apa format
1-2 paragraphs
references
Review the types of human resource information systems (HRIS) of the textbook. Then respond to the following:
- Explain which HRIS types your current or previous employer utilizes.
- If your current or previous organization does not utilize a HRIS, which types would you recommend? How does the utilization of those systems promote transformational HR activities?
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Human Resource
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Fourth Edition
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Fourth Edition
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Human Resource
Information Systems
Fourth Edition
Editors
Michael J. Kavanagh
University at Albany, State University of New York
Richard D. Johnson
University at Albany, State University of New York
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Human Resource
Information Systems
Fourth Edition
Editors
Michael J. Kavanagh
University at Albany, State University of New York
Richard D. Johnson
University at Albany, State University of New York
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Library of Congress Cataloging-in-Publication Data
Names: Kavanagh, Michael J., editor. | Johnson, Richard David, editor.
Title: Human resource information systems : basics, applications, and
future directions / editors Michael J. Kavanagh, State University of
New York, Albany, Richard D. Johnson, State University of New York,
Albany.
Description: Fourth edition. | Los Angeles : SAGE, [2018] |
Includes bibliographical references and index.
Identifiers: LCCN 2017008269 | ISBN 9781506351452
(pbk. : alk. paper)
Subjects: LCSH: Personnel management—Information technology. |
Personnel management—Data processing.
Classification: LCC HF5549.5.D37 H86 2018 | DDC 658.300285—dc23
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BRIEF CONTENTS
Preface xxii
Acknowledgments xxvii
PART I • HUMAN RESOURCE INFORMATION
SYSTEMS (HRIS): THE BACKBONE
OF MODERN HR 1
Chapter 1 • A Brief History and Overview of Technology in HR 2
Chapter 2 • Database Concepts and Applications in HRIS 24
Chapter 3 • Systems Considerations in the Design of an HRIS:
Planning for Implementations 45
PART II • MANAGING HRIS IMPLEMENTATIONS 67
Chapter 4 • The Systems Development Life Cycle and
HRIS Needs Analysis 68
Chapter 5 • System Design and Acquisition 91
Chapter 6 • Change Management and Implementation 118
Chapter 7 • Cost Justifying HRIS Investments 148
PART III • ELECTRONIC HUMAN
RESOURCE MANAGEMENT (eHRM) 181
Chapter 8 • HR Administration and HRIS 182
Chapter 9 • Talent Management 224
Chapter 10 • Recruitment and Selection in an Internet Context 257
Chapter 11 • Training and Development: Issues and
HRIS Applications 289
Chapter 12 • Performance Management, Compensation,
Benefits, Payroll, and HRIS 325
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PART IV • ADVANCED HRIS
APPLICATION AND FUTURE TRENDS 357
Chapter 13 • HRIS and International HRM 358
Chapter 14 • HR Metrics and Workforce Analytics 387
Chapter 15 • HRIS Privacy and Security 422
Chapter 16 • HRIS and Social Media 444
Chapter 17 • The Future of HRIS: Emerging Trends in HRM and IT 463
Glossary 480
References 497
Author Index 528
Subject Index 538
About the Editors 557
About the Contributors 558
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DETAILED CONTENTS
Preface xxii
Acknowledgments xxvii
PART I • HUMAN RESOURCE INFORMATION
SYSTEMS (HRIS): THE BACKBONE
OF MODERN HR 1
Chapter 1 • A Brief History and Overview of Technology in HR 2
By Richard D. Johnson and Michael J. Kavanagh
Editors’ Note 2
Chapter Objectives 3
HRIS in Action 3
Introduction 6
HR Activities 6
Technology and Human Resources 7
What Is an HRIS? 7
eHRM and HRIS 8
The Value and Risks of HRIS 9
Types of HRIS 11
Evolution of HRM and HRIS 12
Pre–World War II 12
Post–World War II (1945–1960) 13
Social Issues Era (1963–1980) 15
Cost-Effectiveness Era (1980–Early 1990s) 15
ERPs and Strategic HRM (1990–2010) 16
“The Cloud” and Mobile Technologies (2010–Present) 17
HRIS Within the Broader Organization and Environment 18
Themes of the Book 19
Summary 20
Key Terms 20
Discussion Questions 21
Case Study: Position Description and Specification for an
HRIS Administrator 21
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Chapter 2 • Database Concepts and Applications in HRIS 24
By Janet H. Marler and Barry D. Floyd
Editors’ Note 24
Chapter Objectives 25
Introduction 25
Data, Information, and Knowledge 26
Database Management Systems 27
Early DBMSs 29
Relational DBMSs 30
