Human Resource Information Systems for Competitive Advantage: Interviews with Ten Leaders

[Excerpt] Increasingly, today\u27s organizations use computer technology to manage human resources (HR). Surveys confirm this trend (Richards-Carpenter, 1989; Grossman and Magnus, 1988; Human Resource Systems Professionals 1988; KPMGPeat Marwick, 1988). HR professionals and managers routinely have Personnel Computers (PCs) or computer terminals on their desks or in their departments. HR computer applications, once confined to payroll and benefit domains, now encompass incentive compensation, staffing, succession planning, and training. Five years ago, we had but a handful of PC-based software applications for HR management. Today, we find a burgeoning market of products spanning a broad spectrum of price, sophistication, and quality (Personnel Journal, 1990). Top universities now consider computer literacy a basic requirement for students of HR, and many consulting firms and universities offer classes designed to help seasoned HR professionals use computers in their work (Boudreau, 1990). Changes in computer technology offer expanding potential for HR management (Business Week, 1990; Laudon and Laudon, 1988)

Human Resource Automation for Competitive Advantage: Case Studies of Ten Leaders

[Excerpt] This report describes findings from a study that we view as a first step in a long term research program conducted by the CAHRS to address sponsor concerns. One of this program\u27s objectives is to identify organization dimensions that predict the success or failure of computer systems in HR. A Second objective is to specify a model that will increase value-added decisions about HR computer system investments and guide the planning and implementation of HR technology strategies

Human Resource Management, Information Technology, and the Competitive Edge

[Excerpt] Global competition is putting more and more pressure on U.S. managers to make faster and better business decisions. Investments in information technology are often touted as a critical means of speeding up and improving management decision making. Yet it has proved distressingly difficult to realize the potential of information technology investments. This is particularly so in business areas such as Human Resources (HR), though the longer lead times traditionally associated with changes in HR systems mean that HR is a prime candidate to benefit from information technology.91__19_Human_Resource_Management__Info.pdf: 10441 downloads, before Oct. 1, 2020

Developing a Compensation Strategy

[Excerpt] The management of change remains the challenge of the 1990s. The objectives of this change are to foster better performance, control costs, and enhance flexibility--all necessary to successfully compete in fierce markets. All managers are challenged by the pace and magnitude of this change. Human resource managers are not excepted, being confronted daily with questions about how to manage employees to support changes in technology, changes in organization structures, and changes in business strategy. And employees themselves are changing: in their values and expectations, their demographic diversity, their education, and their willingness to accept change.89_19__Developing_a_compensation_strategy.pdf: 52261 downloads, before Oct. 1, 2020