HR Roles and Information Systems
Table 9-2
Success Factors of IT and HR
Success Factors Percent
Improved data accuracy 71.6
Service improvement 64.8
Enable HR to serve more strategically 53.4
Quality improvement 51.1
HR staff acceptance 43.2
Employee and manager acceptance 33.0
Employee and managers make better decisions 28.4
Recruit key talent 25.0
Meeting costs savings 23.9
Table 9-3
Barriers to Adoption of IT and HR
Barriers Percent
Inadequate budgeting/funding 67.0
Technical infrastructure not in place 48.9
Staff resistant to change 28.4
Security/privacy fears 22.7
Inadequate change management 19.3
Lack of support from elected officials 19.3
Inability to prove need, show potential payback 15.9
Lack of CAO or city manager support 10.2
HR Roles and Information Systems
HR roles have been transitioning from focusing on operational and administrative to
being more strategic, consultative, and proactive (Gardner et al., 2003). First, using
HR strategically means making it a strategic partner in the organization. A strategic
84607_CH09_FINAL.indd 185 7/27/11 4:47 PM
Chapter 9 Human Resources Information Systems
partner means helping HR manage resources and aligning it with the strategic plan
of the organization. Second, HR managers must be able to deliver an efficient HR
system through, for example, staffing and training. The third role is being a cham-
pion of employees by increasing employee commitment through management trans-
formation using HR as a change agent.
There are essentially three stages of use of IT and its impact on HR: operational,
informational and relational, and transformation. In the operational stage IT is used
primarily to reduce the need for personnel to perform routine tasks through automa-
tion. IT automation reduces the amount of routine work to be performed, providing
more opportunities for individuals to think and use their skills for more important
functions of HR. Examples of tasks that need to be automated are personnel report-
ing and record keeping. Information and relational aspects go beyond automation to
focus on effectiveness and benefits for those that use the system in the organization.
Information can provide a level of transparency and accountability so individuals
know more about what is taking place in their organization. This allows employees
to more easily access and evaluate information. For example, they can access their
personal statistics and change them if need be. Third, the transformation impact of
IT and HR fosters a climate of professionals trying to be innovative and change the
organization. This enables HR professionals to create innovative practices to better
deliver HR services to their clients. Survey evidence is shown demonstrating the
impact on all three stages of IT use in public sector HR.
Table 9-4 shows the operational impact of IT in HR for municipal governments
in Texas (Reddick, 2009a). This table shows that improving efficiency was a major
operational goal for these governments. Another high level of agreement was for IT
automating record keeping and clerical duties. Increasing the productivity of HR
employees showed a high level of agreement in the operational area. There was, how-
ever, disagreement that IT will reduce the labor force. There was disagreement that IT
impacted the operational area of eliminating paperwork and lowering operating costs.
The results in Table 9-4 show that IT did have an impact on improving HR operations,
with the greatest impact seen through increased operational efficiency, automation of
routine tasks, and increasing productivity of HR workers. However, HRIS was not able
to reduce the HR labor force or eliminate paperwork for the municipal government.
Table 9-5 shows relational aspects of IT and HR through survey evidence of
Texas municipal governments (Reddick, 2009a). HRIS reduced the response times
to serve customers and clients, improved the quality and timeliness of services to
municipal employees, and achieved staff acceptance. Overall, the relational aspects
of HRIS indicated that it had an impact on municipal governments and their IT
function, similarly to the operational impacts.
Table 9-6 provides information on the transformation impact of IT and HR (Reddick,
2009a). There was a high level of agreement that it has improved overall quality of
HR services. HRIS increased knowledge management or the creation, capture, transfer,
and use of knowledge in the organization and enabled managers of HR to become
more effective at their jobs. Overall, the transformational impacts show that HRIS
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