Data Sharing Between Different Functions 31
Data Sharing Between Different Levels 31
Data Sharing Across Locations 32
Key Relational Database Terminology 33
Entities and Attributes 33
Tables 33
Relationships, Primary Keys, and Foreign Keys 34
Queries 35
Forms 36
Reports 37
MS Access—An Illustrative Personal Database 37
Designing an MS Access Database 38
HR Database Application Using MS Access 39
Other HR Databases 39
Data Integration: Database Warehouses, Business Intelligence,
and Data Mining 41
Big Data and NOSQL Databases 42
Summary 43
Key Terms 44
Discussion Questions 44
Case Study: Building an Application Database 44
Chapter 3 • Systems Considerations in the Design
of an HRIS: Planning for Implementations 45
By Michael D. Bedell and Michael L. Canniff
Editors’ Note 45
Chapter Objectives 46
HRIS in Action 46
Introduction 47
HRIS Customers/Users: Data Importance 48
Employees 49
Nonemployees 51
Important Data 52
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HRIS Architecture 52
HRIS Evolution 52
Client-Server (Two-Tier) Architecture 53
Three-Tier and N-Tier Architecture 53
Cloud Computing—Back to the Future?! 56
Mobile Access 57
Security Challenges 57
Best of Breed 58
Talent Management 59
Time and Attendance 59
Payroll 60
Benefits 60
Planning for System Implementation 61
Summary 62
Key Terms 63
Discussion Questions 63
Case Study: Vignette Revisited 63
� INDUSTRY BRIEF 65
PART II • MANAGING HRIS IMPLEMENTATIONS 67
Chapter 4 • The Systems Development Life Cycle and
HRIS Needs Analysis 68
By Lisa M. Plantamura and Richard D. Johnson
Editors’ Note 68
Chapter Objectives 69
HRIS in Action 69
Introduction 70
The Systems Development Life Cycle 71
Analysis 73
Needs Analysis 74
1. Needs Analysis Planning 75
2. Observation 77
3. Exploration 80
4. Evaluation 84
5. Reporting 85
Summary 87
Key Terms 87
Discussion Questions 88
Case Study: “Planning the Needs of Other Organizations” 88
� INDUSTRY BRIEF 89
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Chapter 5 • System Design and Acquisition 91
By Richard D. Johnson and James H. Dulebohn
Editors’ Note 91
Chapter Objectives 92
HRIS in Action 92
Introduction 93
Design Considerations During the Systems Development Life Cycle 94
Logical Design 95
Two Ways to View an HRIS: Data Versus Process 96
Logical Process Modeling With Data Flow Diagrams 97
Creating and Using the DFD 99
Physical Design 100
Working With Vendors 104
Vendor Selection 108
Assessing System Feasibility 109
Technical Feasibility 109
Operational Feasibility 110
Legal and Political Feasibility 112
Economic Feasibility 112
Summary 113
Key Terms 113
Discussion Questions 114
Case Study: Vignette Continued 114
� INDUSTRY BRIEF 116
Chapter 6 • Change Management and Implementation 118
By Richard D. Johnson and Michael J. Kavanagh
Editors’ Note 118
Chapter Objectives 119
HRIS in Action 119
Introduction 120
Change Management 121
The Change Management Process: Science and Art 122
Models of the Change Process 123
Overview of Organizational Change 123
Selected Change Models 124
Lewin’s Change Model 124
Change Equation Formula 127
Nadler’s Congruence Model 127
Kotter’s Process of Leading Change 129
Important Reminders Regarding Change Models 129
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Why Do System Failures Occur? 131
Leadership 131
Planning 133
Communication 133
Training 135
HRIS Implementation 136
Data Migration 136
Software Testing 137
System Conversion 137
Documentation 138
Training 139
Resistance to Change 139
User Acceptance 141
Critical Success Factors in HRIS Implementation 142
Summary 144
Key Terms 144
Discussion Questions 144
Case Study: The Grant Corporation 145
Chapter 7 • Cost Justifying HRIS Investments 148
By Kevin D. Carlson and Michael J. Kavanagh
Editors’ Note 148
Chapter Objectives 149
HRIS in Action 149
Introduction 150
Justification Strategies for HRIS Investments 152
Evolution of HRIS Justification 152
Approaches to Investment Analyses Make a Difference: Some Guidelines 153
HRIS Cost-Benefit Analysis 156
Identifying Sources of Value for Benefits and Costs 157
Direct Benefits 157
Indirect Benefits 158
Implementation Costs 161
Estimating the Value of Indirect Benefits 163
Estimating Indirect Benefit Magnitude 163
Direct Estimation 164
Benchmarking 164
Internal Assessment 165
Mapping Indirect Benefits to Revenues and Costs 166
Methods for Estimating the Value of Indirect Benefits 167
Average Employee Contribution 168
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Estimating the Timing of Benefits and Costs 171
The Role of Variance in Estimates 171
Avoiding Common Problems 172
Packaging the Analysis for Decision Makers 174
Summary 175
Key Terms 175
Discussion Questions 176
Case Study: Justifying an HRIS Investment at Investment Associates 176
� INDUSTRY BRIEF 178
PART III • ELECTRONIC HUMAN
RESOURCE MANAGEMENT (eHRM) 181
Chapter 8 • HR Administration and HRIS 182
By Linda C. Isenhour
Editors’ Note 182
Chapter Objectives 183
HRIS in Action 183
Introduction 184
Technical Support for Job Analysis 184
Approaches and Techniques 185
HRIS Applications 186
The HRIS Environment and Other Aspects of HR Administration 187
HRM Administration and Organizing Approaches 187
Service-Oriented Architecture and eXtensible Markup Language 188
Advantages of XML-Enhanced SOA 189
Theory and HR Administration 191
Self-Service Portals and HRIS 193
Shared-Service Centers and HRIS 196
Outsourcing and HRIS 199
Offshoring and HRIS 203
Summary of HR Administration Approaches 205
Legal Compliance and HR Administration 205
HR Administration and Equal Employment Opportunity 207
U.S. Civil Rights Act of 1964, Title VII, and the EEO-1 Report 207
EEO-1 Report (Standard Form 100) 208
EEO-1 and HRIS 209
Occupational Safety and Health Act Record Keeping 211
OSHA Form 300 (Log of Work-Related Injuries and Illnesses) and HRIS 212
Technology, HR Administration, and Mandated Governmental Reporting 213
Summary of Government-Mandated Reports and Privacy Requirements 215
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HR Strategic Goal Achievement and the Balanced Scorecard 215
HRM and the Balanced Scorecard 217
HR Scorecard and Balanced Scorecard Alignment 218
Summary 219
Key Terms 220
Discussion Questions 220
Case Study: Talent Management at CalleetaCO 221
Chapter 9 • Talent Management 224
By Kevin M. Johns and Michael J. Kavanagh
Editors’ Note 224
Chapter Objectives 225
HRIS in Action 225
Introduction 227
Defining Talent Management 227
Importance of Talent Management 228
The Talent Management Life Cycle 228
Attributes for Talent 230
Job Analysis and Human Resource Planning: Part of TM 232
Job Analysis 232
Human Resource Planning (HRP) 232
Phase 1: Setting HRP Objectives 233
Phase 2: Planning HR Programs 235
Phase 3: Evaluation and Control 236
Workforce Management/Human Resource Planning With an HRIS 236
Long- and Short-Term Strategic Importance of Talent Management 236
Talent Management and Corporate Strategy 237
Anticipating Change and Creating an Adaptable Workforce 239
Talent Management and Corporate Culture 240
Talent Management and Information Systems 242
The Link Between Talent Management and Human Resource
Information Systems 242
Talent Management Software Packages 245
Trends in Talent Management Software 247
Recruiting Top Talent Using Social Networking Sites (SNSs) 248
Using Information Systems to Set Goals and Evaluate Performance 249
Using Analytics for Talent Management 249
Workforce Analytics and Talent Management 250
Measuring the Success of Talent Management 251
Summary 252
Key Terms 253
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Discussion Questions 254
Case Study: Vignette Case Continued 254
� INDUSTRY BRIEF 255
Chapter 10 • Recruitment and Selection in an Internet Context 257
By Kimberly M. Lukaszewski, David N. Dickter, and Brian D. Lyons
Editors’ Note 257
Chapter Objectives 258
HRIS in Action 258
Introduction 260
Recruitment and Technology 260
The Impact of Online Recruitment on Recruitment Objectives 261
Attributes of the Recruiting Website 269
Recruitment Strategies and Social Networking 272
The Relationship of e-Recruiting and HRIS 272
Online Recruitment Guidelines 273
Selection and Technology 274
What Are Selection Tests and Assessments, and Why Are They Used? 274
Why Is Understanding Assessment Important for HRIS? 276
Technology Issues in Selection 276
Applying HRIS to Selection and Assessment 281
Demonstrating the HRM’s Value With HRIS Selection Applications 282
Summary 285
Key Terms 285
Discussion Questions 286
Case Study: Recruitment and Selection in a Global Organization 286
Chapter 11 • Training and Development:
Issues and HRIS Applications 289
By Ralf Burbach and Steven Charlier
Editors’ Note 289
Chapter Objectives 290
HRIS in Action 290
Introduction 292
Training and Development: Strategic Implications and
Learning Organizations 293
Systems Model of Training and Development 296
Training Metrics and Cost-Benefit Analysis 310
HRIS Applications in Training 312
HRIS/Learning Applications: Learning Management Systems 316
HRIS T&D Applications: Implementation Issues 319
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Summary 321
