Implementation of Human Resource Information Systems

Talent Management (Burbach & Royle 2010)

Talent management according to Burbach and Royle (2010) falls under one of three broad categories. For that matter, the first category defines talent management to be the combination of standards and procedures of human resource management that include recruitment, selection and their development career wise. On the other hand, the second category according to the definition postulated by the same Burbach and Royle view talent management to be the creation of a huge talent pool which ensures that there is both quantitative and qualitative flow of employees in the organization. Moreover, the third category for the meaning of talent management relates to an unqualified resource that needs to be administered basically to performance levels.

Nonetheless, it is acknowledged by Burbach and Royle (2010) that talent management needs to be based on identification, selection and thereafter nurturing these key performers, sourcing, development and allocation of replacements of the key personnel. In addition, allocation of required resources to key talents based on their potential value to the organization also forms part of talent management.

Summery for Burbach & Royle Article (Burbach & Tony, 2010)

Burbach & Royle article is about talent on demand that explore talent management in multinational corporations. The article reviews management of talents in these corporations by considering factors that arbitrate their management and how computer systems add value to this process. The article starts off by trying to give several perspectives on the definition of talent management where three perspectives are postulated. Nonetheless, the articles also cover talent on demand framework where demand and supply of talent is covered. However, the article winds up by concluding that talent management does not bring any difference if it adapts to organization’s local practices. In addition, it also concludes that talent management varies from one environment to another due to several factors such as culture prevalent in the environment in which these organizations operate.

Summery for Dong Article (Dong, 2008)

Dong article explores the impact of the top executive support of the organization systems performance. For that matter, the article covers the role of the organization’s top executive in supporting the implementation of information systems. However, the article compares the applicability of several perspectives which include deterministic, contingent and dynamic perspectives in enriching understanding of top management support in the context of implementation of the enterprise systems. However, in its conclusion, the article opines that contingent and deterministic perspectives are the simplified version of how the top management affects implementation outcomes of information systems. However, the article acknowledges that appropriate support level and what needs to be supported varies from one organization to another.

Summery for Tansley & Newell Article (Tansley, & Newll, 2007)

Tansley and Newell article covers knowledge-based formation in designing and development of information systems in human resource (Tansley & Newll, 2007). Therefore, it explores implementation of human resource information systems in the organization in enterprise wide manner. Nonetheless, managerial difficulties and challenges that are faced in the development of these information systems are also explored in the article.

Reflect on the Value of On-Line Discussion as a Learning Experience

On-line discussion is a blended strategy to learning that facilitates collaborative efforts amongst students in both local and international levels. Therefore, students are enabled to learn and to share ideas from each other in a virtual environment. Nonetheless, the other aspect of on-line discussion is the flexibility that students enjoy since they are able to communicate on-line and not necessarily being at specific venue.

Annotated Bibliography

Article 1 – Burbach & Royle (2010).

Burbach, R. & Tony, R. (2010) Talent on Demand? Talent Management in Germany and Irish Subsidiaries of a US Multinational Corporation. Personnel Review, 39(4), pp.414-431.

  1. The article by Burbach and Tony review talent management in multinational corporations but they narrow down to German and Irish based US subsidiaries.
  2. In the study, the authors used one case study of which sources of data were in-depth interviews with top managers which was used to link to talent management practices across multinational corporations.
  3. The study finds out thatsucces of talent management is contingent of a number of factors that include top management support and stakeholders involvement, integration of talent management with human resource systems.
  4. However, deducing from the study, it is evident that talent on demand which is used in some circumstances is inefficient.
  5. Nonetheless, the key limitation of the study is that interviews conducted were limited to top management but not to other level of management in the organization.
  6. The article provides valuable information that indicates that there a number of factors that affects talent management and the effectiveness human resource information systems in controlling talent management in organizations.

Article 2- Dong (2008).

Dong, L. (2008) Exploring the Impact of Top Management Support of Enterprise Systems Implementations Outcome. Business Process Management Journal, 14(2), pp.204-218.

  1. Dong article reviews the role of the top executive in the implementation of information systems in the organization.
  2. The research uses case studies which were done in two of the Canada’s Universities.
  3. The study finds out that there is diffusion of talent management with human resource information system.
  4. Nonetheless, the study has a key limitation of using case studies which may yield results that can not be generalized in other organizations.
  5. However, the study concludes that top executives need to get regular feedback from line users in order to adjust their implementation support of these information systems.
  6. The study has helped me to appreciate importance of top management support of talent management and the crucial role of human resource information systems in the process.

Article 3- Tansley &Newell (2007).

Tansley, C. & Newll, S. (2007) A Knowledge Based View of Agenda Formation in the Development of Human Resource Information Systems. Management Learning, 38(1), pp.95-119.

  1. The article by Tansley and Newll reviews how human resource information systems can facilitate in transforming human resource tasks.
  2. In the study, the authors use existing literature reviews to explore this topic.
  3. The study finds out that it is important to incorporate human resource information systems in talent management in the organization.
  4. Nevertheless, it is imperative to note that the study has a limitation of relying on past studies which might have been overtaken by time in terms of tremendous changes taking place especially in the field of information technology.
  5. However, the article concludes that there is complex relationship between groups undertaking information systems development and those implementing them.
  6. Nonetheless, the study helps me to appreciate the core roles of human resource information systems in talent management.