Premium
Measuring attitudes to HRIS implementation: A field study to inform implementation methodology
Author(s) -
WilsonEvered Elisabeth,
Härtel Charmine E.J.
Publication year - 2009
Publication title -
asia pacific journal of human resources
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.825
H-Index - 33
eISSN - 1744-7941
pISSN - 1038-4111
DOI - 10.1177/1038411109106863
Subject(s) - human resource management system , information system , knowledge management , human resource management , resource (disambiguation) , process management , field (mathematics) , computer science , component (thermodynamics) , control (management) , human resources , business , engineering , management , computer network , physics , mathematics , economics , pure mathematics , electrical engineering , thermodynamics , artificial intelligence
Scientific research on employees during pre‐implementation phases of human resource information systems (HRIS) is difficult for a number of reasons. First, the constraints of practitioner research in terms of sample sizes, compliance factors and difficulties with obtaining control or comparison groups discourage research initiatives. Second, project management methods that emphasize cost and time compliance often prohibit the types of delays that research can impose. This study attempts to use psychological research methods combined with project management techniques to inform HRIS implementation methodology. It provides a model of key determinants of successful information systems implementation that should be considered in future projects implementing information systems or other new technologies. This is a first attempt to discover effective implementation methodologies associated with HRIS in the pre‐implementation phase. The research showed that a critical component for the success of the implementation of new HRIS systems is to understand the staff groups' particular needs, concerns and opinions. This study identified important factors associated with the implementation of new human resource information systems. From these findings we can see that the conditions that support successful implementation for HR staff differ from those for line managers. This information is important when designing implementation methodologies and change management strategies.