Human Resource Information
Systems, Basics, Applications, and
Future Directions, 5th Edition by
Michael J. Kavanagh
Complete Chapter Solutions Manual
are included (Ch 1 to 17)
** Immediate Download
** Swift Response
** All Chapters included
** Case Notes included
,Table of Contents are given below
Chapter 1: The Evolution of HRM and HRIS
Chapter 2: Systems Considerations in the Design of an HRIS
Chapter 3: The Systems Development Life Cycle and HRIS Needs
Analysis
Chapter 4: System Design and Acquisition
Chapter 5: Change Management and System Implementation
Chapter 6: Cost-Justifying HRIS Investments
Chapter 7: HR Administration and HRIS
Chapter 8: Talent Management and HR Planning
Chapter 9: Recruitment and Selection in an Internet Context
Chapter 10: Training and Development
Chapter 11: Rewarding Employees and HRIS
Chapter 12: Strategic Considerations in HRIS
Chapter 13: HRIS and International HRM
Chapter 14: HR Metrics and Workforce Analytics
Chapter 15: HRIS Privacy and Security
Chapter 16: The Role of Social Media in HR
Chapter 17: The Future of HRIS
,Answers to Questions in the Text
Chapter 1: The Evolution of HRM and HRIS
1. What are the factors that changed the primary role of HRM from a caretaker of
records to a strategic partner?
The major factors were as follows:
• The mobilization and utilization of labor during World War II had a great
impact on the development of the personnel function. Managers realized that
employee productivity and motivation had a significant impact on the
profitability of the firm. The human relations movement after the war
emphasized that employees were motivated not just by money but also by
social and psychological factors such as recognition of work achievements and
work norms.
• During the Social Issues era, there was an increasing need to be in compliance
with numerous pieces of employee protection legislation or suffer significant
monetary penalties. This made senior managers aware of the importance of the
HRM function. In other words, effective and correct practices in HRM were
starting to affect the “bottom line” of the firms, so there was a significant
growth of HR departments.
• The increased use of technology and the changed focus of the HRM function as
adding value to the organization’s product or service led to the emergence of
the HR department as a strategic partner. With the growing importance and
recognition of people and people management in contemporary organizations,
strategic HRM (SHRM) has become critically important in management
thinking and practice. SHRM derives its theoretical significance from the
resource-based view of the firm that treats human capital as a strategic asset
and a competitive advantage in improving organizational performance.
The students may or may not mention the importance of HR metrics in
answering this question. This factor is implied in the discussion of the cost-
effectiveness section of the chapter. For example, one could not complete a
balanced scorecard or a cost–benefit analysis without having HR metrics. You
should emphasize this point to the students and indicate there is much more
detail on this topic in Chapter 6.
, 2. Describe the historical evolution of HRM and HRIS in terms of the changing role of
HRM and the influence of computer technology on HRM.
• The role of HRM in the firm has changed over time from primarily being
concerned with routine transactional and traditional HR activities to dealing
with complex transformational ones. Transactional activities are the routine
bookkeeping tasks--for example, changing an employee’s home address or
health care provider. Traditional HR activities are focused on HR programs like
selection, compensation, and performance appraisal. However, transformational
HR activities are those actions of an organization that “add value” to the
consumption of the firm’s product or service. Transformational activities
increase the strategic importance and visibility of the HR function in the firm.
• The historical evolution of HRM can be classified in terms of five broad phases
of the historical development of industry in the United States. These phases are
Pre–World War II, Post–World War II, Social Issues, Cost-Effectiveness, and
Technological Advancement Era.
• During the Post–World War II phase, it is important to realize that computer
technology was just beginning to be used at this time, and it was complex and
costly. During the Social Issues phase, effective and correct practices in HRM
were starting to affect the “bottom line” of the firms, so there was a significant
growth of HR departments, and computer technology had advanced to the point
where it was beginning to be used. As a result, there was an increasing demand
for HR departments to adopt computer technology to process employee
information more effectively and efficiently. This trend resulted in an explosion
in the number of vendors who could assist HR departments in automating their
programs in terms of both hardware and software. Simultaneously, computer
technology was evolving and delivering better productivity at lower costs.
