improving human resource management services delivery through information technology

MAKERERE UNIVERSITY BUSINESS SCHOOL

IMPROVING HUMAN RESOURCE MANAGEMENT SERVICES DELIVERY

THROUGH INFORMATION TECHNOLOGY: A CASE OF SELECTED

ORGANISATIONS

(PLAN B)

BY

TUMUHIRWE ORWIN

2009/HD10/17931U

A RESEARCH REPORT SUBMITTED TO MAKERERE UNIVERSITY BUSINESS

SCHOOL IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD

OF DEGREE OF MASTERS IN HUMAN RESOURCE MANAGEMENT OF MAKERERE

UNIVERSITY

OCTOBER, 2011

i

DECLARATION

I, Tumuhirwe Orwin declare that this research report is my own original work, and it has never

been presented to any University or Institution for the award of any academic qualification.

SIGN: ________________________

Tumuhirwe Orwin

2009/HD10/17931U

ii

APPROVAL

This is to certify that this research report has been submitted for examination with my approval as

university supervisor.

SUPERVISOR: ________________________

MR. BBOSA RONALD

iii

DEDICATION

This piece of work is dedicated to: my Mum and Dad, Mr. and Mrs. Edward Kwatiraho for their

bountiful and selfless support, constant encouragement and inspiration towards pursuing academic

excellence; my beloved son Matthew who patiently endured endless evenings of my absence as I

toiled on; my sisters and brothers Alex, Judith, Pamela, Edwin, Rita and Ivan for their belief in me

and endless support; last but not least to my supervisor Mr. Bbosa Ronald, who greatly encouraged

and supported me tirelessly during the production of this research report, not forgetting everyone

who contributed in one way or another during my academic struggle.

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ACKNOWLEDGEMENT

The accomplishment of this thesis could only be achieved by the patience, council, guidance and

collaboration of many people to whom I am indebted. I am specifically delighted to mention the

following; My family who have been my rock through the times and who have patiently endured

the challenging times and borne with all the times we have gone through together, with a constant

cheer, I salute you; To the participating respondents, who always warmly welcomed me and made

my interviews very fruitful, thank you for opening your doors to me every time I knocked and for

providing information to this study in one way or another; To my supervisor, Mr. Bbosa Ronald,

thank you for your encouragement, patience, good will and professional guidance. To my

classmates especially my group members, I will forever hold special memories of the debates,

group work and presentations which we had. These indeed helped to sharpen my interpersonal and

presentation skills; to my lecturers at the University, I am grateful to all of you. Without you,

Makerere University Business Graduate School would not have been the perfect place for my MA

study.

I am also indebted to all the other people who helped me in one way or another in my pursuit for

academic excellence. I am very grateful indeed for without you this research wouldn’t be

complete. For all of you, your contributions will always be in my memory.

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TABLE OF CONTENTS

DECLARATION ................................................................................................................................................... i

APPROVAL .......................................................................................................................................................... ii

DEDICATION ..................................................................................................................................................... iii

ACKNOWLEDGEMENT .................................................................................................................................. iv

LIST OF TABLES .............................................................................................................................................. vii

ABSTRACT ....................................................................................................................................................... viii

CHAPTER ONE: INTRODUCTION ............................................................................................................ 1

1.1 Background to the Study ........................................................................................................................ 1

1.2 Statement of the Problem ....................................................................................................................... 4

1.3 Purpose of the Study ............................................................................................................................... 5

1.4 Objectives of the Study .......................................................................................................................... 5

1.5 Research Questions ................................................................................................................................. 5

1.6 Scope of the Study .................................................................................................................................. 6

1.7 Significance of the Study ....................................................................................................................... 6

CHAPTER TWO: LITERATURE REVIEW ............................................................................................. 8

2.1 Critical Human Resource Information Systems required for Effective Human Resource

Management Service Delivery .............................................................................................................. 8

2.2 Human Resource Information Systems and Human Resource Management Service Delivery 10

2.3 Challenges of Adopting Human Resource Information Systems ................................................... 13

2.4 Strategies for Introducing, Maintenance and Effective Utilization of Human Resource

Information Systems ............................................................................................................................. 16

2.5 Conclusion .............................................................................................................................................. 20

CHAPTER THREE: RESEARCH METHODOLOGY ......................................................................... 21

3.1 Introduction ............................................................................................................................................ 21

3.2 Research design ..................................................................................................................................... 21

3.3 Study Population ................................................................................................................................... 21

3.4 Sample Size and Design ....................................................................................................................... 22

3.5 Data sources ........................................................................................................................................... 22

3.6 Research Instruments ............................................................................................................................ 22

3.7 Measurement of Variables ................................................................................................................... 23

3.8 Validity and Reliability of research instrument ................................................................................ 23

3.9 Data Analysis and Presentation ........................................................................................................... 24

3.10 Limitations of the Study ....................................................................................................................... 24

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CHAPTER FOUR: PRESENTATION AND INTERPRETATION OF FINDINGS ................... 26

4.1 Introduction ............................................................................................................................................ 26

4.2 Sample Characteristics ......................................................................................................................... 26

4.2.1 Respondent Category by Gender ........................................................................................................ 27

4.2.2 Respondent Category by Tenure as Employee of the Organisation............................................... 27

4.2.3 Respondent Category by Level of Management at the Organization ............................................ 28

4.2.4 Respondent Category by Highest Level of Education ..................................................................... 29

4.2.5 Respondent Category by Age of respondent ..................................................................................... 30

4.3 Objective one: Critical Human Resource Information Systems required for Effective Human

Resource Management Service Delivery ........................................................................................... 31

4.4 Objective Two: Impact of Human Resource Information Systems on Human Resource

Management Service Delivery ............................................................................................................ 32

4.5 Objective Three: Challenges of Adopting Human Resource Information Systems .................... 34

4.6 Objective Four: Institutional Level Strategies for Introducing, Maintenance and Effective

Utilization of Human Resource Management Information Systems ............................................. 36

CHAPTER FIVE: DISCUSSION, CONCLUSION AND RECOMMENDATIONS ...................... 39

5.1 Introduction ............................................................................................................................................ 39

5.2 Discussion of the Findings ................................................................................................................... 39

5.2.1 Objective one: Critical Human Resource Information Systems required for Effective Human

Resource Management Service Delivery ........................................................................................... 39

4.4 Objective Two: Impact of Human Resource Information Systems on Human Resource

Management Service Delivery ............................................................................................................ 40

4.5 Objective Three: Challenges of Adopting Human Resource Information Systems .................... 41

4.6 Objective Four: Institutional Level Strategies for Introducing, Maintenance and Effective

Utilization of Human Resource Management Information Systems ............................................. 43

5.3 Conclusion .............................................................................................................................................. 44

5.4 Recommendations ................................................................................................................................. 46

REFERENCES .................................................................................................................................................... 49

APPENDIX I ....................................................................................................................................................... 51

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LIST OF TABLES

Table 3.1:Sample Size ......................................................................................................................... 22

Table 3.2:Validity and Reliability...................................................................................................... 24

Table 4.1 Respondent Category by Gender ....................................................................................... 27

Table 4.2: Tenure as Employee of the Organisation ....................................................................... 28

Table 4.3: Level of Management at the Organization .................................................................... 29

Table 4.4: Highest Level of Education.............................................................................................. 29

Table 4.5: Age of respondent ............................................................................................................. 30

Table 4.6: Critical Human Resource Information Systems required for Effective Human

Resource Management Service Delivery .......................................................................................... 31

Table 4.7: Impact of Human Resource Information Systems on Human Resource Management

Service Delivery ................................................................................................................................... 33

Table 4.8: Challenges of Adopting Human Resource Information Systems ............................... 35

Table 4.9: Institutional Level Strategies for Introducing, Maintenance and Effective Effective

Utilization of Human Resource Management Information Systems ............................................ 43

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ABSTRACT

The study sought to examine the impact of human resource information systems on human

resource management service delivery in public and private organisations. The study adopted a

cross sectional and quantitative survey design. A sample of 92 respondents was drawn from a

study population of 110. The stratified random sampling technique was employed to categorize the

respondents and purposive random sampling was used during the selection of the sample. The

SPSS computer package was used to analyze the data collected by use of a research administered

questionnaire.

Findings indicate that 75% of the staff in the HR departments did not possess the required

competencies to operate the HRIS and that as a result of the combined knowledge and skills on the

HRIS. In regard to the assessment of the impact of Human Resource Information Systems on

Human Resource Management Service Delivery, the findings revealed that due to the availability

of the HRIS, the HRIS had improved the HR functions at the organizations, HRIS improved the

data maintenance process and HRIS improved the data input process. This is confirmed by a global

mean of 3.70.

From the findings, several challenges were pointed out among which included lack of funding to

acquire, update, and maintain critical HRIS, lack of expertise(s) in IT to operate the HRIS because

of the reluctance of the organizations to train, educate and develop the HMIS staff, insufficient

financial support, problems with time management of the HRIS implementation process and the

need to work with other departments. Some of the strategies put forward to counteract the

challenges were ensuring that the sources of funds to cover the costs of setting up and maintaining

a HRIS, mobilization of financial resources, support from top management, training of staff on

how to operate HRIS, staff attitude change towards the HRIS, sourcing for the required

expertise(s) and timeliness during the implementation stage.

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CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

Human Resource information is key to making effective strategic decisions. Therefore, the

use of Human Resource Information Systems (HRIS) has been advocated as an opportunity

for human resource (HR) professionals to contribute to organizational strategy. According to

Lengnick-Hall, Mark & Moritz (2003) HRIS is a system used to acquire, store, manipulate,

analyze, retrieve and distribute pertinent information about an organization’s human

resources. It is often regarded as a service provided to an organization in the form of

information. Human resources and information technology are the two elements that many

firms are learning to use as strategic weapons to compete (Ball, 2001). HRIS are expected to

make the HR function more efficient but the question remains whether HRIS has lived to

this. HRIS are designed to support the planning, administration, decision making and control

activities of human resources management (Brown, 2002).

