Human Resources Information Systems Usage

Role of human resources information systems in helping organizations to meet the challenges of organizational and WorkForce change

Human Resources Information System (HRIS) helps organizations in several ways. Compensation, employee benefits, and Information Systems (IS) are central elements that influence organizational performance in numerous institutions. Chriss defines the nature of operations and productivity levels in institutions. Institutions that seek to leverage their performance and gain competitive advantages should adopt viable human resource administration techniques that foster fairness and create the desired environment for change (Krivohlavy, 2012). The practices should provide superior guidelines that facilitate a perfect match between work done and remuneration. Concerning HRISs, compensation and benefits entail the incentives given to individuals after work. Compensation means reimbursement benefits given to cater for services rendered or professional input provided (Ezzeddine, Hachicha & Bouri, 2011).

Pay structures, Wage and salary costing, flexible benefit and ministration, vacation use, and benefits use analysis are some of the critical HRIS that are functional within the organization. This indicates the role of human resources information systems in helping organizations to meet the challenges of organizational and workforce change. Also, IT can help to enhance HR functions and facilitation of change within an organization (Landskroner, 2001). Organizational operations. This indicates how selecting one or more of the types of HR information systems can help any organization (Jesper, 2007).

Therefore, administrators must adopt conventional methods of HRIS to address the plight of employees. It is imperative to note that monetary compensation is a central element that motivates employees further effort in the production system (Camerer, 2003). Good incentives enhance their work morale and performance that leads to superior performance. Managers need to evaluate and understand employee needs to enable the development of credible mechanisms for addressing their concerns. According to researchers, institutions that embrace IT and provide exemplary rewards such as material or non-physical incentives report superior returns. Fair treatment of employee and adoption of modern information systems is fundamental elements in advancing competitiveness in the current business setting (Camerer, 2003).

Information System (IS) is crucial since it streamlines operations in institutions due to its relevance in coordinating activities. An information system holds the capacity to boost efficiency and enhance the relationship between employees and the administration. This is essential since inferior engagement creates a conflict of interest that compromises performance. Ideally, fair compensation enhances an individual’s effectiveness, motivational value, provision of superior services and financial satisfaction (Altman, 2000). These elements advance an individual’s psychological, social, and economic stability that is crucial in ensuring quality service delivery. Thus, this paper explores the relevance of compensation, benefits and information system in institutions. As indicated before, this indicates the role of human resources information systems in helping organizations to meet the challenges of organizational and workforce change.

Chris functions and policies may vary as different institutions have set rules that guide their operations. The rules and performance levels may influence the compensation incentives that are given to the employees (Sharif, 2002). Variably, their daily input and general performance also influences the administrator’s decisions in designing their change and remuneration packages. Indeed, employers should adopt modern IT approaches used in determining organizational success. The approaches demands fairness and equality in the development of the remuneration policies (Sharif, 2002). The approaches also emphasize on the effectiveness and efficiency in service delivery through employee motivation (Henry, 2012). Institutions with strong aspirations to exemplary performance should adopt IT and the major performance elements presented by HRIS.

Employee training is one of the most critical aspects of employee building. Both the employee and the company get benefits from any process that seeks to enhance employee knowledge. Technological application in employee training is providing corporations with an advantage for several reasons. Corporate managers are increasingly recognizing the need for the application of technology in employee building. While the need for the application of technology in employee training varies from one organization to another, it is clear that information and communication technology are the most effective form of technology in the training process. For discussion, this section will investigate some of the most significant benefits an organization is expected to obtain from using distance delivery as a form of ICT used in employee training.

According to Berge (2011), distance delivery provides quick and easy access to the relevant materials for the training. For instance, it allows both trainers and trainees in an organization to develop a free process of exchanging information, a process that enhances employee learning. According to Rosenberg (2011), many organizations that provide distance training to their employees have an advantage because they are not only able to provide employees with an advantage to access unlimited source materials, but also because they can break the distance barrier Moreover, distance delivery builds interest in the employees.

Secondly, distance delivery allows the organization to maximize its resources. According to Bates (2010), the organization is set to achieve its long-term goals through employee building with technology. In this case, the organization can use technology in forming partnerships with remote organizations and ensuring that the partnerships are effective in providing additional knowledge to the employees.

It is also worth noting that distance delivery of knowledge allows company leadership and employees to break the communication barrier between them, regardless of the physical and structural distance between them. For instance, with this form of technology, managers achieve an effective process of communicating the corporate philosopher to their employees.


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Berge, Z. L. (2011). Sustaining distance training: Integrating Learning Technologies into the Fabric of Enterprise. San Francisco, CA. Jossey-Bass Publishers

Camerer, C. (2003). Behavioral game theory: Experiments in strategic interaction. New York, NY: Russell SAGE.

Ezzeddine, B., Hachicha, N. & Bouri, A. (2011). Portfolio choice in emergent markets: Between the rational and the behavioral theories. Global Business and Management Research, 3(3), 296-318.

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Jesper, B. (2007). Organizational diversity, labor markets, and wage inequality. The American Behavioral Scientist, 50(5), 659-676.

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Landskroner, R. (2001). The nonprofit manager’s resource directory. New York, NY: Wiley.

Rosenberg, M. J. (2011). E-learning strategies for delivering knowledge in the digital age. San Francisco, CA: McGraw-Hill publishers

Sharif, M. (2002). Work behavior of the world’s poor: Theory, evidence and policy. Aldershot: Ashgate