During the Cost-Effectiveness phase, to achieve the goal of improving
effectiveness and efficiency in service delivery through cost reduction and
value-added services, the HR departments came under pressure to harness
technology that was becoming cheaper and more powerful. Even small and
medium firms could afford computer-based HR systems that were run by
increasingly user-friendly microcomputers and could be shown to be cost-
effective. During the Technological Advancement Era, the increased use of
technology changed the focus of the HRM function. There was a shift to adding
value to the organization’s product or service, which led to the emergence of the
HR department as a strategic partner. With the growing importance and
Systems, Basics, Applications, and
Future Directions, 5th Edition by
Michael J. Kavanagh
Complete Chapter Solutions Manual
are included (Ch 1 to 17)
** Immediate Download
** Swift Response
** All Chapters included
** Case Notes included
,Table of Contents are given below
Chapter 1: The Evolution of HRM and HRIS
Chapter 2: Systems Considerations in the Design of an HRIS
Chapter 3: The Systems Development Life Cycle and HRIS Needs
Analysis
Chapter 4: System Design and Acquisition
Chapter 5: Change Management and System Implementation
Chapter 6: Cost-Justifying HRIS Investments
Chapter 7: HR Administration and HRIS
Chapter 8: Talent Management and HR Planning
Chapter 9: Recruitment and Selection in an Internet Context
Chapter 10: Training and Development
Chapter 11: Rewarding Employees and HRIS
Chapter 12: Strategic Considerations in HRIS
Chapter 13: HRIS and International HRM
Chapter 14: HR Metrics and Workforce Analytics
Chapter 15: HRIS Privacy and Security
Chapter 16: The Role of Social Media in HR
Chapter 17: The Future of HRIS
,Answers to Questions in the Text
Chapter 1: The Evolution of HRM and HRIS
1. What are the factors that changed the primary role of HRM from a caretaker of
records to a strategic partner?
The major factors were as follows:
• The mobilization and utilization of labor during World War II had a great
impact on the development of the personnel function. Managers realized that
employee productivity and motivation had a significant impact on the
profitability of the firm. The human relations movement after the war
emphasized that employees were motivated not just by money but also by
social and psychological factors such as recognition of work achievements and
work norms.
• During the Social Issues era, there was an increasing need to be in compliance
with numerous pieces of employee protection legislation or suffer significant
monetary penalties. This made senior managers aware of the importance of the
HRM function. In other words, effective and correct practices in HRM were
starting to affect the “bottom line” of the firms, so there was a significant
growth of HR departments.
• The increased use of technology and the changed focus of the HRM function as
adding value to the organization’s product or service led to the emergence of
the HR department as a strategic partner. With the growing importance and
recognition of people and people management in contemporary organizations,
strategic HRM (SHRM) has become critically important in management
thinking and practice. SHRM derives its theoretical significance from the
resource-based view of the firm that treats human capital as a strategic asset
and a competitive advantage in improving organizational performance.
The students may or may not mention the importance of HR metrics in
answering this question. This factor is implied in the discussion of the cost-
effectiveness section of the chapter. For example, one could not complete a
balanced scorecard or a cost–benefit analysis without having HR metrics. You
should emphasize this point to the students and indicate there is much more
detail on this topic in Chapter 6.
, 2. Describe the historical evolution of HRM and HRIS in terms of the changing role of
HRM and the influence of computer technology on HRM.
• The role of HRM in the firm has changed over time from primarily being
concerned with routine transactional and traditional HR activities to dealing
with complex transformational ones. Transactional activities are the routine
bookkeeping tasks--for example, changing an employee’s home address or
health care provider. Traditional HR activities are focused on HR programs like
selection, compensation, and performance appraisal. However, transformational
HR activities are those actions of an organization that “add value” to the
consumption of the firm’s product or service. Transformational activities
increase the strategic importance and visibility of the HR function in the firm.
• The historical evolution of HRM can be classified in terms of five broad phases
of the historical development of industry in the United States. These phases are
Pre–World War II, Post–World War II, Social Issues, Cost-Effectiveness, and
Technological Advancement Era.
• During the Post–World War II phase, it is important to realize that computer
technology was just beginning to be used at this time, and it was complex and
costly. During the Social Issues phase, effective and correct practices in HRM
were starting to affect the “bottom line” of the firms, so there was a significant
growth of HR departments, and computer technology had advanced to the point
where it was beginning to be used. As a result, there was an increasing demand
for HR departments to adopt computer technology to process employee
information more effectively and efficiently. This trend resulted in an explosion
in the number of vendors who could assist HR departments in automating their
programs in terms of both hardware and software. Simultaneously, computer
technology was evolving and delivering better productivity at lower costs.
During the Cost-Effectiveness phase, to achieve the goal of improving
effectiveness and efficiency in service delivery through cost reduction and
value-added services, the HR departments came under pressure to harness
technology that was becoming cheaper and more powerful. Even small and
medium firms could afford computer-based HR systems that were run by
increasingly user-friendly microcomputers and could be shown to be cost-
effective. During the Technological Advancement Era, the increased use of
technology changed the focus of the HRM function. There was a shift to adding
value to the organization’s product or service, which led to the emergence of the
HR department as a strategic partner. With the growing importance and
