**3. The role of information systems in HRM**

*"Continuous innovations in technology is ganging the way HR work is accomplished"* [4]. These technology developments made it possible to create a real-time information-based and interactive work environment. Personnel information systems have evolved from the automated employee record keeping into more complex reporting and decision systems [7].

In a traditional HRIS, practically we could only work administrative issues, like monitor absences, salary structures, training information, recruitment, media response, accessing to current information, medical information, and global administration.

However, we watched a break with the past and an increase in effectiveness. HRIS allows us to respond more quickly to changes and to needs of decision-making. HRIS allows budget control, tracking and screening, skills matching, appraisals, feedback, manpower planning, succession planning, skills monitoring, training needs analysis, and global analysis [20].

The main issue is to define what are the real implications and the role of the information systems in HRM. HRIS can be applied in several areas, integrated into the HRIS system [12] (**Figure 6**).

**Figure 6.** Areas of application of HRIS.

According to the research of Kavanagh et al., HR professionals spend their time essentially in business process improvements, talent management processes, workforce metrics, HR strategy, workforce management and planning, and competency management [21]. We will now discuss some examples of the application of information systems in the functional areas of HRM [20].

#### **3.1. Strategic HR management**

Strategic HRM is characterized by the adoption of a dynamic vision of the resources it manages. It covers not only the planning and implementation of actions, but also the control of results, which must be related to the strategy of the organization [22]. In HRIS, we can find information at these levels:


#### **3.2. Workforce planning and employment**

control, tracking and screening, skills matching, appraisals, feedback, manpower planning, succession planning, skills monitoring, training needs analysis, and global analysis [20].

The main issue is to define what are the real implications and the role of the information systems in HRM. HRIS can be applied in several areas, integrated into the HRIS system [12]

According to the research of Kavanagh et al., HR professionals spend their time essentially in business process improvements, talent management processes, workforce metrics, HR strategy, workforce management and planning, and competency management [21]. We will now discuss some examples of the application of information systems in the functional areas of

Strategic HRM is characterized by the adoption of a dynamic vision of the resources it manages. It covers not only the planning and implementation of actions, but also the control of results, which must be related to the strategy of the organization [22]. In HRIS, we can find

(**Figure 6**).

120 Management of Information Systems

HRM [20].

**3.1. Strategic HR management**

**Figure 6.** Areas of application of HRIS.

information at these levels:

HR planning of what the organization will need is of great importance to HR professionals, revealing different skills profiles, working schedules, enabling the organization to have the right people, in the right amount, at right time. It reflects the interests and perspectives of the organization as well as the aspirations of the candidates and collaborators [23]. The information that we can collect in this area from HRIS is, for example:


#### **3.3. Human resource development**

In addition to the need for work organization and decision-making, what will allow organizations to have increased levels of productivity will be the preparation of their staff and their motivation? In this sense, the development of HR will be a factor of competitiveness and even, in some cases, of survival. "*Organizational development is directly associated with the development of Human Resources"* [9, 23]. In these cases, the information that we can gather from HRIS is:


#### **3.4. Total rewards**

Reward systems consist of all material and immaterial counterparts, which employees can receive, depending on the quality of their performance, the contribution to the development of the business and its identification with the values of the organization [9, 23]. HRIS allows us to identify the following information, regarding rewards:


#### **3.5. Employee and labor relations**

The role of HR professionals in the social relations system is considerable. They appear as a link between the organization, employees and trade unions and workers' committees [22]. HRIS can help us in different aspects of this area:


#### **3.6. Risk management**

Safety and working conditions improvement are areas with a profitability difficult to evaluate and considered as real investments for the company, being considered a specific domain of HRM. Thus, great consistency must be sought between the actions developed and the other areas of HRM [22]. HRIS can assist the risk management by analyzing the following points:

