Business Intelligence Applied to Human Resources Management - New Contributions in Information Systems and Technologies - page 100

According Lengnick-Hall and Moritz [7], HIRS has developed through three main
ways (see Table 1), from the simplest way, through provision of information,
considering an intermediate level with the automation of transactions, to form more
complex and sophisticated that modifies how the HR function is performed and
becomes a strategic business partner [6].
When we examine the benefits of HRIS found two extreme possibilities - an
administrative approach and a strategic approach - and if both are oriented to promote
organizational efficiency and effectiveness - only a strategic approach to HRIS allows
for greater competitiveness [22]. As a consequence, HRIS have evolved into
sophisticated IT solutions designed to manage a wide variety of human resource data
and to provide analytical tools to assist management in HR decision-making [13].

Table 2. Emerging Roles of HRIS

Stages of the
development of HRM

Time Period Relevant Tasks Role Focus on

restructuring within
the stage

Fulfillment of
management
information needs

Focus on
restructuring of HR
database

HR Partial/File
Administration ("File
Maintenance")

Until mid of
1960s

Personnel
Office

Compliance with
legal & tax rules,
fulfillment of
administrative and
legally mandated
tasks

Focus on optimal
legal handling of a full
range of administrative
tasks, development of
HR departmental
structure

HR Full-
Administration
"Government
accountability"

From mid of
1960s until mid
of 1980s

Personnel
Administration

Accountability for
success (in single
business units),
effective use of HR
tools (recruitment,
development, etc.)
for business success

Focus on increasing
professionalization of
the HR departments,
development of
services and tools,
optimizing the
cooperation with other
HR partners

HR
Professionalization
("Organizational
accountability")

In the 1980s
and 1990s

Personnel
Management

Demand for
added value to the
business.
Contributions with
strategic impact,
developed
organizational
strategy (strategic
partnership)

Focus on
outsourcing, enabling
of line managers to do
HRM, inclusion of new
fields (e.g. knowledge
management, cultural
development, creation
of a new model of
cooperation between
HR partners)

HR Strategic
Integration ("Strategic
Business Partner")

From the late
1990s, ongoing
development

Business
Partner and role
sets

Source: Kashive, N. (2011).Op. cit.: p. 48.