management (SHRM) tasks more cost-effective. This could be due to low acceptance of technology among intended users, inappropriate technology choices, or other factors. Therefore, caution should be exercised when investing in these innovations until more is known.