Lengnick-Hall and Moritz (2003) posit that HRIS needs to be implemented at three different

levels: the publishing of information, the automation of transactions and finally a change in

the way human resource management is conducted in the organization by transforming HR

into a business strategic partner. In their view, the evolution of HR as promoted by HRIS

evolves from information to automation and from automation to transformation. While HRIS

have been widely adopted, a transformation of human resource management service delivery

has occurred in relatively few organisations hence appreciation of human resource services

remains a key question.

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Most public and private organizations have weaknesses in human resource service delivery

because of the continued use of manual human resource systems. This explains the

limitations faced during acquiring, storing, manipulating, analyzing, retrieval and distribution

of critical human resource information. Although HRIS helps constitute activities involved in

human resource management, not all organizations consider investing in it. For some

managers and or employees the response and efficiency of the HRIS would be of greatest

importance, for others the security and privacy issues might be more important, and still for

others what matters most may be the system design and ease of use.

A source of 5 international non governmental organizations (Malaria Consortium, PACE,

World Vision, Oxfam, Save the Children) indicated that these organizations still use a

manual HR system which lacks capacity to provide reliable information to sustain human

resource management. For example in Malaria Consortium Africa, the inexistence of an

HRIS has contributed to situations where there are staff separations from the entity and there

are no immediate replacements, poor aggregation of staff bio data and poor scheduling of

staff for leave and staff development (Malaria Consortium Annual Report, 2008). For

example, a review of the exiting interview reports for the period 2006 to 2010 showed that 11

out of 23 employees that were employed at the organisation cited insufficient consideration

had been made to the HR metrics. These included the length of service in making some of the

HR service decisions and recruitment of staff towards the end of the lifetime of the project.

In World Vision before the introduction of the HRIS too often, personnel files were not well

kept. Storage rooms were often overcrowded and security was inadequate. Indexing

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procedures were not always in place and file tracking systems were often lacking. Many

times the HR personnel in World Vision had no means of finding who had a file at any

particular time, and files could not be retrieved without a major search being launched. This

resulted in large amounts of staff time being wasted. Basing on the audit and annual reports

2006- 2011 in the public service, it was discovered that a significant proportion of the salary

bill relates to non-existent 'ghost' workers; yet, at the same time, retired public servants have

found it impossible to claim pension payments to which they were entitled because records

could not be retrieved. The result, in some ministries is that civil servants maintain two jobs

in order to prepare for retirement.

In the ministry of Labour, Gender and Social Development, the reports indicated that it took

months of effort to go through individual files to analyse the demographic profile of staff.

Even then errors occurred because files were moved from one office to another because of

reasons of day to day administration. There were delays in identifying vacant posts for

promotion as this process was dependant on different tiers of the ministry. There was also no

master filing system that enabled names and numerical file codes to be matched and retrieved

easily which usually meant that the whole shelves or cabinet of files had to be searched on

each occasion. The same reports indicated that the ministry had challenges in leave

administration. But this is rarely achieved, because of the manual systems being used to

manage HR information.

Before the introduction of the HRIS, the NWSC annual report of 2005-2006, indicated that

due to the poor payroll management newly recruited staff were not paid to close to 3 or 4

months; in a few extreme cases staff were not paid for a year. Some retired staff died without

4

receiving their pension. Also the process of identifying ghost worker- workers who remained

on the payroll but were no longer active in the workforce due to termination, retirement and

death- and stopping their salaries almost took an average of 6 months with some cases taking

nearly two years. For some of the organisations which have taken the step to implement

HRIS, they have been met with a lot of resistance and fear by both the members of staff and

the HR professionals. Therefore, the use of a HRIS would reduce HR costs by automating

information and reducing the need for large numbers of HR employees; by helping

employees to control their own personal information; and by allowing managers to access

relevant information and data, conduct analysis, make decisions, and communicate with

others without consulting an HR professional (Awazu & Desouza, 2003; Ball, 2001).

Ideally, with an appropriate use of HRIS, less people should be needed to perform

administrative tasks such as record keeping and more time would be made available for HR

managers to assist by providing data on a strategic level to make strategic decisions.

1.2 Statement of the Problem

In view of the challenges confronting public and private organisations, there is increasing

realization of the importance of human resource information systems in improving human

resource management. Issues relating to continuous poor record keeping, delayed personal

data aggregation, poor talent management and poor staff file management continue to hinder

human resource service delivery in the organisations. The undependable HR manual systems

may explain why significant decisions are not based on accurate and timely information

which compromises performance of those organizations.

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1.3 Purpose of the Study

The study sought to examine how human resource information systems can improve human

resource management service delivery in public and private organisations.

1.4 Objectives of the Study

i) To examine the critical human resource information systems required for effective

human resource management service delivery.

ii) To determine impact of human resource information systems on human resource

management service delivery

iii) To examine the challenges of adopting human resource information systems

iv) To propose institutional level strategies for introducing, maintenance and effective

utilization of human resource management information systems.

1.5 Research Questions

i) What critical human resource information systems are required for effective human

resource management service delivery?

ii) What is the impact of human resource information systems on human resource

management service delivery?

iii) What are the challenges of adopting human resource information systems?

iv) What are the institutional level strategies for introducing, maintenance and effective

utilization of human resource management information systems?

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1.6 Scope of the Study

Subject Scope: The study focused on examining the impact of human resource information

systems on human resource management service delivery in public and private organisations.

Area Scope: The study focused on selected public and private organizations which included;

National Water and Sewerage Corporation, Uganda Revenue Authority, Ministry of Labour,

Gender and Social Development, Civil Aviation Authority, Centaury Bottling Company

Uganda Limited, World Vision, PACE Uganda, Oxfam and Malaria Consortium Africa.

These were chosen on a basis of those organisations that were planning to implement the

human resource management information system, those that were in the process of

implementing the system and those organisations that had already implemented and were

using the system in the central division of Kampala district.

1.7 Significance of the Study

The findings of this study will be significant in different ways.

i) The study aims at strengthening the body of knowledge on the theory about human

resource management for nongovernmental organizations.

ii) The findings of the study will help future researchers, as a basis for further research in

the fields of human resource information systems on human resource management

service delivery related issues.

iii) The findings of study will help HR managers realize the importance of HR systems

during records management and decision making processes given that they provide

accurate and timely information.

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iv) The findings of the study will help developers of the HR information systems to

develop customized and dependable HR systems which address the records

management and decision making concerns of public and private organisations.

v) The findings of the study will help HR consultants to gain an insight about the effect

of human resource information systems on human resource management service

delivery which will be used in making recommendations to implementers of human

resource information systems.

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CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

This chapter focused on a review of the relationship between human resource service

delivery through information technology. The review was guided by the objectives that

guided this study.

2.2 Critical Human Resource Information Systems required for Effective Human

Resource Management Service Delivery

The use of Human Resource Information Systems (HRIS) has been advocated as an

opportunity for human resource (HR) professionals to become strategic partners with top

management. The idea has been that HRIS would allow for the HR function to become more

efficient and to provide better information for decision-making. The question remains

whether HRIS has fulfilled its promise. In its most basic form HRIS is a system used to

acquire, store, manipulate, analyze, retrieve and distribute pertinent information about an

organization’s human resources. It is often regarded as a service provided to an organization

in the form of information (Awazu & Kevin, 2003). Lengnick-Hall and Moritz (2003) have

postulated that HRIS will be implemented at three different levels: the publishing of

information; the automation of transactions; and, finally, a change in the way human resource

management is conducted in the organization by transforming HR into a strategic partner

with the line business.

In their view, the evolution of HR as promoted by HRIS evolves from information to

automation and from automation to transformation. They note that while HRIS has been

9

widely deployed, a transformation of human resource management has occurred in relatively

few organizations. The evolution that Lengnick-Hall and Moritz propose, along with others

(Walker, 2001), revolves around the perspective that HRIS will create informational

efficiencies and cost savings such that HR departments can turn their attention to providing

better analysis of current data and creative uses of the HRIS to provide better and more

accurate data upon which to base strategic decisions. Ultimately the goal of both is to

increase human resource service delivery. HRIS efficiency and administrative effectiveness

can be described by studies of administrative HRIS, but the overall efficiency and

effectiveness of an organization can only be reached through strategic deployment of the

information provided by an HRIS. Administrative HRIS is used in day-to-day operations and

it is usually in the form of records that hold employee information.

Administrative HR is much more efficient when it is used with IT because HR professionals

are better able to handle large amounts of information efficiently (Kirstie, 2001). For

instance, Watson Wyatt’s survey report (2002) concluded that it does not take a high

progression of e-HR to reach high HRIS performance on the administrative side. The results

showed that a properly integrated e-HR system is the key to the evolution of the system. The

survey covered all organization sizes, and the measures used included productivity

improvements within the HR organization, cost reductions, return on investment, and

enhanced employee communications. They concluded that by properly implementing an e-

HR system an organization should be able to reduce the amount of work for which the HR

department is responsible which would then leave HR professionals free to concentrate on

performing more strategic roles for the organization.

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2.2 Human Resource Information Systems and Human Resource Management Service

Delivery

Human Resource Management (HRM) has shifted its function within organizations over the

last few years. Its function has grown considerably and has shifted into a more strategic role

rather than providing support for administrative paperwork. There has been a shift too, in

terminology, with the term Strategic Human Resource Management (SHRM) becoming more

common (Florkowski, & Olivas-Luja´n, 2006). Dave Ulrich, a well-known HR Guru from

the University of Michigan says that the purpose of the HR function is simply twofold:

firstly, to improve the organisation’s capability, and secondly, to improve individual

capability within the organisation.

