BUS 366 Human Resource Information System

BUS 366 Human Resource Information System

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BUS 366 Human Resource Information System

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BUS 366 Human Resource Information System

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Course Code: BUS366
University: Zayed University

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Country: United Arab Emirates

This research project is, designed to facilitate your engagement with industry, in order to gain deeper insights into the various issues and processes involved in the planning, implementing and day to day use/ troubleshooting of an HRIS by HR / Other employees [and non-employees] at various levels within a chosen organization.

-The project shall assume the form of an’Audit’ of a chosen Co’s HRIS, and shall involve a comparison between theory and practice.

You must select and visit any one company / organization of your choice within the U.A.E., and meet with the HR Manager, and, at least any one other person working in the IT Dep’t of same company, or, the ‘go-to’ person in charge of administering / maintaining the Co’s IT [HRIS] system. Ideally, the company should not be a ‘holding company’ or a conglomerate


The human resource plays a very vital role in the success of any organization. Just like any other department within the company, the resource management departments have tried to adopt the incoming technology so as to remain relevant within the scope of the market sphere. It is for the said reason that the companies are coming to terms with the Human Resource Information Systems, HRIS. The systems are an intersection of human resources and information technology through the human resource management, (Bansal, 2013). The systems have helped the activities and processes of the human resource department to occur electronically. The HRIS are very useful within the company’s activities that involve decision-making procedures. Similarly, the systems are very useful in ensuring efficiency of all the employees of both the junior and senior offices, (Church, et al., 2016). In our case, therefore, the below discussion will conclusively discuss the various issues around the planning implementing and day to day use of the HRIS so as to have a detailed grasp of what the systems are important in a human resource management of a company. The paper is going to have such insights by analytically looking at the use of the HRIS within the confines of the Aramex Logistics Company majoring its arguments on the process of installation of the systems.
Amarex is amongst the biggest logistic companies within the UAE. It has been based in Dubai for over three decades offering the best logistical and transportation-related services, (Grosse, 2016). The company has a global alliance with around 40 organizations in more than 54 countries around the globe. The company has managed to employ over 13800 people globally which comprise of 2220 people who are employed indirectly, (Alterman, 2014). The company, Human Resource services, are managed from the company’s office in Amman, Jordan. Given the importance of people to the success of the company and the growth of the human resource department which is as a result of the growth of the company, the department has been going through a lot of challenges regarding managing the human resource.
The company has a Human resource management system in place including extensive policies and procedures which are part of Aramex’s ISO9000: 2000 certified management system, known as the General Service Office, GSO, (Grosse, 2016). The system had been very vital to managing the human resources of the company. By 2006, the system had 180 qualified staff members by 2006. The company has been improving on the skill of its human resource management team and has around 51 dedicated human resource training staff internationally. The systems as set by the GSO has been very useful to addressing the challenges of retaining and improving talents by its training opportunities to its employees, (Grosse, 2016). Right now, the systems also aid in career planning.
However, after some time, there was the need for the software to be updated. The improvement includes performance of management, planning and relevant training of the company’s employees. Hence made the company’s human resource and the IT teams to go back to the drawing board so as to formulate a system that will take into considerations the challenges. The team properly looked at the current system by then and asked its ability to adopt to the changes. Simply to know whether it can accommodate the change or not, hence the first stage of the SDLC, (Maier, et al., 2017). After proper planning, the team went into the second stage of the SDLC, the systems analysis stage. The teams looked at the ability of the new systems to meet the requirements and meet the expectations of the human resource management department. A proper study was conducted to determine the system’s ability to meet the social, organizational, the technological and the economic needs of the whole company. Later on, the team embarked on the design stage of the SDLC. In the third stage, the team defined the system working formula on a sketch so as to determine the type of data interfaces the system will use, the security modules and the general architecture of the system, (Maier, et al., 2017).
The final system that is meant to meet the requirements of the company either technically or functionally is drawn and ready for the next level.  In the fourth stage, the development and implementation stage, the actual construction of the system was done, (Maier, et al., 2017). The actual software is code into the hardware and upon completion, was installed within the Human Resource department premises. The systems are ready to run once in the fourth stage. Meanwhile, the company facilitated a very vigorous training, so as the employees can easily adapt to the new systems. We should note that the fourth stage might be the most vital stage and that the implementation of the software systems take a longer duration when the system is more complicated, (Johan, 2014). Lastly, before the actual adoption of the systems, the fifth stage of system testing and integration was conducted. Here the working factor is put to the test regarding the expected functions. The system is keenly looked at so as to ensure it meets the expected functions and in our case the conditions set by the human resource management system, (Maier, et al., 2017). Since the fifth stage requires less of coding and more complex computer knowledge, the testing stage was done by the end users in our case the staff of the human resource management departments, (Heikkila, 2013). When the system passed the tests done, it was adopted by the company, and in early 2009, the company had begun the installation of the system in some locations including, Saudi Arabia, Jordan, Egypt among other locations globally.
So as to back the systems of the HRIS, the company has to implement a breach strategy by looking at the aspects of the components of the information security approach, (Zafar, et al., 2017). The company has managed to implement a variety of risk assessment models so as to prepare for impending breach such models include the ISO system model. Such a preventive measure by the company is very vital to the survival of the company not only to the Human Resource department but the benefit of the whole company in our case the Aramex Logistics Company, (Cavusoglu, et al., 2015). Since it is such an HRIS system that the company can maximize the output of the company.
To conclude, the HRIS is an important aspect to the growth of a company. As such, the companies must ensure that the system is put under proper scrutiny to ensure that the process of implementation is properly conducted. Through the paper, we get to understand as to why the HRIS systems should be adopted so as to maximize the human resource of the company as well as other resources available within the company.
Alterman, J. (2014). Rethinking Strategy toward the Islamic State.
Bansal, R. (2013). Prospects of electronic commerce in India. Journal of Asian Business Strategy, 3(1), 11.
Cavusoglu, H., Cavusoglu, H., Son, J. Y., & Benbasat, I. (2015). Institutional pressures in security management: Direct and indirect influences on organizational investment in information security control resources. Information & Management, 52(4), 385-400.
Church, K., Schmidt, P. J., & Smedley, G. (2016). Casey’s Collections: A Strategic Decision-Making Case Using the Systems Development Lifecycle-Phase 1 Planning & Phase 2 Analysis. Journal of Emerging Technologies in Accounting.
Francis, H., Parkes, C., & Reddington, M. (2014). E-HR and International HRM: A critical perspective on the discursive framing of e-HR. The International Journal of Human Resource Management, 25(10), 1327-1350.
Grosse, R. (2016). How emerging markets firms will become global leaders. International Journal of Emerging Markets, 11(3), 274-287.
Heikkilä, J. P. (2013). An institutional theory perspective on e-HRM’s strategic potential in MNC subsidiaries. The Journal of Strategic Information Systems, 22(3), 238-251.
Jahan, S. S. (2014). Human Resources Information System (HRIS): A Theoretical Perspective. Journal of Human Resource and Sustainability Studies, 2014.
Maier, C., Laumer, S., Eckhardt, A., & Weitzel, T. (2013). Analyzing the impact of HRIS implementations on HR personnel’s job satisfaction and turnover intention. The Journal of Strategic Information Systems, 22(3), 193-207.
Zafar, H., Randolph, A. B., & Martin, N. (2017). Toward a more secure HRIS: The role of HCI and unconscious behavior. AIS Transactions on Human-Computer Interaction, 9(1), 59-74.

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