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Human Resource Information Systems: Basics, Applications, and Future Directions, 2e by Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson

Chapter 1: Evolution of Human Resource Management and Human Resource Information Systems: The Role of Information Technology

Multiple Choice Questions

1. The alignment of the HRM function with organizational goals is referred to as: A. an HR balanced scorecard B. Strategic human resources management (Strategic HRM) C. concreteness or congruence D. Human Resources program evaluation ANS: B

2. To add value to HRM, the use of an HRIS is focused primarily on increasing which of the following kind of tasks or activities? A. transactional B. benchmarking C. transformational D. re-engineering ANS: C

3. Decision support systems: A. enable users to develop “what if” scenarios. B. computations and calculations used to review and document human resources decisions and practices. C. systems that recommend actions the user can take based on the information provided. D. the set of topics on which the human resource information system collects and maintains information. ANS: A

4. To improve the effectiveness of the HR function, activities that can be handled through computerization are: A. strategic planning B. transactional C. transformational D. all of the above ANS: B

Human Resource Information Systems: Basics, Applications, and Future Directions, 2e by Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson

5. In the systems model of organizational functioning in the book, the general factor that can cause changes for all the other factors of the total system is: A. the HR strategy of other firms in the market place B. the amount and sophistication of HRIS technology C. the strategic management system D. the national culture where the organization operates ANS: D

6. The systems model of organizational functioning indicates that the strategy of the firm, the HR strategy, and HR programs: A. should be in alignment with each other B. should impact only on HR metrics C. should drive the competition for resources D. should define proper HRIS development & use ANS: A

7. The change in focus of the HRM function as adding value to the organization’s product or service is characteristic of the ________________ era. A. computerization B. post-war C. cost-effectiveness D. social issues ANS: C

8. A key benefit of any HRIS is: A. the number of software applications in the system B. comprehensive reports on employees’ health status C. the generation of reports D. up-to-date technical hardware & software ANS: C

9. According to the book, an HRIS: A. is defined only by the software-hardware configuration it uses B. is used to store data for use by the MIS department C. includes people, forms, policies, procedures, and data. D. can not be used to manipulate and analyze data ANS: C

Human Resource Information Systems: Basics, Applications, and Future Directions, 2e by Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson

10. The resources that are available to organizations to compete in the market place are: A. Technology, human, inventory B. Physical, human, technology C. Financial, technology, inventory D. Financial, physical, and human ANS: D

11. The effective management of human resources in a firm to gain a competitive advantage in the market place requires: A. timely and accurate information on current employees B. a vice-president representing the HR function C. the use of Decision Support Systems (DSS) D. outsourcing of transaction HR activities ANS: A

12. The activities during the pre-World War II era included all the following except for: A. record keeping of employee information B. the growth of trade unions C. scientific management was the prevailing philosophy D. very few government influences in employment relations ANS: B

13. The historical era in which employees started forming trade unions was: A. Pre-World War II era B. Post-World War II ear C. Social Issues era D. Cost-effectiveness era ANS: B

14. It has been estimated that most HR departments spend approximately ________________on transactional activities. A. 15% to 30% B. 5% to 15% C. 65% to 75% D. 50% to 65% ANS: C

Human Resource Information Systems: Basics, Applications, and Future Directions, 2e by Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson

15. In the development and implementation of an HRIS, the two most important aspects are: A. the proposal to management and the needs analysis B. the system specifications and the system design, C. the documentation and the system design D. the documentation and evaluation ANS: D

16. An HRIS that supports regular and ongoing decisions are called: A. Transactional Systems B. Management Information Systems, C. Executive Information Systems D. Transformational Systems ANS: B

True/False Questions

1. Entering employee payroll information is an example of an HR transactional activity. ANS: T

2. Recruiting new employees from the external labor market is an example of an HR transactional activity. ANS: F

3. The recruitment and training functions of an HR department are traditional activities. ANS: T

4. A DSS focuses on decision making, enabling users to work intimately with the data, developing multiple “what if” scenarios and queries with the system. ANS: T

Human Resource Information Systems: Basics, Applications, and Future Directions, 2e by Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson

5. The continual interaction between HRIS and the HR program evaluation results is the main factor in the use of the HR workforce scorecard. ANS: F

6. Management Information Systems (MIS) refers to structured information flows of business functions to aid managers in performing traditional activities. ANS: T

7. The system used to acquire, store, manipulate, analyse, retrieve, and distribute information regarding an organization’s human resources is call the Enterprise Resource Planning System (ERPS). ANS: F

8. A set of steps or phases in the formal design of any information processing system that include analysis through evaluation is referred to as the System Development Life Cycle (SDLC). ANS: T

9. Management scholars have argued that future economic and strategic advantage will rest with the organizations that can most effectively attract, develop and retain a diverse group of the best and the brightest human talent in the market place. ANS: T

10. Advances in technology have enabled HRIS to expand their functionality and breadth in the support of human resource management. ANS: T