To improve Organisation performance and create competitive advantage, the HR team must

focus on a new set of priorities. These new priorities are more business, and strategic

oriented and less geared towards traditional HR functions such as staffing, training, appraisal

and compensation. Strategic priorities include team-based job designs, flexible workforces,

quality improvement practices, employee empowerment and incentive compensation. SHRM

was designed to diagnose organisation strategic needs and plan the development of talent

which is required to implement a competitive strategy and achieve operational goals

(Kovach, Allen, Fagan & Patick, 2002). This strategic role not only adds a valuable

dimension to the HR function, but also changes the competencies that define HR professional

and practitioner success.

In response to its new role and responsibilities, HR professionals need a system that can

manage as well as handle the “traditional” HR work. This is where Human Resource

11

Information System (HRIS) starts to come in. Human Resource Information Systems (HRIS)

refers to the systems and processes at the intersection between human resource management

(HRM) and information technology (Kovach & Cathcart, 1999). It merges HRM as a

discipline and in particular its basic HR activities and processes with the information

technology field and have been used in HR Departments for many years now. It is now

expected to drive Human Resource (HR)’s transition from an administrative and operational

role to a strategic role. Many companies now strive to become ‘world class’. The goal is to

work and perform in ways that are comparable to the most successful players on the world

stage. If we explore the question: “What does World Class HR mean in practice” we will see

two descriptions consistently cited. The first is that World Class HR functions manage their

strategic work through the ability to measure what they do, and how they contribute. The

second is that World Class HR functions consistently utilize technology to enable them to

track, analyse, and report those measures (Mayfield, Mayfield & Lunce, 2003). They also use

technology, HRIS, to enable them to continue to handle the traditional transactional HR work

– which still has to be done!

So for companies aspiring to be World Class, Human Resources Information Systems

(HRIS) play an important part in an organisations’ HR function. Any ‘transformation’ of HR,

or of ‘People Management’ or of ‘Performance Management’ without paying attention to

their HRIS capability and needs will be unable to (a) handle their strategic role and measure

their contribution to the organisation, and (b) run the risk of letting the traditional

transactional functions of HR administration falls behind, and drag down the transformation

efforts by failing to deliver the fundamentals (Ngai & Wat, 2004). After all, we live, work

and play in the information technology era. Implementing an effective HRIS keeps the HR

12

Department in the right path to deliver more effective and streamlined service to the

Organisation. Since the rapid development of technology, software developers are

continuously creating new and sophisticated softwares that can help companies execute day-

to-day HR administrative tasks as well as enabling them to perform fast and effective

recruitment process, performance management, compensation & benefit, etc.

They do this by streamlining workflow processes through controlled processes, system

interfaces and database validation. Not only should things flow more smoothly, but the big

plus for top management and function management is that HRIS helps to ensure a greater

control over any HR management related processes, enabling users to follow through tasks

more easily (Ordónez de Pablos, 2004). It lets us set measures for task process as well as

completion. We can know how far a process has gone, before its too late to speed up or

correct direction. Typically, the people in the firm who interact with the HRIS are segmented

into three groups: (1) HR professionals, (2) managers in functional areas (production,

marketing, engineering etc.) and (3) employees (Rue¨l, Bondarouk & Looise, 2004).The

usages of HRIS have increased quite significantly among Organisations of different sizes due

to their enhancing the strategic human resource management role in the company.

Despite the fact that it has become quite common amongst HR practitioners – it is still

uncertain whether the Organisation is using their HRIS optimally in terms of supporting the

strategic role of HR. Many organisations still use HRIS as a database pool as well as to

complete basic HR transactional tasks only, and have not yet optimised the actual capability

of HRIS. If your company is using HRIS, let’s assess the benefit of utilizing HRIS by

comparing it against the above five reasons (Ruel & Bondarouk, 2008). In brief HRIS is an

13

enabler and empower for the HR function, and HRIS can provide line managers with a

functionality to meet each of their work unit goals and objectives as well as providing data

and analysis, especially for performance appraisal and performance management of their

subordinates. Additionally, individual employees can also benefit from HRIS. They can

interact more flexibly by having an access to the system and conduct a self-service

modification process of many benefit options and administration alternative as well as

updating their performance and task achievements status in real-time.

2.3 Challenges of Adopting Human Resource Information Systems

Resistance by Employers and Employees: Many employers resist HRIS as they think that it

increases cost of manpower as trade unions demand for employee based plans, more facilities

and benefits including training and development (Strohmeier, 2006). Trade unions and

employees also resist HRIS as they view that it increases the work load of employees and

prepares programme for securing the human resources mostly from outside. The other reason

for their resistance is that HRIS aims at controlling the employees thorough productivity

maximization.

Past practices: Perhaps the single greatest barrier to the effective acquisition and deployment

of HRIS resources is the condition of current practices being wedded to past practices. The

primary mechanism for moving to computerization has been to automate existing manual

processes. Although these organisations are more alike than different, a multitude of unique

manual processes have grown up at individual organmisations over time. This approach to

doing business in the past has represented a major barrier to acquiring standard software

packages to support primary functions.

14

Training: Lack of training in existing hardware/software and related technologies and

inadequate education regarding new developments in MIS are critical barriers to success.

Training needs to occur at two levels in these organisations: firstly is the training and

development of MIS staff where they exist, and secondly training and education of user

department personnel in appropriate technologies.

Funding: Funding is a problem in two areas in the orgainsations. The first is lack of funding

to acquire, update, and maintain critical HRIS and new technologies; and the second is the

specific funding opportunities that create uneven or inappropriate investment in particular

technologies especially in donor funded organizations. Because most information technology

is acquired through capital grant funding, which is often dictated by particular events and

timing, projects in this area do not always conform to strategic need. It is not uncommon to

see a significant investment in a particular exotic advanced technology in another wise

impoverished organisation.

Uncertainties: Uncertainties are quite prominent in human resource practices due to

absenteeism, seasonal employment, labor turnover, changing technologies, market conditions

making HRIS less reliable.

Inadequacies of Information System: Information system regarding human resources has not

yet fully been developed due to industries giving low status to personnel department and less

importance given to HRIS.

ICT Infrastructure: It is expensive to build an infrastructure and to maintain the equipment

update. Likewise, there is low connectivity in the third world countries where the

15

communication bandwidth is slow and access to the internet, the job portal and downloading

application forms is a problem. The overall Network connectivity continues to pose a

challenge especially in the rural areas.

Information security: The challenge is to keep information protected all the time from being

accessed by unauthorized persons, system hackers, web spam and document viruses. There

are inadequate technical and operational skills within the Public service and levels of

computer literacy of users are very low. The levels of ICT expertise and understanding of

potential applications of e-HRM among specialists is low.

Literature on IT implementation has shown that participation and involvement of future users

of IT in the design and implementation stages affect their latter adoption of the technology.

Yet, the HR professionals have not been sufficiently ambitious in the use of IT. Most

information about e-HRM originated from ICT specialists leading to problems of

comprehension amongst HR specialists. HR has not been proactive in its use of internet

technology to provide integrated services or to communicate more effectively with its

customers to elicit and fulfill their changing expectations.

Resistance to change: There is general resistance and fear by both the members of staff and

the applicants in embracing the new technology This is compounded by the fact that third

world countries have an ageing civil service.

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2.4 Strategies for Introducing, Maintenance and Effective Utilization of Human

Resource Information Systems

Among the strategies to improve institutional performance is what is termed as bypass an

obstacle. Many institutions come to a standstill because an obstacle appears in the path

toward achieving their goals. Many institutions, unfortunately, sit idle. The results can

become devastating. People become frustrated, the team loses momentum, and

indecisiveness eats away morale and esprit de corps (Targowski & Deshpanade, 2001). When

that happens, everything becomes significant and, when an obstacle arises, all work halts.

Instead, team leaders and members must distinguish between what is and is not important.

This determination is best achieved by focusing on the ultimate objective, and asking how a

particular situation will impact achievement of this final goal.

Secondly, it is important to cause people to stretch rather than causing them to break. So

many organizations set unrealistic deadlines that it is amazing any of them get done at all.

These deadlines are not based on work to do, but by the whim of individuals having little

knowledge about the effort required to meet the deadline. Naturally, there are many

consequences (Walker, 2001). The psychological effects often manifest themselves as

burnout, turnover, and conflict. Additionally, the team is set up to fail because constraints are

not considered when setting the deadline. When making unrealistic demands, management

and leadership must realize the impact of their decisions on individual and group

performance (Watson, 2002). Promulgating an unrealistic date or goal may provide a nice

exhibition of dominance and decisiveness; however, it can also cause dysfunctional behavior.

It is imperative to take time to recognize the talents, knowledge, and skills of people

17

performing the tasks; to identify the cost, schedule, and qualitative constraints; and to apply

sound estimating techniques to complete the project.

Likewise, is important to focus on the goal. It is easy to overlook the purpose of an

organisation when administering its details. Team leaders and team members become so

wrapped up in details that they lose sight of the entire purpose of their organisation. Keeping

focus on the goal offers several advantages (Kirstie, 2001). First, it enables people to be

proactive rather than reactive. People can choose what to respond to, rather than jumping at

each situation like one of Pavlov’s dogs. Second, it helps in distinguishing between what is

and is not significant. Obviously, not everything is equally important, although some team

members might think so. Third, focusing on the goal provides an objective standard of

evaluation (Lengnick-Hall & Moritz, 2003). The significance of a particular effort is

determined by the degree to which it helps to achieve a final goal. It is important, therefore,

to perform three actions. The first is to constantly query about progress, asking if what

people are doing is furthering goal achievement. The second is to establish a consistent,

standard “yardstick” for measuring progress, keeping in mind, of course, that the importance

of the yardstick is to measure the right factors in order to determine the value of the current

work.