Key Terms 321
Discussion Questions 322
Case Study: Training and Development at Meddevco 322
� INDUSTRY BRIEF 323
Chapter 12 • Performance Management, Compensation,
Benefits, Payroll, and HRIS 325
By Charles H. Fay and Renato E. Nardoni
Editors’ Note 325
Chapter Objectives 326
HRIS in Action 326
Introduction 328
The Meaning of Work 328
Performance Management 330
Overview 330
Typical Data Inputs 334
Typical Reports 336
Data Outflows 336
Decision Support 336
Compensation 338
Overview 338
Typical Data Inputs 341
Typical Reports 342
Data Outflows 342
Decision Support 342
Benefits 344
Overview 344
Typical Data Inputs 346
Typical Reports 347
Data Outflows 347
Decision Support 348
Payroll 350
Overview 350
Typical Data Inputs 350
Typical Reports 352
Data Outflows 352
Decision Support 352
Summary 352
Key Terms 353
Discussion Questions 354
Case Study: Grandview Global Financial Services, Inc. 354
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PART IV • ADVANCED HRIS APPLICATIONS
AND FUTURE TRENDS 357
Chapter 13 • HRIS and International HRM 358
By Michael J. Kavanagh, Miguel R. Olivas-Luján, and John W. Michel
Editors’ Note 358
Chapter Objectives 359
HRIS in Action 359
Introduction 360
Types of International Business Operations 362
Going Global 364
Differences in HRM in MNEs 367
Key HR Management Issues in MNEs 368
HR Programs in Global Organizations 370
International Staffing 370
Selecting Global Managers: Managing Expatriates 370
Training and Development of Expatriates 374
Performance Appraisal in MNEs 377
Managing International Compensation 378
HRIS Applications in IHRM 381
Introduction 381
Organizational Structure for Effectiveness 381
IHRM–HRIS Administrative Issues 382
HRIS Applications in MNEs 383
Summary 384
Key Terms 384
Discussion Questions 385
Case Study: Global Issues in a Multinational Company 385
Chapter 14 • HR Metrics and Workforce Analytics 387
By Kevin D. Carlson and Michael J. Kavanagh
Editors’ Note 387
Chapter Objectives 388
HRIS in Action 388
Introduction 389
A Brief History of HR Metrics and Analytics 390
Limitations of Historical Metrics 396
Contemporary HR Metrics and Workforce Analytics 397
Understanding Workforce Analytics Practices 397
HR Metrics 397
Workforce Analytics 397
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HR Metrics, Workforce Analytics, and Organizational Effectiveness 399
A Common and Troublesome View 400
Maximizing the Impact of Workforce Analytics Efforts 400
Triage in Evaluating Workforce Analysis Opportunities 401
So Where Are the Best Workforce Analytics Opportunities
Likely to Be Found? 402
HR Process Efficiency 402
Operational Effectiveness 402
Strategic Realignment 403
Starting With the End in Mind 403
An Example Analysis: The Case of Staffing 405
Evaluating Recruitment Effectiveness (D3) 407
Evaluating the Effectiveness of Job Offer Decisions (D4) 408
Evaluating Job Acceptance Performance (D5) 410
Assessing the Financial Impact of Staffing Decisions: Utility Analysis 412
Building a Workforce Analytics Function 413
Getting Started 413
Understanding Why 413
Putting HR Metrics and Analytics Data in Context 414
Reporting What We Find 415
HR Dashboards 416
Useful Things to Remember About HR Metrics and Analytics 417
Don’t “Do Metrics” 417
Bigger Is Not Always Better 417
HR Metrics and Analytics Is a Journey—Not a Destination 417
Be Willing to Learn 418
Avoid the Temptation to Measure Everything Aggressively 418
Workforce Analytics and the Future 418
Summary 419
Key Terms 419
Discussion Questions 420
Case Study: Regional Hospital 420
Chapter 15 • HRIS Privacy and Security 422
By Humayun Zafar and Dianna L. Stone
Editors’ Note 422
Chapter Objectives 423
HRIS in Action 423
Introduction 423
Employee Privacy 425
Unauthorized Access to Information 426
Unauthorized Disclosure of Information 427
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Data Accuracy Problems 427
Stigmatization Problems 428
Use of Data in Social Network Websites 429
Lack of Privacy Protection Policies 429
Components of Information Security 430
Brief Evolution of Security Models 430
Security Threats 432
Information Policy and Management 436
Fair Information Management Policies 436
Effective Information Security Policies 438
Contingency Planning 440
Summary 441
Key Terms 441
Discussion Questions 442
Case Study: Practical Applications of an Information Privacy Plan 442
Chapter 16 • HRIS and Social Media 444
By Stephanie Black
Editors’ Note 444
Chapter Objectives 445
Introduction 445
Global Usage of Social Media 446
Social Media and HR Practices 448
Organizational Recruitment and Selection 448
