187
Common Technologies Used
Table 9-4
Operational Impacts of IT and HR
IT in our HR function
has
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
%
Automated record keeping and
other clerical duties
25.0 52.3 12.5 9.1 1.1
Alleviated administrative burdens 17.0 40.9 22.7 13.6 5.7
Improved HR operating efficiency 31.8 47.7 13.6 5.7 1.1
Increased volume of work 6.8 21.6 31.8 36.4 3.4
Shifted additional administrative
burdens to line managers
because of automation
3.4 27.3 38.6 25.0 5.7
Reduced HR labor force 1.1 18.2 21.6 46.6 12.5
Lowered HR operating costs 1.1 26.1 33.0 34.1 5.7
Eliminated paperwork 4.5 30.7 19.3 33.0 12.5
Improved productivity of
HR employees
19.3 53.4 21.6 4.5 1.1
improved the overall quality of HR services; knowledge management has been im-
proved, but this technology has not reduced bureaucratic red tape.
Common Technologies Used
Various technologies can be used to impact the HR function (Florkowski and Olivas-
Lujan, 2006). One technology is software targeting HR staff and end users. This is
done through increased software automation of responsibilities of the HR function.
Some functions that can be targeted are performance management, talent manage-
ment, and stakeholder management. Another package is integrated HR software
suite applications. These systems provide access to large databases through a
variety of modules and can automate various aspects of the HR function. There is
the ability to share data with these systems. In addition, there is software targeted
toward internal customers as end users. Interactive voice response can be used
to replace a live person for a phone call by automatically targeting individuals to
functions using touchtone buttons. For example, if an employee has a question on
when benefits enrollment takes place, interactive voice response could direct the
84607_CH09_FINAL.indd 187 7/27/11 4:47 PM
Chapter 9 Human Resources Information Systems
188
employee to the correct person to answer that question. HR intranet applications
provide the ability for employees to update information in databases rather than
through HR. Employees may also be able to download forms and view the employee
handbook through the intranet. Self-service applications allow employees to update
individual records such as benefit plans, conduct training, and perform evaluations.
HR extranets can be used to conduct business with vendors of HR. HR portal appli-
cations allow personalized web-based access to all information sources through the
Internet. Web-based employee self-service in the HR function is likely to improve
the effectiveness and efficiency of the organization to focus more on its strategic
roles (Haines and Lafleur, 2008).
Table 9-7 shows four possible methods of contacting HR when employees need
information and/or services (Reddick, 2009a). HRDs in Texas local governments
were asked to specify the percentage of each method that employees typically used to
Table 9-5
Relational Impacts of IT in HR
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
%
Reduced response times to serve
our customers or clients
20.5 62.5 9.1 6.8 1.1
Improved working relationships
with upper management
12.5 36.4 39.8 10.2 1.1
Enhanced our ability to recruit
and retain top talent
5.7 31.8 48.9 12.5 1.1
Received HR staff acceptance 20.5 54.5 20.5 3.4 1.1
Empowered employees and
managers to make more decisions
on their own about needs
6.8 20.5 39.8 29.5 3.4
Improved employee awareness,
appreciation, and use of city
government HR programs
9.1 25.0 44.3 20.5 1.1
Improved line managers’ ability to
meet HR responsibilities
9.1 29.5 37.5 22.7 1.1
Improved quality and timeliness
of service to employees
18.2 62.5 12.5 5.7 1.1
Improved relationships with
citizens and businesses and HR
6.8 31.8 51.1 8.0 2.3
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