The Role of Human Resource Information Systems (HRIS) in Strategic
Human Resource Management (SHRM)
The HRM concept is elaborated from different and varying view points. More so, the
various definitions of the concept, context and scope of HRM and its associated processes
are presented. The chapter ends with a summary.
The term ‘Human resource management’ has been the subject of considerable debate, and
its underlying philosophy and character are highly controversial. Much of this
controversy stems from the absence of a precise formulation of and agreement on its
significance and definition (Storey, 1989; and 1995a), as cited by Bratton and Gold
(2003: 7). Obviously, definition of the subject matter is needed for analysis and
understanding of HRM theory and practice.
HRM has a variety of definitions but there is general agreement that it has a closer fit
with business strategy than previous models, specifically personnel management. In all
the debates about the meaning, significance and practice of HRM, nothing seems more
certain than the link between HRM and performance (HRM Guide October 2006). Below
are some of the definitions of HRM, although it can be argued that these will only be
ones of several possible definitions.
De Cenzo and Robbins (1996: 8) defined HRM as the part of the organization that is
concerned with the people dimension, and it is normally a staff or support function in the
organization. HRM role is the provision of assistance in HRM issues to line employees,
or those directly involved in producing the organization’s goods and services. Acquiring
people’s services, developing their skills, motivating them to high levels of performance,
and ensuring their continuing maintenance and commitment to the organization are
essential to achieving organizational goals. This is much the case regardless of the type of 6
organization, government, business, education, health, recreation, or social action. The
authors proposed an HRM specific approach as consisting of four functions- staffing,
training and development, motivation, and maintenance.
In addition, Bratton and Gold (2003: 7) define HRM as the strategic approach to
managing employment relations which emphasizes that leveraging people’s capabilities
is critical to achieving sustainable competitive advantage. This is achieved through a
distinctive set of integrated employment policies, programs and practices. The authors
presented HRM functions as planning, recruitment and selection, appraisal and
performance management, reward management, development, employee relations, health
and safety, and union-management relations. Moreover, to Alan Price (2004: 32) HRM
aims at recruiting capable, flexible and committed people, managing and rewarding their
performance and developing key competencies.
Contributing to the working definition of HRM is Abecker et al., (2004). They see HRM
as a strategic and target oriented composition, regulation and development of all areas
that affect human resources in a company. Efficient and effective management of these
resources to a large extend, affects human resource behavior, and consequently the
performance of the organization as a whole. Moreover, the authors identified HRM with
the field it covers. These include planning aspects- personnel requirements analysis and
personnel asset analysis, and change aspects- recruitment, personnel development and
labor displacement (Ibid). Next, is the diagrammatic representation of the said field.
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