Training and Development 451
Internal Communication and Engagement 452
Concerns Over Social Media 453
Corporate Social Media Policies 453
Recruitment and Selection 454
Validity of SMWs in Selection 455
Privacy Concerns 456
Diversity Concerns 457
Federal and State Guidelines 458
Research-Based Tips for the Use of Social Media in HR 459
Summary 461
Key Terms 461
Discussion Questions 462
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Chapter 17 • The Future of HRIS: Emerging Trends in HRM and IT 463
By Richard D. Johnson and Michael J. Kavanagh
Editors’ Note 463
Chapter Objectives 464
Introduction 464
Future Trends in HRM 465
Health and Wellness 465
Business Intelligence and People Analytics 466
Demographic Workforce Changes 467
Employee Engagement 468
Growing Complexity of Legal Compliance 468
Virtualization of Work 469
Future Trends in HRIS 470
Bring Your Own Device 470
Gamification 471
Web 2.0 and Social Networking 473
Internet of Things 474
Open-Source Software 476
An Evolving Industry 477
Evolving HRIS Technology Strategy 477
HRIS Moves to Small Businesses 478
Future Trends in Workforce Technologies 478
Summary 479
Key Terms 479
Glossary 480
References 497
Author Index 528
Subject Index 538
About the Editors 557
About the Contributors 558
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xxii
PREFACE
In his book Good to Great, Jim Collins notes, “Great vision without great people is irrel-evant.” In a sense, this quote gets at the heart of human resources—attracting, hiring,
motivating, training, and retaining the best people for your organization. However, to be
truly successful in this mission, organizations have to invest in technology to support all
aspects of their human resources. In this fourth edition of Human Resource Information
Systems: Basics, Applications, and Future Directions, we have several goals. First, we want
to update the text to reflect the current use of technology in organizations. The core
human resource information system (HRIS), although still the center of any human
resources (HR) technology investments, is no longer the only technology supporting
HR. New technologies such as mobile devices and social media are driving changes in
how organizations deploy technology in HR. Second, we wish to continue to improve
the content and the usefulness of the content for faculty and students. Third, we continue
with our goals of presenting a broad-based perspective on HRIS, one which includes a
focus on developing and implementing these systems, an understanding of how these
systems impact the practice of HR across a number of functions, and finally, a discus-
sion of timely and important developments in these systems (e.g., metrics, social media,
international human resource management [HRM]). Although there have been several
books on HRIS published, most authors have focused only on one aspect or dimension
of the HRIS field, for example, on e-HRM, Web-based HR, or the strategic deployment
of HRIS in a global context.
In the preface to the first edition of this book, we note that Kavanagh et al. (1990)
stated that “among the most significant changes in the field of human resources man-
agement in the past decade has been the use of computers to develop what have become
known as human resource information systems (HRIS)” (p. v). We also argued that the
introduction of computers to the field of HRM during the 1980s and early 1990s was
a revolutionary change. That is, HRM paper systems in file cabinets were replaced by
HRM software on mainframes and PCs. To keep up with these technological changes
in HRM, companies were forced to adapt, even though it was quite expensive, in order
to remain competitive in their markets. Although we have previously suggested that
the changes since the early 1990s were evolutionary, it is clear that in the past five
years, we have entered another period of revolutionary change. No longer are compa-
nies purchasing an HRIS, customizing it to fit their needs, and installing it locally.
Instead, today organizations are moving to cloud computing where they “rent” space
to maintain their data and rely on the vendors to manage and support the system. In
addition, HR is taking advantage of systems outside of organizational control, such as
Twitter, Facebook, Instagram, YouTube, and more to support employees throughout
the employment life cycle. Thus, managers and organizations must develop policies to
address this vastly different environment, where much of the data supporting HRIS
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