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Essay / Research Paper Abstract
A 7 page literature review that seeks to address the research question, How have information systems affected Human Resources Management (HRM)? The hypothesis is that formal information systems have come to be a basic requirement of effective HR function. The paper concludes that ideally, HRIS should be designed to streamline standard processes and preserve necessary historical data but also be structured so that the organization can determine precisely what talents are present within the organization's workforce at any given time, and in what quantities they exist. Bibliography lists 11 sources.
Page Count:
7 pages (~225 words per page)
File: CC6_KShrIS.rtf
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Unformatted sample text from the term paper:
(HRM) has undergone immense change in the past several years. One HRM site states, "Paradoxically, attempts to define HRM too precisely have resulted in confusion and contradiction rather than
clarity. It is evident that defining and accepting HRM comes down to a matter of opinion" (Principles of HRM). There are some
areas of HRM that are not so closely dependent on opinion or circumstances of individual organizations, however. The overall goal of HRM is to recruit, select and retain a
high-performing workforce (Bowin and Harvey 26) while meeting the short- and long-term needs of the organization. From these core activities a variety of other issues arise, including training, job
description, job analysis, strategy formulation and a host of others. The advent of human resources information systems (HRIS) arose largely in response to the need to effectively manage proliferating
data and shorten HR cycle time. Research Question How have information systems affected Human Resources Management (HRM)? The hypothesis is that formal
information systems have come to be a basic requirement of effective HR function. Literature Review Todays human resource management function still carries the
same responsibilities it did before the entire face of business changed over the past generation. Rather than being only a clearing house for r?sum?s and benefits, HRM is now
- or should be - a full partner in the organization. Human resource management only slightly resembles the form it occupied even a generation ago (Bowin and Harvey 18).
Today, organizations are forced by market conditions to operate as efficiently as possible, gaining as much benefit from all of the resources available to them as possible. These
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