Following a standardized process does a lot in improving the HRIS. A common set of tools,

procedures, and jargon can help an organisation progress efficiently and effectively toward

its goal. Unfortunately, people often strongly resist following a standardized process. They

fear that it stifles creativity and the empowerment of people. As a result, many organisations

become a cacophony of tools, procedures, and techniques, requiring extensive effort to make

18

them compatible. Naturally, this wastes time and effort, and actually hinders progress toward

a goal. Contrary to popular belief, a standardized process actually encourages creativity and

furthers empowerment, rather than impeding both. Standardization, therefore, offers several

benefits from organisational management and technical perspective (Ngai & Wat, 2004).

First, it enables the efficient and effective execution of project activities through consistency.

Second, it enables better integration of activities because team members can see the

interrelationships of their work with that of others. Third, it reduces rework because it

enables the use of output developed on earlier projects. Finally, it improves communications

because team members are playing from the “same sheet of music.”

Organisations have probably failed effectiveness and efficiency due to poor communications

than from any other factor. Ironically, while everyone recognizes the contribution of good

communications to success, it still remains in a dismal state. One reason is that people

confuse the medium with communication (Ruel & Bondarouk, 2008). A medium is the

vehicle for communicating, acting as an enabler of communication, rather than a substitute

for it. With the growing presence of email, videoconferencing, and World Wide Web

technologies, many people assume that they will be good communicators. All too often, the

medium simply gives a poor communicator a louder voice. At least from a project

management perspective, the medium is not the message. The other reason for poor

communications is the lack of team members’ distinction between data and information

(TargowskI & Deshpanade, 2001). While data is unprocessed, information is data that is

converted into something meaningful. By contrast, good communication is providing the

right information at the right time in the right amount to the right person.

19

In most organisations, team members perform considerable work in management and

development. Unfortunately, the work often goes unrecorded, and the knowledge and

expertise is lost due to turnover and time constraints. This is a tremendous loss to companies

that could have saved this knowledge and expertise, applying it on future, similar projects. If

companies made an effort to record the knowledge and expertise of what went well on a

project, they would gain several benefits for future projects (Walker, 2001). Such a history

improves performance among team members, because people can focus on issues not dealt

with previously, which may not be “showstoppers.” It also forces people to think about their

actions, and determine where and when to spend their effort and time. In addition, a recorded

history tells people what has worked in the past, enabling them to predict with reasonable

accuracy the impact of their actions on the current project.

While it is good for team members to feel creative, unfortunately, their desire for creativity

often leads to reinventing the wheel. There are major consequences when that occurs,

including wasted effort due to repeating work, slowing of the organisation’s momentum, a

failure to capitalize on the success of the past, and extension of the project’s life cycle. In

other words, it is non-productive (Watson, 2002). Reuse enables organizations to use what

was done before again, in a similar situation. The benefits include expediting the project life

cycle, allowing team members to focus on more important issues, increasing the product’s

reliability, and enabling team members to make modifications quickly. Finally, it allows

more accurate planning.

Perhaps the most powerful way to get the organisation to progress rapidly is through

commitment by the people doing the work. Because buy-in provides people with ownership

20

and a sense of empowerment, it generates a greater sense of responsibility and accountability.

In turn, less effort is required to follow up on tasks. Buy-in also encourages initiative.

Unfortunately, because many organisations become one- man shows, there is little

commitment (Strohmeier, 2006). As a result, estimates are often unrealistic, representing

scientific wildly assumed guesses (swags), rather than being based on reliable, statistical

calculations.

2.5 Conclusion

According to the reviewed literature on human resource information systems and human

resource management service delivery, human resource information systems are considered

safety nets that are targeted to human resource management service delivery. More

specifically, these human resource information systems are conditioned on providing

accurate and timely information to decision makers. The typical requirement is to ensure that

effective and efficient records management which will enhance decision making.

21

CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction

This chapter provides the description of how the study was conducted. It highlights the

research design, target population, sampling design and size, data collection instruments, data

analysis, interpretation and limitations of the study.

3.2 Research design

The study adopted a cross-sectional survey approach which was descriptive and analytical in

nature.

3.3 Study Population

The study population comprised of 20 Human Resource Managers and 95 Human Resource

Officers. These respondents were from National Water and Sewerage Corporation, Uganda

Revenue Authority, Ministry of Labour gender and Social development, Civil Aviation

Authority, Centaury Bottling Company Uganda Limited, Oxfam, World Vision, Pace Uganda

and Malaria Consortium Africa. The population of the study was 110 respondents.

Table 3.1: Study Population Category Frequency Percentage Human Resource Managers 20 18.2

Human Resource Officers 90 81.8 Total 110 100.0

22

According to the information revealed in Table 3.1 above, 110 people formed the study

population. This comprised the Human Resource Managers and Human Resource Officers.

These were considered relevant because they are the ones who are acquainted with the

information needed on the topic under discussion.

3.4 Sample Size and Design

A total sample of 91 was used in this study in line with Krejcie and Morgan (1970) table

guide for sample selection. A non-probability sampling technique was adopted as only firms

with the required information were be selected for the study. Purposive sampling was used to

select the HR managers and officers.

Table 3.2: Sample Size Category Population Sample Human Resource Managers 20 19 Human Resource Officers 90 73 Total 110 92

3.5 Data sources

The researcher mainly used primary data and this was obtained using a questionnaire. Some

secondary data was obtained from organizational human resource reports documents such as

annual reports, strategic plans and financial reports available.

3.6 Research Instruments

Primary data was collected using a structured questionnaire that was self administered

survey. The questionnaires were delivered physically to the respondents participating in the

23

study so as to ensure an acceptable response rate for the study. The questionnaire was

administered at the workplace setting to diminish the effect of bias among the respondents.

Responses to the questions were anchored on a 5 point Likert scale ranging from; 5- strongly

agree, 4- agree, 3 – not sure, 2 – disagree and 1- strongly disagree.

3.7 Measurement of Variables

Scales/items from previous studies were adapted and used to measure the study variables.

The scales were anchored on a 5-point Likert Scale ranging from 1=Strongly Disagree to

5=Strongly Agree.

3.8 Validity and Reliability of research instrument

Validity of the instrument was obtained by talking to experts both academicians and

practitioners, consultants in the field of human resource management. These were required to

comment on the relevance of the questions/items in the instrument using the Content Validity

Index (CVI). The reliability of the questionnaires was improved through pre-testing of pilot

samples from the HR managers and Officers. This enabled the re-phrasing of some questions.

Furthermore, reliability of the scales was done with the application of the Cronbach

Coefficient Alpha for the computations so as to check for the internal consistency of the

scales.

24

Table 3.3: Validity and Reliability

Objective Cronbach Alpha Value

Critical human resource information systems .7262 Impact of human resource information systems on human resource management service delivery .7002

Challenges of adopting human resource information systems .7109 Institutional level strategies for introducing, maintenance and effective utilization of human resource management information systems. .6872

Source: primary data

The table above displays the reliability coefficients for all constructs used in the study. All

alpha reliabilities (α) for all scales were above 0.6, ranging from .6872 to .7262 therefore

meeting acceptance standards for research (Nunnally, 1978).

3.9 Data Analysis and Presentation

The questionnaires were edited for accuracy and completeness. Data from the structured

questionnaire items was entered in a computer and analysed using the Statistical Package for

Social Scientists (SPSS) software.

3.10 Limitations of the Study

a) Bias from the respondents. However, the researcher tried to encourage the

respondents to be as objective as possible.

b) There is little research done on human resource information systems in public

Uganda, therefore obtaining local literature was quite difficult. However, the

researcher endeavored to use the little literature available and supplement it with the

one from developed countries to obtain the measures.

c) The researcher anticipated limited response especially from the respondents because

these operate in a competitive business environment and by virtual of the sensitivity

25

of the information. However the researcher convinced the respondents by showing

them the letter of introduction from the business school. Besides that she tried to

convince them that the research is meant for academic purposes only.

26

CHAPTER FOUR

PRESENTATION AND INTERPRETATION OF FINDINGS

4.1 Introduction

This chapter presents the results of the study and interpretation of findings. The chapter

comprised of four sections. Section one presents the sample characteristics showing, gender,

tenure of service, level of management, level of education and age of respondent. The

presentation begins with a description of the sample characteristics using cross tabulation.

The second section of the chapter presents statistics that explain the study variables under

study using the item means. The presentation was guided by the following research

questions;

i) What critical human resource information systems are required for effective human

resource management service delivery?

ii) What is the impact of human resource information systems on human resource

management service delivery?

iii) What are the challenges of adopting human resource information systems?

iv) What are the institutional level strategies for introducing, maintenance and effective

utilization of human resource management information systems?

4.2 Sample Characteristics

To present sample characteristics, frequency tabulations were used. These characteristics

included gender, tenure of service, level of management, level of education and age of

27

respondent. The sample characteristics were presented basing on the responses from the

respondents.

4.2.1 Respondent Category by Gender

Frequency tabulation was used by the researcher to present the gender distribution categories

of the respondents. Table 4.1 below presented the results:

Table 4.1 Respondent Category by Gender

Frequency Valid Percent Cumulative Percent

Valid Male 48 52.7 52.7

Female 43 47.3 100.0

Total 91 100.0 Source: primary data

According to the results in table 4.1 above, the majority of the respondents were male

accounting for 52.7% whereas, their female counterparts accounted for 47.3%. This is

indication that the male were more responsive compared to the female.

