PREFINAL | TACTICAL AND STRATEGIC HUMAN RESOURCE INFORMATION SYSTEMS | MIS

Human Resource Information Systems (HRIS)

A number of management information systems called ____________ ______________ ____________ ___________ have been developed to assist managers in managing human resources.

employees, labor and manpower

HRIS and its applications contain personal information about the e__________ of an organization, as well as the organization’s resources in terms of l_____ and m__________.

individuals and organizations

Human Resource Information Systems (HRIS): Securing this information against unwanted or unwarranted access, use, or distribution is important to the involved. Unwarranted access, use, or distribution is also likely to be illegal under current legislation and can subject the organization to serious legal liability.

Tactical Human Resource Information System

It is a type of information system that supports HR managers in handling aspects of the acquisition, allocation, and maintenance of an organization’s workforce. This includes the creation of jobs for a specific goal/purpose/process, employee acquisition, training and capacity-building, and budget allocations for jobs and positions.

Job Analysis and Design Systems

These systems create jobs or positions required by an organization. They involve tasks such as writing job descriptions, designation of purposes, tasks, duties, and responsibilities for a job or position, specifying the conditions and performance standards that are required to qualify for these jobs or positions, and processing of information from guidelines and external data sources such as labor unions, competitors, and government agencies.

Recruiting Systems

These systems handle functions that provide an organization with a pool of qualified applicants that may fill vacant positions identified by position control systems and/or job analysis and design systems. These systems also ensure that the recruitment processes of an organization are compliant with any government statutes and contract regulations to guarantee affirmative action and equal employment opportunity.

Compensation and Benefit Systems

These systems allow HR managers to support the creation of compensation and benefit plans for employees. Using relevant data such as budget allocations and job descriptions, they provide a variety of tactical HR decisions for payment plans and benefits available for certain employees and certain job hierarchy levels based on internal (within the organization) or external (economical trends, exchange rates, etc.) information.

Employee Training and Development Systems

These systems handle decisions for employee development, usually via capacity-building. Capacity-building for employees is facilitated by finding potential employees that meet certain criteria and creating training and development plans that will allow interested and qualified individuals to benefit from these plans.

Succession Planning Systems

These systems ensure that replacements for key positions in the organization are available at all times. This is to ensure that these positions do not become vacant in the event of death, debilitating injury, retirement, promotion/demotion, or other reasons.

Strategic Human Resource Information System

It is a type of information system that manages the organization’s workforce as a whole. It allows an HR manager to formulate workforce plans and labor negotiations to ensure that the enterprise has the appropriate conditions for the appropriate personnel.

Workforce Planning Systems

These systems facilitate strategic long-term workforce planning and management using relevant data, such as those from other information systems. Using forecasted workforce estimates (which includes workforce supply, demand, required skills and specializations, quality and pricing), a workforce planning system can create workforce plans that can achieve set organizational objectives.

Labor Negotiation Systems

These systems gather data from other HR information systems, as well as information from financial accounting systems and external sources, in order to help create negotiating terms between the organization and labor unions. They mostly use generated ad hoc reports that allow the organization to see their and a labor union’s positions from industrial and economic standpoints.