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Evolution of HRM over the past two decades
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Recommended: Evolution of HRM over the past two decades
To be competitive in the global marketplace a company must have access to accurate information about current and future employees. (Kavanagh, Thite & Johnson, 2012) To do so, they must provide the tools to human resources (HR) manager to streamline HR processes, reduce HR administration cost, compete effectively for global talent, provide advanced reporting capabilities about the current workforce (Johnson & Gueutal, 2011)
Human Resources Technologies
Human resources technologies are used by managers to attract, hire, retain and maintain human resources, support HR administration, and optimize HR (Dessler, Chhinzer & Cole, 2013, p.50). As Dressler, Chhinzer and Cole points out (2013) company using human resources information systems (HRIS) have a significant advantage over their a competitor who doesn’t has it gives them better ways to communicate with employees, more time to do meaningful HR activities and more information to help decision making processes. This highlights a fundamental change in the role of HR mangers that has evolved from a caretaker mentality to a strategic partner of upper management (Kavanagh, Thite & Johnson, 2012). In the following paragraphs, we will give an historical overview of HRIS as well as primer on the latest trends of this field.
Human Resources Information Systems (HRIS)
HRIS is a global term for any system that is used to manage informations pertaining to HR. Besides the obvious hardware and software, HRIS is also made from people, forms, procedures and data (Kavanagh et al. 1990).
Paper-based system
Paper-based systems are the most rudimentary form of HRIS. (Kavanagh, Thite & Johnson, 2012) They are very limited in their capabilities has most of the data is not consolidated into a central d...
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...mance can be translated to economy going up to 25% of HR budget in company using HRIS with advanced web-based features (Kavanagh, Thite & Johnson, 2012). This highlight how important it is for company to simplify tasks, reduce unrelated work burden of their professionals and increase data gathering and analysis capabilities to remain competitive in the global marketplace.
Works Cited
Dessler, G., Chhinzer, N. & Cole, N. (2013). Human resources management in Canada. (12th ed.). Ontario, CAN: Pearson Education Canada.
Johnson, R. & Gueutal, H. (2012) Transforming HR through technology. Retrieved from https://www.shrm.org/about/foundation/products/Documents/HR%20Tech%20EPG-%20Final.pdf
Kavanagh, M., Thite, M. & Johnson, R. (2012). Human resource information systems: basics, applications, and future directions (2nd ed.). Thousand Oaks, CA: SAGE Publications, Inc.
Bohlander, George, and Scott Snell. Managing Human Resources. 15th. Mason, OH: South-Western Pub, 2009. 98-147. Print.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2014). Fundamentals of human resource management (5th ed.). New York, NY: McGraw-Hill Education.
Mathis, R., & Jackson, J. (2007). Human resource management . (13th ed.). Mason, OH: South-Western Cengage Learning. DOI: www.cengagebrain.com
Mathis, R. L., & Jackson, J. H. (2010). Human resource management (13th ed.). Mason, OH: Thomas/South-western
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
The next step for AES is to establish a human resource information management (HRIM) system. A HRIM system will allow employees to access information contained in the HR manual through a company intranet. A HRIM system could also help AES employees track their training and development, look for courses to take, search for job openings or cross training opportunities throughout the company, and locate benefit information. As AES plants become more geographically dispersed, a HRIM system will help to communicate the company’s values and strategy to all employees.
Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)
The function of Human Resources in corporations usually includes the use of metrics and analytics through collection of data on the employees’ efficiency. HR metrics are used to quantify the cost and the impact of employee programs and HR processes and measure the success or failure of HR initiatives (Missildine, 2013). The company is able to track trends and changes with the data collected as it provides for measurement function that helps with HR planning. HR metrics measure the value of the time and money spent on HR activities in the company and together with HR metrics is the HR analytics which is the process of combining data mining with business analytics techniques to analyze human resources data (Missildine, 2013) and provide an organization with considerations for the effective management of employees and quickly and efficiently reach organizational goals. The main issue lies on whether the managers know what to measure and how measurement must be conducted.
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.
Torrington, D. Hall, L. & Taylor, S. (2005) Human Resource Management. Harlow: Financial Times Prentice Hall
“Around the world, managers are beginning to recognize that human resources deserve attention because they are a significant factor in top-management strategic decisions that guide the organization’s future operation.”(Ivanacevich 2007)
In dynamic, global competitive markets, successful organizations are likely to be staffed with managers capable of adapting to constantly evolving roles, and with the capacity to achieve and sustain optimal levels of performance. The global market place has currently impacted the practice of human resources management in the United States and will continue in the next ten years.
Fisher, C., Schoefeldt, L., & Shaw, J. (1996). Human resource management. (3rd Edition). Princeton, NJ: Houghton Mifflin Company.
Iveta, G. (Mar. 2012). Human Resources Key Performance Indicators. Journal of Competitiveness. Vol. 4, Issue 1. Retrieved from http://www.cjournal.cz/files/89.pdf
Torrington, D., Hall, L. and Taylor, S. (2008). Human Resource Management, 7th ed. Prentice Hall.