scholarly journals Design of Human Resources Management and Payroll Information Systems with a Self-service Approach at Recreation Services Company

2018 ◽  
Author(s):  
Dwia Pungky Arumdani ◽  
Tb. M. Yusuf Khudri
Keyword(s):  
Information Systems ◽  
Human Resources ◽  
Human Resources Management ◽  
Resources Management ◽  
Recreation Services ◽  
Self Service

Adoption and Success of E-HRM in European Firms

2009 ◽  
pp. 24-30 ◽  
Author(s):  
Eleanna Galanaki ◽  
Leda Panayotopoulou
Keyword(s):  
Information Systems ◽  
Human Resources ◽  
Human Resources Management ◽  
Software Suite ◽  
Resources Management ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Level Of Satisfaction

Fairly recently numerous technological applications have emerged, claiming to cover nearly every “traditional” human resources management (HRM) activity; not only complementing it, but often even substituting it (Martin, Alexander, Reddington, & Pate, 2006). In order to meet the demands of today’s knowledge-based economy, companies must maximize the potential and productivity of their employees, a goal towards which HRM information systems in general and e-HRM in particular could help. Some of these applications even claim that they can achieve synergies that were not possible before, by integrating all the HRM functions under one software suite, and combining results and feedback from all their different applications. In this article, we study the adoption of e-HRM in Europe, looking at three mail elements: the extent of e-HRM deployment, the characteristics of the companies that adopt e-HRM, and the level of satisfaction from the system.

Influence of Job Relevance, Output Quality, Task Technology Fit, and Privacy Concerns on Human Resources Information Systems Usage

2009 ◽  
pp. 525-531
Author(s):  
Eric Deakins
Keyword(s):  
Information Systems ◽  
Human Resources ◽  
Technology Acceptance ◽  
Human Resources Management ◽  
Strategic Human Resources ◽  
Human Resources Information Systems ◽  
Strategic Human Resources Management ◽  
Human Resources Managers ◽  
Self Service ◽  
Acceptance Model

Since the late 1990s, human resources information systems (HRIS) that exploit inexpensive browser technology have been implemented by companies and public sector organizations alike due to the perceived benefits of such self-service systems, which include: added convenience for employees, simplified approval processes, reduced administration costs, and more time for strategic human resources management (HRM) activities (e.g., Zampetti and Adamson, 2001). Yet despite their growing pervasiveness, it is common that the e-HRM is underused by employees in many organizations (Gevity, 2005). The purpose of this article is to offer insights that will help system developers and human resources managers to design and introduce user-accepted e-HRM systems. The remainder of this article is organized as follows: Following a review of information technology usage behavior, an augmented technology acceptance model suitable for studying e-HRM use is proposed. An empirical study of e-HRM user behavior is then presented and the findings discussed. The article concludes with future trends, implications for academics and practitioners, and study limitations.

scholarly journals STRATEGIC HUMAN RESOURCES MANAGEMENT AND BUSINESS INTELLIGENCE SYSTEMS IN THE PURPOSE OF SOCIAL AND ECONOMIC DEVELOPMENT

2019 ◽  
Vol 17 (1) ◽  
Author(s):  
Helena Lajšić
Keyword(s):  
Economic Development ◽  
Information Systems ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Intelligence ◽  
Information Technologies ◽  
Human Resources Management ◽  
Non Profit ◽  
Resources Management

Interesting knowledge is gained by researching and re-examining how human resources management works in our region - the city. Human resource management in every business system becomes completely different from what it has been. It is no longer understood only as a mere functional activity, but as a new business philosophy to be implemented at all managerial levels. In this century, human resources are not only the key competitive advantage of any organization, but of every country. A holistic, coherent human resource management of the organization in order to ensure the maximum value added and the best positioning for the achievement of organizational strategic goals, in broad terms, leads directly to general socio-economic development and progress. One of the key functions of HRM is to spread the various components of the strategic plan to all employees in the organization. An important function of human resources management can and should be to provide information on the strategic readiness of human capital - whether and to what extent available human resources have the required knowledge, skills and motivation to support and implement an organization’s strategy. There is no efficient strategic management of human resources without the support of information technologies and information systems. The development of information technologies and information systems dramatically changes the management of human resources. The strategic readiness of information capital (IT and systems) is the most meaningful measure of the value of the information capital of the organization. The greatest availability of information capital in human resources management is measured by the level of development of online transaction processing systems, whether it is a module of an ERP system, or that it is HRIS (Human Resources Information Systems). Another technology that has even more strategic significance is BI (Business Intelligence) technology and BI decision support systems. A particular challenge is to examine the state of and opportunities for the development of human resources in profit and non-profit institutions in our narrower region. This scientific work will attempt to obtain the missing information on the content and method of human resources management in the profit and non-profit sector, observed in the context of information systems.

Adoption and Success of E-HRM in European Firms

2011 ◽  
pp. 948-955
Author(s):  
Eleanna Galanaki ◽  
Leda Panayotopoulou
Keyword(s):  
Information Systems ◽  
Human Resources ◽  
Human Resources Management ◽  
Software Suite ◽  
Resources Management ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Level Of Satisfaction

Fairly recently numerous technological applications have emerged, claiming to cover nearly every “traditional” human resources management (HRM) activity; not only complementing it, but often even substituting it (Martin, Alexander, Reddington, & Pate, 2006). In order to meet the demands of today’s knowledge-based economy, companies must maximize the potential and productivity of their employees, a goal towards which HRM information systems in general and e-HRM in particular could help. Some of these applications even claim that they can achieve synergies that were not possible before, by integrating all the HRM functions under one software suite, and combining results and feedback from all their different applications. In this article, we study the adoption of e-HRM in Europe, looking at three mail elements: the extent of e-HRM deployment, the characteristics of the companies that adopt e-HRM, and the level of satisfaction from the system.

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