4.2.2 Respondent Category by Tenure as Employee of the Organisation

Frequency tabulation was used by the researcher to present the tenure of respondent

distribution as an employee at the organisation. Table 4.2 below presented the results:

28

Table 4.2: Tenure as Employee of the Organisation


Valid Less than 1 year 1 1.1 1.1

2 – 3 yrs 47 51.6 52.7

4 – 5 yrs 15 16.5 69.2

6 – 10 yrs 21 23.1 92.3

Above 10 yrs 7 7.7 100.0


. According to the results in table 4.2 above, 1.1% of the respondents revealed that they hand

worked for their organizations for a period of less than 1 year, 51.6% had spent with their

organizations a period of 2-3 years, 16.5% had served for 4-5 years, 23.1% had worked for

their organizations for a period of 6-10 years and 7.7% revealed that they had spent over 10

years. From the results, the majority of the respondents had spent 2-3 years at their

organizations.

4.2.3 Respondent Category by Level of Management at the Organization

Frequency tabulation was used by the researcher to present the level of management of the

respondent distribution at the organisation. Table 4.3 below presented the results:

29

Table 4.3: Level of Management at the Organization


Valid Senior HR Managers 6 6.6 6.6

Middle HR Managers 15 16.5 23.1

Senior HR Officers 18 19.8 42.9

HR Officers 50 54.9 97.8

Below Officer 2 2.2 100.0


From the results in table 4.2 above, 6.6% of the respondents were senior managers, 16.5%

were middle managers, 19.8% were supervisors, 54.9% were officers and 2.2% were below

the rank of officers.

4.2.4 Respondent Category by Highest Level of Education

Frequency tabulation was used by the researcher to present the highest level of respondent

distribution categories of the respondents. Table 4.4 below presented the results:

Table 4.4: Highest Level of Education


Valid Certificate 1 1.1 1.1

Diploma 2 2.2 3.3

Degree 49 53.8 57.1

Masters 24 26.4 83.5

Professional 12 13.2 96.7

Other 3 3.3 100.0


30

The results in table 4.3 above show that 1.1% of the respondents were certificate holders,

2.2% were diploma holders, 53.8% held degrees, 26.4% possessed masters degrees and

13.2% were professional holders and 3.3% had qualifications in other levels. From the results

it is clear that over 70% of the respondents were either degree holder or masters holder which

is indication that the respondents who comprised of the study were qualified to provide the

required responses for the study.

4.2.5 Respondent Category by Age of respondent

Frequency tabulation was used by the researcher to present the age of respondent distribution

categories of the respondents. Table 4.5 below presented the results:

Table 4.5: Age of respondent


Valid 25-30 yrs 50 54.9 54.9

31 – 45 yrs 35 38.5 93.4

46 – 50 yrs 6 6.6 100.0


From the results in table 4.5 above, the majority of the respondents belonged to the 25-30

years age group (54.9%), 38.5% belonged to the 31-45 years age group and 6.6% belonged to

the 46-50 years age group.

31

4.3 Objective one: Critical Human Resource Information Systems required for

Effective Human Resource Management Service Delivery

The results in the section below were generated so as to asses the critical Human Resource

Information Systems required for effective Human Resource Management Service Delivery.

Item mean tabulation was used to present the results as presented in table 4.6 below.

Table 4.6: Critical Human Resource Information Systems required for Effective

Human Resource Management Service Delivery

Min Max Mean SD The staff in HR department possess the required competencies to operate the HRIS

1 5 2.06 .977

The quality of services offered by our staff has improved as a result of the use of the HRIS

1 5 3.70 .806

with the availability of the HRIS, our senior management team is effective in decision making

1 5 3.45 1.041

As a result of the combined knowledge and skills on the HRIS, HR staff’s performance is good

1 5 3.74 .654

At our organisation, management identifies the critical management and specialist competencies required to operate the HRIS so as to meet the demands of the clients

1 5 3.32 1.066

To be effective, the management of our organization has reverted to the use of the HRIS to ensure efficient service delivery

1 5 3.44 .979

At our organization, the core competencies of the HRIS are clearly defined 1 5 3.80 .115 The management of our organisation ensures that the competencies required by HR staff are adequate and appropriate

1 5 3.58 .719

At our organization, competent HR staff are the key to the future success of the HRIS

1 5 4.11 1.009

At our organization, competent HR staff offer the HRIS its only sustainable competitive advantage

1 5 3.57 .020

The ability to create, apply and extend knowledge at our organization has promoted the success of the organization

1 5 3.66 .988

Global Mean 3.50 Source: primary data

According to the results in table 4.6 above, the staff in HR department did not possess the

required competencies to operate the HRIS (Mean=2.06), much as the quality of services

offered by our staff had improved as a result of the use of the HRIS (Mean=3.70), that as a

result of the combined knowledge and skills on the HRIS, the performance of HR staff had

32

improved (Mean=3.74), the core competencies of the HRIS were clearly defined

(Mean=3.80), competent HR staff were the key to the future success of the HRIS

(Mean=4.11) and the ability to create, apply and extend knowledge promoted the success of

the organization (Mean=3.66). The global mean result of 3.50 is confirmation that the

Human Resource Information System was critical for effective human resource

management service delivery at the agencies. This implies that for effective delivery of

HR services to be realized, HRIS was critical in the delivery of the services. This implies

that Human Resource Information Systems were of importance to the effectiveness of

the Human Resource Management service delivery.

4.4 Objective Two: Impact of Human Resource Information Systems on Human


The results in the section below were generated so as to asses the impact of Human Resource

Information Systems on Human Resource Management Service Delivery. Item mean

tabulation was used to present the results as presented in table 4.7 below.

33

Table 4.7: Impact of Human Resource Information Systems on Human Resource

Management Service Delivery

Min Max Mean SD As a result of the availability of the HRIS, the staff are satisfied with HR services delivered to them by the HR department

1 5 3.24 1.049

Due to the availability of the HRIS, staff and management expectations were met

1 5 3.68 .919

Our HRIS has improved the HR functions at our organisations 1 5 3.78 .116 Our HRIS has helped with forecasting staffing needs 1 5 3.53 1.007 Our HRIS has improved the data maintenance process 1 5 3.50 1.036 Our HRIS has improved the data input process 1 5 3.76 1.051 Our HRIS has improved the training process 1 5 3.65 .913 Our HRIS has eliminated procrastination of HR functions 1 5 3.63 .898 Our HRIS has decreased the time spent on communicating information within our institution

1 5 2.03 .918

As a result of our HRIS, there is timeliness in the processing of HR services

1 5 2.18 .878

As a result of our HRIS, there is cost saving on the HR functions 1 5 3.60 .991 Our HRIS has improved our ability to disseminate information 1 5 3.93 .794 Our HRIS has provided increased levels of useful information 1 5 3.58 .719 The information generated from our HRIS has increased coordination between HR department and top administrators

1 5 4.11 1.009

Our HRIS has made our HR decision-making more effective 1 5 3.57 .020 Our HRIS has made the HR department more important to the institution 1 5 3.66 .988 Overall our administration thinks that HRIS is effective in meeting strategic goals

1 5 3.58 .719

The information generated from our HRIS has improved the strategic decision making of top administrators

1 5 4.11 1.009

The information generated from our HRIS has made HR a more strategic partner in the institution

1 5 3.57 .020

Our HRIS has promoted our institution’s competitive advantage 1 5 3.66 .988 Global Mean 1 5 3.70


The results on the assessment of the impact of Human Resource Information Systems on

Human Resource Management Service Delivery in table 4.7 above revealed that due to the

availability of the HRIS, staff and management expectations were beginning to be realized

(Mean=3.68), the HRIS had improved the HR functions at the organizations (Mean=3.78),

the HRIS helped with forecasting staffing needs (mean=3.53), HRIS improved the data

maintenance process (Mean=3.50) and HRIS improved the data input process (Mean=3.76).

34

Likewise, the HRIS improved the training process (Mean=3.65), eliminated procrastination

of HR functions (Mean=3.63), there was there was cost saving on the HR functions

(Mean=3.60), HRIS improved the ability to disseminate information (Mean=3.93), provided

increased levels of useful information (Mean=3.53) and the information generated from the

HRIS increased coordination between the HR department and top administrators

(Mean=4.11). On the contrary, the results revealed that the HRIS had not decreased the time

spent on communicating information within our institution (Mean=2.03) and timeliness in

the processing of HR services had not been realized (Mean=2.18). The results revealed a

global mean of 3.70 which was proved that Human Resource Information System had a

great impact on Human Resource Management service delivery at the different agencies.

This implies that the availability and absence of Human Resource Information Systems

affected the effectiveness of Human Resource Management service delivery.

4.5 Objective Three: Challenges of Adopting Human Resource Information Systems

The results in the section below were generated so as to examine the challenges of adopting

Human Resource Information Systems. Item mean tabulation was used to present the results

as presented in table 4.8 below.

