667 Words Oct 20th, 2015 3 Pages
Chapter II
Review of Related Literature Along with the upsurge of computerized management information systems (MIS) in industrialized countries’ enterprises in the 1980s, HR functions increasingly started to deploy human resource information systems in their daily work. HRIS were primarily seen as MIS 54 sub functions within HR areas intended to support the “planning, administration, decisionmaking, and control activities of human resource management. During the 1990s, along with the adoption of more complex HR practices focused on a company’s overall performance goal, HRIS correspondingly evolved into more sophisticated information expert systems featuring analytical tools to support decision-making in managing human capital
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Risk and security management is another crucial function which can be derived by HRIS by following private and highly sensitive individual data and multiplatform security aspects which are perhaps the most serious factors that need to be taken into consideration (Karakanian, 2000).
HRIS is defined as an “integrated system used to gather, store and analyze information regarding an organization’s human resources’ comprising of databases, computer applications, hardware and software necessary to collect, record, store, manage, deliver, present and manipulate data for human resources function” (Hendrickson, 2003).
An HRIS can perform a number of functions from the simple storage and communication of information, to more complex transactions. As technology advances, the range of functions that an HRIS can undertake increases. Actually HRIS is directed towards the HR department itself (Ruël, Bondarouk & Looise, 2004), the use of HRIS can provide a number of benefits not only to the HR function, but also line managers, and the wider organization (Parry, 2009).
The use of HRIS has been advocated as an opportunity for human resource professionals to become strategic partners with top management. HRIS allow HR function to become more efficient and to provide better information for decision making (Beadles, Lowery & Johns, 2005).
The increased use of web technology to deliver HR will leave HR specialists more time for

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