11. An HR activities or program that increases the strategic importance and visibility of the HR function in the firm is referred to as a transformational activity. ANS: T

12. Time and motion studies were characteristic of the scientific management philosophy of managing employees. ANS: T

Human Resource Information Systems: Basics, Applications, and Future Directions, 2e by Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson

13. Business process reengineering and the creation of the HR or Workforce Scorecard was characteristic of the Technological Advancement Era. ANS: T

14. Context is a crucial element in Strategic Human Resources Management (Strategic HRM) and researchers increasingly emphasize the “best-practice” approach to Strategic HRM as opposed to the “best-fit” approach. ANS: F

15. A focus on data, storage, processing, and flows at the operational level and efficient transaction processing is referred to as a Management Information System (MIS). ANS: F

Short Answer Essay Questions

1. What are four important advantages to firms using an HRIS? 1.

2. 3. 4. 5. 6. 7. 8.

Providing a comprehensive information picture as a single, comprehensive database; this enables organizations to provide structural connectivity across units and activities and increase the speed of information transactions. Increasing competitiveness by improving HR operations and improving management processes. Collecting appropriate data and converting them to information and knowledge for improved timeliness and quality of decision making. Producing a greater number and variety of accurate and real-time HR-related reports. Streamlining and enhancing the efficiency and effectiveness of HR administrative functions. Shifting the focus of HR from the processing of transactions to strategic HRM. Reengineering HR processes and functions. Improving employee satisfaction by delivering HR services more quickly and accurately to them

Human Resource Information Systems: Basics, Applications, and Future Directions, 2e by Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson

2. What factors affect the ability of firms to harness the potential of an HRIS? 1. 2. 3. 4.

the size of the organization, with large firms generally reaping greater benefits; the amount of top management support and commitment; the availability of resources (time, money, and personnel); the HR philosophy of the company as well as its vision, organizational culture, structure, and systems; 5. managerial competence in cross-functional decision making, employee involvement, and coaching; and 6. the ability and motivation of employees in adopting change, such as increased automation across and between functions. 3. What are the main factors that led to the evolution of Strategic HRM? 1. 2. 3. 4. 5. 6. 7.

Contingency perspective and fit Resource - based view of the firm and social capital, HR system components and structure Expanding the scope of HRM beyond the focal organization Achieving HR implementation and execution, by translating the rhetoric into practice, Measuring the outcomes of SHRM by (e.g., balanced scorecard approach) Research methodological issues that stress the importance of evidence based management 8. Adoption and use of HR Metrics 9. Application of “Six Sigma" processes to HRM. 4. What are the three types of HR activities? Define them with examples. Transactional activities involve day-to-day transaction that have to deal mostly with record keeping—for example, entering payroll information, employee status changes, and the administration of employee benefits. Traditional activities involve HR programs such as planning, recruiting, selection, training, compensation, and performance management. These activities can have strategic value for the organization if their results or outcomes are consistent with the strategic goals of the organization. Transformational activities are those activities that add value to the organization—for example, cultural or organizational change, structural realignment, strategic redirection, and increasing innovation. 5. What is the desired effects of the implementation of an HRIS on the three types of HR activities? One of the major advantages of the design, development, and implementation of an HRIS is to reduce the amount of time the HR staff have to spend on transactional activities, allowing the staff to spend more time on traditional and transformational activities. 6. In the organizational model in the book, what is the role of the HRIS?

Human Resource Information Systems: Basics, Applications, and Future Directions, 2e by Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson

First, the model is centered on the use of an HRIS as critical to the efficient operation of an organization. Without an HRIS, the organizational processes would run more slowly and less efficiently, and this could hurt the competitiveness of an organization in its marketplace. Second, the HRIS and the HR program evaluation results in terms of HR metrics, and cost-benefit results (value added and ROI) are in continual interaction. This interaction should increase the competitiveness of the organization. 7. What are the five general phases of the System Development Life Cycle? The five general phases of the SDLC are: (1) planning, (2) analysis, (3) design, (4) implementation, and (5) maintenance. 8. When does the development and implementation of a new HRIS begin? The HRIS system development process begins when the company first begins to consider computerizing its HR functions. It is important to document this beginning of the process so that it can be considered when the system is being evaluated and maintained. 9. What is the critical factor that affects the successful development and implementation of an HRIS? The successful design, development, and implementation of an HRIS depend equally on IT and on HR knowledge, and the cooperation of the professionals in both HR and IT. 10. Describe the distinction between e-HRM and HRIS. e-HRM reflects a philosophy for the delivery of HR, using information technology, particularly the Web, as the central component of delivering efficient and effective HR services. Conversely, as conceptualised in this book, an HRIS is the technology and processes underlying this new way of conducting Human Resource Management. Another way of looking at the differences between e-HRM and HRIS is that eHRM tends to be more application and/or HR function focused (e.g., erecruitment and e-training), and an HRIS is more focused on the systems and technology underlying the design and acquisition of systems supporting the move to e-HRM....