35

Table 4.8: Challenges of Adopting Human Resource Information Systems

Item Min Max Mean SD The high cost of setting up and maintaining a HRIS hinders the adoption of a HRIS

1 5 2.34 1.040

Inadequate funds is a barrier to HRIS adoption 1 5 4.00 .199 Lack of support from top management is a barrier to achieving the full potential of HRIS

1 5 3.49 .072

Inadequate knowledge in implementing the system hinders HRIS adoption

1 5 3.69 .131

The lack of applications/solutions for HR users undermines HRIS adoption

1 5 3.88 .196

Lack of expertise(s) in IT to operate the HRIS undermines achieving the full potential of HRIS

1 5 3.69 .119

Insufficient financial support for the HRIS hinders effective HRIS adoption

1 5 3.72 .273

Problems with time management of the HRIS implementation process undermines HRIS adoption

1 5 3.90 .141

The need to work with other departments constrains adoption of HRIS adoption

1 5 3.65 .090

The lack of information technology (IT) support undermines HRIS adoption

1 5 3.95 .782

No suitable HRIS or software may hinder HRIS adoption 1 5 3.72 .992 Difficulty in changing the organization’s culture hinders achieving the full potential of HRIS

1 5 4.13 .942

The fear of changing the way staff do things, hinders HRIS adoption

1 5 4.86 .350

The HRIS not being perceived as an advantage at all hinders achieving the full potential of HRIS

1 5 4.87 .335

Lack of commitment and involvement by all employees hinders achieving the full potential of HRIS

1 5 4.89 .318

As a result of a lot of paper work that is difficult to computerize, achieving the full potential of HRIS is undermined

1 5 4.83 .447


From the results in table 4.8 above, the results revealed that among the challenges of

adopting HRIS included; inadequate funds (Mean=4.00), inadequate knowledge

(Mean=3.69), lack of applications/solutions for HR users (Mean=3.88), lack of expertise(s)

in IT to operate the HRIS (Mean=3.69), insufficient financial support (Mean=3.72), problems

with time management of the HRIS implementation process (Mean=3.90) and the need to

work with other departments (mean=3.65). Likewise, lack of information technology (IT)

36

support (Mean=3.95), unavailability of suitable HRIS or software (Mean=3.72), difficulty in

changing the organization’s culture (Mean=4.13), fear of changing the way staff do things

(Mean=4.86), the HRIS not being perceived as an advantage (Mean=4.87), lack of

commitment and involvement by all employees (Mean=4.89) and lot of paper work that is

difficult to computerize (Mean=4.83) undermined the achievement of the full potential of

HRIS. This implies that the existence of gaps in the HRIS hindered the effective delivery of

HR services.

4.6 Objective Four: Institutional Level Strategies for Introducing, Maintenance and

Effective Utilization of Human Resource Management Information Systems

The results in the section below were generated so as to identify institutional level strategies

for introducing, maintenance and effective utilization of Human Resource Management

Information Systems. Item mean tabulation was used to present the results as presented in

table 4.9 below.

37

Table 4.9: Institutional Level Strategies for Introducing, Maintenance and Effective

Utilization of Human Resource Management Information Systems

Item Min Max Mean SD In order to ensure effective implementation of the HRIS, the sources of funds to cover the costs of setting up and maintaining a HRIS should be identifies

1 5 3.90 .729

There should be mobilization of financial resources required to setup the HRIS

1 5 4.03 .603

Support from top management is important in achieving the full potential of HRIS

1 5 4.01 .729

There should be training of staff on how to operate and appreciate the HRIS

1 5 3.84 .850

There should be attitude change among staff as a means of embracing the HRIS

1 5 3.93 .722

Sourcing for the required expertise(s) in IT to operate the HRIS enhances the effectiveness of the HRIS

1 5 3.94 .452

Time management should be observed at the implementation stage of the HRIS

1 5 3.79 .946

Stakeholder involvement at different stages of the implementation process improves the efficiency of the HRIS

1 5 4.27 .685

There should be adequate information technology (IT) support for effective HRIS performance

1 5 3.91 .969

The suitable HRIS or software should availed in order to achieve the full potential of HRIS

1 5 3.75 .913

Efforts to align staff perceptions about the advantages of the HRIS enhances the acceptance of the HRIS

1 5 3.87 .623

In order to realized the benefits of the HRIS, there should be commitment and involvement by all employees

1 5 4.85 .364

To ensure successful performance at the HRIS, the management should set realistic deadlines

1 5 4.70 .641

In order to enhance the performance of the HRIS, there is focus on set goals

1 5 4.85 .552

Following a standardized process has done a lot in improving the effectiveness of the HRIS

1 5 4.52 .753

Management should enable better integration of the HRIS activities in order to improve the effectiveness of the organization

1 5 4.92 .280

In order to strengthen the effectiveness of the HRIS, there should be an effort to ensure proper record keeping

1 5 4.63 .514

As a result of seeking simplicity and not complexity in goal and path, the HRIS has progressed rapidly.

1 5 4.80 .467


From the results in table 4.9 above, among the institutional level strategies for introducing,

maintenance and effective utilization of HRIS included; ensuring that the sources of funds to

38

cover the costs of setting up and maintaining a HRIS should be identifies (Mean=3.90),

There should be mobilization of financial resources required to setup the HRIS (Mean=4.03),

support from top management was important in achieving the full potential of HRIS

(Mean=4.01), There need to train staff on how to operate and appreciate the HRIS

(Mean=3.84), the need to cause change of attitude among staff so as embrace the HRIS

(Mean=3.93), sourcing for the required expertise(s) in IT to operate the HRIS (Mean=3.94)

and time management should be observed at the implementation stage (Mean=3.79),

Likewise, stakeholder involvement at different stages of the implementation process was

important (Mean=4.27), adequate information technology (IT) support was paramount

(Mean=3.91), suitable HRIS or software needed to be availed in order to achieve the full

potential of HRIS (Mean=3.75) and efforts to align staff perceptions about the advantages

was important (Mean=3.87). the results further revealed that in order to realize the benefits of

the HRIS, there was need for commitment and involvement by all stakeholders (Mean=4.85),

the management needed set realistic deadlines (Mean=4.70), focus on set goals was

important (Mean=4.70), following a standardized process was paramount in the improvement

of the HRIS (Mean=4.52), better integration of the HRIS activities (Mean=4.92), there

should be an effort to ensure proper record keeping (Mean=4.63) and seeking simplicity and

not complexity in goal and path (Mean=4.80).

39

CHAPTER FIVE

DISCUSSION, CONCLUSION AND RECOMMENDATIONS

5.1 Introduction

This chapter presents the discussion, conclusions, and recommendations arising out of the

research findings and research objectives in chapter four and suggests areas for further study.

The study has generated several findings most of which are in line with existing literature

and previous research findings.

5.2 Discussion of the Findings

5.2.1 Objective one: Critical Human Resource Information Systems required for

Effective Human Resource Management Service Delivery

The findings on the critical human resources information systems required for effective

human resource management service delivery for the organisations that had and were in the

process of implementing the use of HRIS revealed that the quality of services offered by staff

had improved as a result of the use of the HRIS. This is in agreement with the assertions of

Anderson (1997), who postulates that in organisations which implemented the use of HRIS,

they were able to meet the needs of the different stakeholders. Further more, the findings

disclosed that as a result of the combined knowledge and skills on the HRIS, the performance

of HR staff had improved although, this was dependent on the competences of HR staff.

Ulrich (1997) and Brockbank (1999) posit that HR professionals both provide value to the

organization and improve their own standing in the organization by using HRIS. Ulrich and

40

Brockbank support the need for HR to become a strategic partner. Anderson (1997) also

established that HRIS relied on HR professionals to fulfilling job.

HRIS are medium that helps HR professionals perform their job roles more effectively and to

support strategic decision-making. As human capital plays a larger role in competitive

advantage, functional managers expect the HRIS to provide functionality to meet the unit’s

goals and objectives. This is in line with the findings of the study which revealed that it was

importance that the core competencies of the HRIS are clearly defined, and the ability to

create, apply and extend knowledge of the HRIS promoted the success of the organization.

Fein (2001) asserts that managers rely on the HRIS’s capabilities to provide superior data

collection and analysis, especially for performance appraisal and performance management.

Additionally, it also includes skill testing, assessment and development, résumé processing,

recruitment and retention, team and project management, and management development.

Gardner et al., (2003) are optimistic that increased use of human resource information

systems (HRIS) allows professionals to achieve improved performance and thus facilitate

participation in internal consultancy activities.

4.4 Objective Two: Impact of Human Resource Information Systems on Human


The findings on the assessment of the impact of Human Resource Information Systems on

Human Resource Management Service Delivery revealed that due to the availability of the

HRIS, staff and management expectations were beginning to be realized, HRIS improved HR

functions, helped with forecasting staffing needs, improved the data maintenance process, the

41

data input process, improved the training process, eliminated procrastination of HR functions

and improved the ability to disseminate information. According to a study carried out by

Hussain et al., (2006), to improve service delivery and create competitive advantage through,

the HR team must focus on a new set of priorities. These new priorities are more business,

and strategic oriented and less geared towards traditional HR functions such as staffing,

training, appraisal and compensation. Strategic priorities include team-based job designs,

flexible workforces, quality improvement practices, employee empowerment and incentive

compensation. This strategic role not only adds a valuable dimension to the HR function, but

also enhances service delivery.

On the other hand, Ordónez (2004) suggests that implementing an effective HRIS keeps the

HR Department in the right path to deliver more effective and streamlined service to the

Organisation. This done through streamlining workflow processes through controlled

processes, system interfaces and database validation. Not only should things flow more

smoothly, but the big plus for top management and function management is that HRIS helps

to ensure a greater control over any HR management related processes, enabling users to

follow through tasks more easily.

4.5 Objective Three: Challenges of Adopting Human Resource Information Systems

From the findings, among the challenges of adopting HRIS included; inadequate funds,

inadequate knowledge, lack of applications/solutions for HR users, lack of expertise(s) in IT

to operate the HRIS, insufficient financial support, problems with time management of the

HRIS implementation process and the need to work with other departments. The findings are

supported by Beckers and Bsat (2002), who assert that the cost of setting up and maintaining

42

a HRIS can be high, which is the major obstacle in the implementation of a HRIS. Similarly,

Kovach and Cathcart (1999) pointed out that a lack of money and support from top

management were the biggest barriers to achieving the full potential of HRIS. They further

indicated that other challenges were a lack of HR knowledge by system designers and the

lack of applications/solutions for HR users.

