Conclusion

After I have done this webfolio, I can conclude that an organization must make a decision about their ideal type of HRIS model to adapt in the most appropriate way to the organization structures. The three models of HRIS Systems and Systems Architecture have their own advantages and disadvantages features, in order to get the best results the organization must select and adapt the most ideal system to their organization. For the Transnational HR systems, I am aware that the Multinational, Global, International and Transnational are the four types of HRIS organizational models. The Transnational HRIS model is mostly useful for large, worldwide companies. Last but not least, the HR Performance Management Systems shows me such an important function of HR systems. Performance Management is all about the initiatives to enhancing, evaluating, and managing the workforce. Nowadays, it is so important for the organization to manage their workforces’ performance to maximizing the productivity. All of these systems; HRIS Systems and Systems Architecture, Transnational HR systems, and lastly the HR Performance Management Systems, play the most crucial and important roles in order to enhance the effectiveness and the efficiency of the HRIS to run smoothly as well as to help the organization achieve their goals.

(204 words)

HRIS Systems and Systems Architecture

There are three types of technological architecture of the HRIS Systems Architecture which are Standalone systems, Data warehouse model, and the last one is Single Integrated system model. Each one from the models has their own roles to an organization. From this Human Resource Information Systems (HRIS) systems and systems architecture, I have to agree that all of these three models have their own importance and uniqueness. The organization will select which one of the model which it will be more suitable to their organization structures. These selection processes will regardless the organization functioning as the multinational, global, international, or transnational organization by using HRIS system architecture.

Standalone systems - The most fundamental of models is the Standalone System Model, each operating unit runs its own autonomous system with no integration. Business units may send in updates via fax, telephone, mail, or in person. These communications may necessitate widespread translation and heavy data entry. The Standalone System Model makes it tricky to do data analysis. Even the most essential headcount reporting becomes laborious. This type of structural design clearly identifies a company as a Multinational HRIS model as the “many-headed monster” approach. This model is quite familiar in large, diversified multinational organizations, mostly those that have developed through acquisition.

Data Warehouse Model is another common model but this model is more advanced architectural model. All the Data Warehouse Model’s operating units use the same software system.  All units run the same version of the software, which helps to maximizing resources. On top of that, it also is saving costs through commonality, shared applications, and enterprise advantages in dealing with the vendor. This type of system is totally centered on the data mart; nevertheless, as opposed to the Standalone System model, the data come from all operating units automatically and in a standardized format. Such homogeneous data require little or no translation and are available to all operating units as soon as updated (within the rules of data privacy and protection). All users know how the data were generated and what each data component means. The limitation to this type of architecture, however, is that not everyone uses the same database. We typically see this type of architecture in an International HRIS model.

Single Integrated System Model is a type of model which is no requirement for a separate reporting database, although some organizations do opt for one in order to separate transaction processing from analytical reporting. Moreover, the single-system HRIS as well uses the same screens worldwide, with appropriate changes for different languages in different countries. Global and Transnational HRIS models will most commonly have a solitary integrated HRIS.

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References:

·         Dr. Nur Naha Abu Mansor, Transnational HRIS, Part 1, 2, HR Systems Architecture and Service Delivery and Model. : http://powerpoint.office.live.com/p/PowerPointView.aspx?FBsrc=http%3A%2F%2Fwww.facebook.com%2Fdownload%2Ffile_preview.php%3Fid%3D352272058196528%26metadata&access_token=100000183094882%3AAVL-Rq6N8vbyX6wXtx_KK1IPncWrh-BfUgcLrfj_TyJFow&title=Transnational+HRIS_Part+1%2C++2-1.ppt  (Retrieved on 20^th October 2012)

HR Performance Management Systems

Performance Management (PM) systems are typically entirely in-house to the organization, but data must be related to several other systems, as well as rewards, staffing, training, and development. Performance Management systems are used as running tools by managers and must, therefore, is inherently self-explanatory. Often, data are specific to the individual, although a variety of summary measures must be comparable across subsets of employees or all employees.

            Even though the interrelationships among performance management, rewards, benefits, and payroll are clear, and it is noticeable that the HRIS applications for these four functions need to interface flawlessly, it would be a mistake to think that these four functions can be measured independently of other Human Resource applications or, indeed, of any of the information systems operated by the organization. The potential must be there for any data sets currently collected by the organization to be retrieved and analyzed based on the requirements of the problems faced, not on the bin in which the data currently reside.

            At some point in the 1980’s, professionals and some scholars became interested in a different goal: improving performance (Banks & May, 1999; Bernardin, Hagan, Kane, & Villanova, 1998). This curiosity led to a adjustment of the whole performance process, and concentration shifted to Performance Management. The Performance Management process consists of three parts: performance planning, performance observation, and providing positive response and/or corrective feedback. In order to support this process, periodic performance summaries are developed to give out as a basis for performance planning for the next period while providing data for a variety of Human Resource decisions, as well as rewards, staffing, training, and other decisions affecting the employee’s affiliation with the organization.

            Performance Management is now considered within the structure of “talent management”, which encompasses all areas of Human Resource that have to do with on boarding, enhancing, evaluating, and managing the workforce through all the normal cycles. Performance Management is just one of the areas connected to others; such as:

·         Hiring (external labour market)

·         Staffing (internal labour market)

·         Career Management

·         Performance Appraisals

·         Development Management

·         Retention Management

·         Personnel Planning

Nowadays, there are a lots of companies installed the high cost systems, Enterprise Resource Planning (ERP) systems, which it were supposed to provide a single raised area for all these applications. Even though these systems are costly, but it helps the organizations by adding specialized talent management solutions from the third-party vendors to accomplish the compulsory functionality.

(410 words)

References:

·         Michael J. Kavanagh, Mohan Thite, Richard D. Johnson (2011), Human Resource Information Systems (Basics, Applications, and Future Directions), Second Edition .