تجزیه و تحلیل تاثیر پیاده سازی سیستم اطلاعات منابع انسانی بر روی رضایت شغلی کارکنان منابع انسانی و قصد گردش مالی

An in-depth case of an e-Recruiting system implementation is used while focusing on the level of Human Resource (HR) employees to research unintended consequences during the implementation of Human Resources Information Systems (HRISs). We develop a model that integrates the belief and attitude component of the technology acceptance literature with work-related consequences. We provide evidence for an indirect effect of attitudes toward the HRIS on turnover intention that is fully mediated by job satisfaction. Our results contribute to the literature on systems implementations and technology adoption by suggesting work-related outcomes as important additional success variables.

While advances in technology and management have routinely been used to advance primary business processes, the professionalization of Human Resources (HRs) processes often lags behind. Despite the widely acknowledged importance of “human capital” for firm success, HR processes are often typical of other support processes that are not well strategically aligned, suffer from low Information Systems (ISs) support, and hence can hardly help realize the strategic potential hidden in Human Resources Management (HRM). A key move toward realizing that potential is to go from HRM to e-HRM by implementing Human Resources Information Systems (HRISs). Like enterprise resource planning systems in other areas, an HRIS can automate HR activities in the HR department (Bondarouk et al., 2009, Lee, 2007, Strohmeier, 2007, Strohmeier, 2009 and Tansley et al., 2001) and provide efficient HR services for the entire organization (Ulrich, 1996), thus making the HR department a strategic player within the firm (Hussain et al., 2007). During this transformation of HR from administrative expert to strategic partner (Wright, 2008), the tasks, work routines, competencies, and capabilities of HR employees change as well. Thus, two key questions are whether HR staff will accept these changes (Wiblen et al., 2010) and whether there are unintended consequences. Despite well researched organization-level consequences of this strategic transformation, individuals working in the HR department in particular are strongly affected, often in unanticipated ways. Drawing on insights from a large-scale strategic e-HRM implementation project at a global automotive supplier, we find that HRIS implementation not only affects HR staff job satisfaction (Boudreau and Robey, 2005) but even their turnover intention. Thus, the goal of this paper is to uncover the impact of strategic HRIS implementations on employee job satisfaction and turnover intention. The research question is: How does the implementation of HRIS in organizations affect HR personnel job satisfaction and turnover intention? Drawing on the literature on technology adoption and work-related consequences, we develop six hypotheses regarding how HRIS- and job-related attributes and beliefs influence HR personnel turnover intentions. We employ data from 106 HR employees of a global firm that is in the midst of implementing a new HRIS for its recruiting department. Our results contribute to technology adoption and HRIS implementation literature by considering work-related outcomes as additional dependent variables in technology acceptance models for mandatory usage settings and as additional success variables in HRIS implementation success models.

By observing the implementation of a new e-Recruiting system, we provide evidence that the implementation of an HRIS has a profound influence on the employees in terms of job satisfaction and turnover intention. Our study introduces individual-level consequences of HRIS implementations and raises the level of awareness regarding (un)intended consequences of HRIS implementations. The results reveal that an HRIS implementation not only has the anticipated effects, but that attitudes toward the new HRIS have an indirect effect on turnover intention that is fully mediated by job satisfaction. Our model explains nearly half of the variance of HR staff turnover intention and contributes to technology adoption research by integrating job satisfaction and turnover intention as two important organizational variables. It contributes to HRIS research by introducing individual-level consequences as an additional dimension of HRIS implementation success, and to HR identity research by discussing the impact of HRIS implementation on the occupational identity of HR personnel.