According to the findings of the study carried out by the Institute of Management and

Administration (2002), the biggest problems or obstacles to managing a HRIS were lack of

staff, lack of a budget, problems with time management, the need to work with other

departments and the lack of information technology (IT) support. This is in line with the

findings which further revealed lack of information technology (IT) support, unavailability of

suitable HRIS or software, difficulty in changing the organization’s culture, fear of changing

the way staff do things, the HRIS not being perceived as an advantage and lack of

commitment and involvement by all employees as challenges affecting HRIS. According to

Strohmeier (2006), many employers resist HRIS as they think that it increases cost of

manpower as trade unions demand for employee based plans, more facilities and benefits

including training and development. Likewise, uncertainties are quite prominent in human

resource practices due to absenteeism, seasonal employment, labor turnover, changing

technologies, market conditions making HRIS less reliable. Likewise, the challenge is to

keep information protected all the time from being accessed by unauthorized persons, system

hackers, web spam and document viruses.

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4.6 Objective Four: Institutional Level Strategies for Introducing, Maintenance and

Effective Utilization of Human Resource Management Information Systems

According to the findings, among the institutional level strategies for introducing,

maintenance and effective utilization of HRIS proposed by the respondents were ensuring

that the sources of funds to cover the costs of setting up and maintaining a HRIS,

mobilization of financial resources, support from top management, training of staff on how to

operate HRIS, staff attitude change towards the HRIS, sourcing for the required expertise(s)

and timeliness during the implementation stage. The findings are given credence by Beukes-

Amiss & Chiware (2006) who suggest that many organisations come to a standstill because

an obstacle appears in the HRIS path towards achieving their goals. That is, when that

happens, everything becomes significant and, when an obstacle arises, all work halts. Instead,

team leaders and members must distinguish between what is and is not important. This

determination is best achieved by focusing on the ultimate objective, and asking how a

particular situation will impact achievement of this final goal (Tella, Tella, Toyobo, Adika &

Adeyinka, 2007).

Ironically, while everyone recognizes the contribution of good communications to the

success of the HRIS, it still remains in a dismal state. One reason is that people confuse the

medium with communication (Aginam, 2006). All too often, the medium simply gives a poor

communicator a louder voice. At least from a project management perspective, the medium

is not the message. The other reason for poor communications is the lack of team members’

distinction between data and information (Kaku, 2005). While data is unprocessed,

information is data that is converted into something meaningful. By contrast, good

44

communication is providing the right information at the right time in the right amount to the

right person.

On the other hand, in most organisations, during the implementation of HRIS, team leaders

perform considerable work in management and development. Unfortunately, the work often

goes unrecorded, the knowledge and expertise is lost due to turnover and time constraints.

This is a tremendous loss to companies that could have saved this knowledge and expertise,

applying it on future, similar projects. If companies made an effort to record the knowledge

and expertise of what went well on a project, they would gain several benefits for future

projects (Wima & Lawler, 2007). Such a history improves performance among team

members, because people can focus on issues not dealt with previously, which may not be

“showstoppers.” It also forces people to think about their actions, and determine where and

when to spend their effort and time. In addition, a recorded history tells people what has

worked in the past, enabling them to predict with reasonable accuracy the impact of their

actions on the current project.

5.3 Conclusion

When assessing the critical human resources information systems required for effective

human resource management service delivery, it was revealed that the staff in HR department

did not possess the required competencies to operate the HRIS, much as the quality of

services offered by our staff had improved as a result of the use of the HRIS, that as a result

of the combined knowledge and skills on the HRIS, the performance of HR staff had

improved, the core competencies of the HRIS were clearly defined, competent HR staff were

45

the key to the future success of the HRIS and the ability to create, apply and extend

knowledge promoted the success of the organization.

In regard to the assessment of the impact of Human Resource Information Systems on

Human Resource Management Service Delivery, the findings revealed that due to the

availability of the HRIS, staff and management expectations were beginning to be realized,

the HRIS had improved the HR functions at the organizations, the HRIS helped with

forecasting staffing needs, HRIS improved the data maintenance process and HRIS improved

the data input process. Likewise, the HRIS improved the training process, eliminated

procrastination of HR functions, there was there was cost saving on the HR functions, HRIS

improved the ability to disseminate information, provided increased levels of useful

information and the information generated from the HRIS increased coordination between

the HR department and top administrators.

From the findings several challenges were pointed out among which included inadequate

funds, inadequate knowledge, lack of applications/solutions for HR users, lack of

expertise(s) in IT to operate the HRIS, insufficient financial support, problems with time

management of the HRIS implementation process and the need to work with other

departments. Likewise, lack of information technology (IT) support, unavailability of

suitable HRIS or software, difficulty in changing the organization’s culture, fear of changing

the way staff do things, the HRIS not being perceived as an advantage, lack of commitment

and involvement by all employees and lot of paper work that is difficult to computerize

undermined the achievement of the full potential of HRIS.

46

Some of the strategies put forward to counteract the challenges were ensuring that the

sources of funds to cover the costs of setting up and maintaining a HRIS, mobilization of

financial resources, support from top management, training of staff on how to operate HRIS,

staff attitude change towards the HRIS, sourcing for the required expertise(s) and timeliness

during the implementation stage

5.4 Recommendations

In light of the research findings, the following recommendations were proposed:

i) From the results it was clear that strengthening Human Resource Information

Systems helped improve Human Resource Management Service Delivery, therefore

the Fund should draw much emphasis on strengthening Human Resource Information

System implementation and use as a means of achieving efficiency and effectiveness

in the in service delivery. It is therefore pertinent that Managerial staff are given the

much needed competence skills in staff care and service, change management,

decision making, diversity management and leadership and teamwork.

ii) From the findings it was revealed that inadequate funds/insufficient financial support

undermined the adoption to the HRIS by the organizations. Therefore, the

managements of the different organizations to ensure proper HRIS implementation

and achieving the benefits of HRIS, should carry out a lot of benchmarking from

organizations that are already operating the HRIS and seek advise on how to

effectively carry cost effective HRIS implementation.

47

iii) Likewise, adoption of HRIS can be hindered through inadequate knowledge and

expertise(s) in IT to operate the HRIS. Here, the organizations should identify the

right staff and undertake them through HRIS development training as a means of

imparting knowledge and skills that are desirable for the operation of the HRIS.

iv) From the finds, it was revealed that problems with time management of the HRIS

implementation process undermined the adoption of the HRIS. Therefore,

managements of the organizations should set feasible timelines during HRIS

implementation and stick to implementation schedule as a means of ensuring time

management. Where setbacks are encountered, reviews should be make to streamline

the process other bringing the implementation process to a halt.

v) The finding also revealed that lack of information technology (IT) support and

unavailability of suitable HRIS or software posed as hindrances to HRIS adoption and

implementation. Therefore, identification of the required ICT hardware and software

in important as this will provide easier means of HRIS implementation and

functioning.

vi) There is also need to cause attitude change according to the incoming changes in the

organization as a means of gaining acceptance from staff and also enhancing

commitment and involvement of staff. This could be achieved through effective

communication, where the change message is communicated consistently and

provision of feedback is made for the users.

vii) The findings revealed the lack of effective and integrated communication and

adequate support from top management. This calls for management to ensure that

well integrated communication system that provides for feedback from both the

48

internal and external customers is up and operational as this will provide a channel

within which to assess the performance of the organization through internal customer

responses.

5.5 Areas for further study

i) This study concentrated on improving Human Resource Management services

delivery through information technology in selected organisations. Future research

should attempt to collect data from all the organisations in the sector.

ii) To study the true nature of the association between Human Resource Management

services delivery and Human Resource Information Systems, a longitudinal study is

more appropriate.

iii) Other variables other than Human Resource Management services delivery should be

used to predict Human Resource Information Systems.

49

REFERENCES

Awazu, Yukika & Desouza, Kevin C. (2003). Knowledge Management. HRMagazine. 48(11), 107.

Ball, Kirstie S. (2001). The Use of Human Resource Information Systems: a Survey. Personnel

Review. 30(6), 667-693.

Florkowski, G. and Olivas-Luja´n, M.R. (2006), “Diffusion of information technology innovations

in human resource service delivery: a cross-country comparison”, Personnel Review, Vol. 35

No. 6, pp. 684-710.

Inspector of Government Audit Report (2005-2010)

Kovach, Kenneth A, Hughes, Allen A. , Fagan, Paul, & Maggitti, Patick . (2002). Administrative

and Strategic Advantages of HRIS. Employment Relations Today. 29( 2) 43-48.

Kovach, Kenneth A. & Cathcart, Jr., Charles E. (1999). Human Resource Information Systems

(HRIS): Providing Business with Rapid Data Access, Information Exchange and Strategic

Advantage. Public Personnel Management. 28( 2), 275-282.

Lengnick-Hall, M.L. and Moritz, S. (2003), “The impact of e-HR on the human resource

management function”, Journal of Labor Research, Vol. 24, pp. 365-79.

Lengnick-Hall, Mark L. & Moritz, Steve. (2003). The Impact of e-HR on the Human Resource

Management Function. Journal of Labor Research. 24( 3), 365-379.

Malaria Consortium Annual Report, 2008

Mayfield, J., Mayfield, M., & Lunce, S. (2003). Human Resource Information Systems: A Review

and Model Development. Advances in Competitiveness Research. 11( 1), 139-151.

