مشخصات مقاله:
عنوان فارسی مقاله:
سیستم منابع انسانی به عنوان نوآوری برای سازمان ها
عنوان انگلیسی مقاله:
Human resource system as innovation for organisations
کلمات کلیدی مقاله:
نوآوری، سیستم اطلاعاتی منابع انسانی، منابع انسانی استراتژیک، پیاده سازی سیستم، منابع انسانی
مناسب برای رشته های دانشگاهی زیر:
مدیریت
مناسب برای گرایش های دانشگاهی زیر:
مدیریت سازمان های دولتی، مدیریت منابع انسانی
وضعیت مقاله انگلیسی و ترجمه:
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قسمتی از مقاله انگلیسی:
Introduction
Human capital resources are a critical factor for organisations seeking to achieve competitive advantage (Crook, Todd, Combs, Woehr, & Ketchen, 2011; Kraiger, Passmore, Santos, & Malvezzi, 2015). The implementation of human resource information systems (HRIS) is notoriously highlighted among the recent initiatives adopted to innovate human resource (HR) management. Information technology seems to be a key facilitator for establishing innovative policies and practices of intellectual capital development (Noe, Clarke, & Klein, 2014). Organisations seek to adopt innovations for improving their performance and respond efficiently to their environmental demands (Damanpour & Schneider, 2006). However, the implementation of innovations alone does not necessarily result in gains for the organisation. This happens because innovation is not an isolated act but one dependent on a network of combined actions aimed to improve the organisation’s competitiveness (Alves, Galina, & Dobelin, 2018). The implementation of HRIS alone does not enable the organisation to achieve advantage from resulting benefits. The system by itself cannot lead to a competitive advantage. This advantage will be achieved through the best fit between system, HR management model, strategic capacities and business processes (Kavanagh & Johnson, 2015). How individuals perceive the characteristics of an innovation is essential for explaining the different rates of adoption (Rogers, 2003). Therefore, the way a system is implemented in an organisation and how individuals perceive this new element are crucial for its efficacy (Venkatesh & Bala, 2008). Low acceptance and use of systems have been the major barriers to the successful implementation projects, thus resulting in great financial losses (Rogers, 2003). Many systems are acquired, developed and implemented without considering key aspects for their acceptance and use. Perception and interpretation of these systems need to be taken into consideration so that the organisations can benefit from the innovative potential of a HRIS. In view of this problem, the following may be questioned: How do individuals involved in the implementation of a HRIS perceive its potentialities, characteristics and implementation process? Do professionals from different areas and at different stages of the implementation process share a homogeneous view of what they are acquiring and for what? Do these professionals emphasise the same aspects of the implementation process?