Ngai E. W. T. and Wat F. K. T (2004)” Human resource information systems” a review and

empirical analysis Mayfield M., Mayfield J., Lunce S., Human resource information systems:

a review and model development, Advances in Competitiveness Research 11, 2003, 139–151

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NWSC, the annual report of 2005-2006

Ordónez de Pablos Patricia (2004) Human resource management systems and their role in the

development of strategic resources: empirical evidence

PPDA Annual Report (2008)

Public service report of 2009 -2010

Rue l̈, H.J.M., Bondarouk, T.V. and Looise, J.C. (2004), E-HRM: Innovation or Irritation? An

Exploration of Web-Based Human Resource Management in Large Companies, Purdue

University Press/Lemma Publishers, Utrecht.

Ruel, H.J.M. and Bondarouk, T.V. (2008), “Exploring the relationship between e-HRM and HRM

effectiveness: lessons learned from three companies”, in Martin, G., Reddington,

Strohmeier, S. (2006), “Coping with contradictory consequences of e-HRM”, Proceedings of the

First European Academic Workshop on Electronic Human Resource Management, Enschede,

The Netherlands, October 25-26.

Targowski, Andrew S & Deshpanade, Satish P. (2001). The Utility and Selection of an HRIS.

Advances in Competitive Research. 9 (1) 42-56.

Walker, Alfred J. (2001). How the Web and Other Trends are Changing Human Resources. In

Alfred J. Walker, ed., Web-Based Human Resources. New York: McGraw-Hill, 2001.

Watson Wyatt. (2002). e-HR: Getting Results Along the Journey – 2002 Survey Report. Watson

Wyatt Worldwide.

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APPENDIX I MAKERERE UNIVERSITY BUSINESS SCHOOL

QUESTIONNAIRE This is a research on the topic “Improving Human Resource Management Services Delivery through

Information Technology: A Case of Selected Organizations. You have been carefully selected as a

respondent to this questionnaire because I believe the information that you will provide will be very useful in

enabling me realize the objectives of my study. The information you avail in this questionnaire will be used

for strictly academic purposes and confidentiality will be ensured. I highly appreciate the fact that you have

taken time to fill in this questionnaire. Thank you very much.

PARTA: GENERAL INFORMATION 1. What is your gender?

2. How long have you been an employee of the organisation?

3. What is the level of management at the Organization?

4. Highest level of education you have attained?

5. Age of Respondent

Male (1) Female (2)

Less than 1 year 2 – 3 yrs 4 – 5 yrs 6 – 10 yrs Above 10 yrs

Senior Manager

Middle Manager

Supervisor Officer Below Officer

Certificate Diploma Degree Masters Professional PhD Other

52

Section A: Please indicate the extent to which you agree with the statements below regarding the critical human resource information systems required for effective human resource management service delivery (SD- Strongly Disagree, D- Disagree, N- Not Sure, A- Agree and SA- Strongly Agree)

Statement SD D N A SA The staff in HR department possess the required competencies to operate the HRIS 1 2 3 4 5 The quality of services offered by our staff has improved as a result of the use of the HRIS

1 2 3 4 5

with the availability of the HRIS, our senior management team is effective in decision making

1 2 3 4 5

As a result of the combined knowledge and skills on the HRIS, HR staff’s performance is good

1 2 3 4 5

At our organisation, management identifies the critical management and specialist competencies required to operate the HRIS so as to meet the demands of the clients

1 2 3 4 5

To be effective, the management of our organisation has reverted to the use of the HRIS to ensure efficient service delivery

1 2 3 4 5

At our organization, the core competencies of the HRIS are clearly defined 1 2 3 4 5 The management of our organisation ensures that the competencies required by HR staff are adequate and appropriate

1 2 3 4 5

At our organization, competent HR staff are the key to the future success of the HRIS 1 2 3 4 5 At our organization, competent HR staff offer the HRIS its only sustainable competitive advantage

1 2 3 4 5

The ability to create, apply and extend knowledge at our organization has promoted the success of the organization

1 2 3 4 5

Section B: Please indicate the extent to which you agree with the statements below regarding the human resource information systems on human resource management service delivery (SD- Strongly Disagree, D- Disagree, N- Not Sure, A- Agree and SA- Strongly Agree)

Statement SD D N A SA As a result of the availability of the HRIS, the staff are satisfied with HR services delivered to them by the HR department

1 2 3 4 5

Due to the availability of the HRIS, staff and management expectations were met 1 2 3 4 5 Our HRIS has improved the HR functions at our organisations 1 2 3 4 5 Our HRIS has helped with forecasting staffing needs 1 2 3 4 5 Our HRIS has improved the data maintenance process 1 2 3 4 5 Our HRIS has improved the data input process 1 2 3 4 5 Our HRIS has improved the training process 1 2 3 4 5 Our HRIS has eliminated procrastination of HR functions 1 2 3 4 5 Our HRIS has decreased the time spent on communicating information within our institution

1 2 3 4 5

As a result of our HRIS, there is timeliness in the processing of HR services 1 2 3 4 5 As a result of our HRIS, there is cost saving on the HR functions 1 2 3 4 5

25-30 yrs

31 – 45 yrs

46 – 50 yrs

Above 51 yrs

53

Our HRIS has improved our ability to disseminate information 1 2 3 4 5 Our HRIS has provided increased levels of useful information 1 2 3 4 5 The information generated from our HRIS has increased coordination between HR department and top administrators

1 2 3 4 5

Our HRIS has made our HR decision-making more effective 1 2 3 4 5 Our HRIS has made the HR department more important to the institution 1 2 3 4 5 Overall our administration thinks that HRIS is effective in meeting strategic goals 1 2 3 4 5 The information generated from our HRIS has improved the strategic decision making of top administrators

1 2 3 4 5

The information generated from our HRIS has made HR a more strategic partner in the institution

1 2 3 4 5

Our HRIS has promoted our institution’s competitive advantage 1 2 3 4 5

Section C: Please indicate the extent to which you agree with the statements below regarding the challenges of adopting human resource information systems (SD- Strongly Disagree, D- Disagree, N- Not Sure, A- Agree and SA- Strongly Agree)

Statement SD D N A SA The high cost of setting up and maintaining a HRIS hinders the adoption of a HRIS 1 2 3 4 5 Inadequate funds is a barrier to HRIS adoption 1 2 3 4 5 Lack of support from top management is a barrier to achieving the full potential of HRIS 1 2 3 4 5 Inadequate knowledge in implementing the system hinders HRIS adoption 1 2 3 4 5 The lack of applications/solutions for HR users undermines HRIS adoption 1 2 3 4 5 Lack of expertise(s) in IT to operate the HRIS undermines achieving the full potential of HRIS

1 2 3 4 5

Insufficient financial support for the HRIS hinders effective HRIS adoption 1 2 3 4 5 Problems with time management of the HRIS implementation process undermines HRIS adoption

1 2 3 4 5

The need to work with other departments constrains adoption of HRIS adoption 1 2 3 4 5 The lack of information technology (IT) support undermines HRIS adoption 1 2 3 4 5 No suitable HRIS or software may hinder HRIS adoption 1 2 3 4 5 Difficulty in changing the organization’s culture hinders achieving the full potential of HRIS

1 2 3 4 5

The fear of changing the way staff do things, hinders HRIS adoption 1 2 3 4 5 The HRIS not being perceived as an advantage at all hinders achieving the full potential of HRIS

1 2 3 4 5

Lack of commitment and involvement by all employees hinders achieving the full potential of HRIS

1 2 3 4 5

As a result of a lot of paper work that is difficult to computerize, achieving the full potential of HRIS is undermined

1 2 3 4 5

Section D: Please indicate the extent to which you agree with the statements below regarding the strategies to introduce, maintain and effective utilization of HRIS (SD- Strongly Disagree, D- Disagree, N- Not Sure, A- Agree and SA- Strongly Agree)

Statement SD D N A SA In order to ensure effective implementation of the HRIS, the sources of funds to cover the costs of setting up and maintaining a HRIS should be identifies

1 2 3 4 5

54

There should be mobilization of financial resources required to setup the HRIS 1 2 3 4 5 Support from top management is important in achieving the full potential of HRIS 1 2 3 4 5 There should be training of staff on how to operate and appreciate the HRIS 1 2 3 4 5 There should be attitude change among staff as a means of embracing the HRIS 1 2 3 4 5 Sourcing for the required expertise(s) in IT to operate the HRIS enhances the effectiveness of the HRIS

1 2 3 4 5

Time management should be observed at the implementation stage of the HRIS 1 2 3 4 5 Stakeholder involvement at different stages of the implementation process improves the efficiency of the HRIS

1 2 3 4 5

There should be adequate information technology (IT) support for effective HRIS performance

1 2 3 4 5

The suitable HRIS or software should availed in order to achieve the full potential of HRIS 1 2 3 4 5 Efforts to align staff perceptions about the advantages of the HRIS enhances the acceptance of the HRIS

1 2 3 4 5

In order to realized the benefits of the HRIS, there should be commitment and involvement by all employees

1 2 3 4 5

To ensure successful performance at the HRIS, the management should set realistic deadlines

1 2 3 4 5

In order to enhance the performance of the HRIS, there is focus on set goals 1 2 3 4 5 Following a standardized process has done a lot in improving the effectiveness of the HRIS 1 2 3 4 5 Management should enable better integration of the HRIS activities in order to improve the effectiveness of the organization

1 2 3 4 5

In order to strengthen the effectiveness of the HRIS, there should be an effort to ensure proper record keeping

1 2 3 4 5

As a result of seeking simplicity and not complexity in goal and path, the HRIS has progressed rapidly.

1 2 3 4 5

improving human resource management services delivery through information technology

Documents

university supervisor

research report

academic excellence

research wouldnt

group work

academic qualification

academic struggle

bbosa ronald iiidedication