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The document focuses on hypothesis testing for two samples in inferential statistics, emphasizing the formulation and evaluation of tests for population parameters based on sample statistics. It discusses independent and dependent samples and the extension of traditional methods to two populations, alongside the presentational aspects for non-technical audiences. Additional sections detail practical implications and the underlying foundations of human resource information systems (HRIS) in managing data effectively.

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Deliverable 5 - Hypothesis Tests for Two Samples Competency Formulate and evaluate hypothesis tests for population parameters based on sample statistics using both Critical Regions and P-Values, and be able to state results in a non- technical way that can be understood by consumers of the data instead of statisticians. Dealing with Two Populations Inferential statistics involves forming conclusions about a population parameter. We do so by constructing confidence intervals and testing claims about a population mean and other statistics. Typically, these methods deal with a sample from one population. We can extend the methods to situations involving two populations (and there are many such applications). This deliverable looks at two scenarios. Concept being Studied Your focus is on hypothesis tests and confidence intervals for two populations using two samples, some of which are independent and some of which are dependent. These concepts are an extension of hypothesis testing and confidence intervals which use statistics from one sample to make conclusions about population parameters. What to Submit Your research, calculations, and analysis should be presented on the spreadsheet provided. To my wife,Barbara, and my sons Sean, Colin,
and Timothy, and especially to my granddaughter, Isabella – M. J. K. To my wife,Kelley, and my daughters Rachel and Katherine – R. D. J. Copyright © 2015 by SAGE Publications, Inc. All rights reserved. No part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording,or by any information storage and retrieval system, without permission in writing from the publisher. Printed in the United States of America Library of Congress Cataloging-in-Publication Data Human resource information systems : basics, applications, and future directions / [edited by] Michael J. Kavanagh, StateUniversity of New York at Albany, Mohan Thite, Griffith University, Richard D. Johnson, StateUniversity of New York at Albany. — Third edition. pages cm Includes bibliographical referencesand index.
ISBN 978-1-4833-0693-3 (pbk. : alk. paper) 1. Personnel management—Information technology. 2. Personnel management—Data processing. I. Kavanagh, Michael J. II. Thite, Mohan. III. Johnson, Richard D. HF5549.5.D37H86 2015 658.300285—dc23 2013029735 This book is printed on acid-free paper. 14 15 16 17 18 10 9 8 7 6 5 4 3 2 1 FOR INFORMATION: SAGE Publications, Inc. 2455 Teller Road Thousand Oaks, California 91320 E-mail: [email protected] SAGE Publications Ltd. 1 Oliver’s Yard 55 City Road London EC1Y 1SP United Kingdom SAGE Publications IndiaPvt. Ltd. B 1/I 1 Mohan Cooperative Industrial Area Mathura Road, New Delhi 110 044
India SAGE Publications Asia-Pacific Pte. Ltd. 3 Church Street #10-04 Samsung Hub Singapore 049483 Acquisitions Editor: Patricia Quinlin Associate Editor: Maggie Stanley Assistant Editor: Megan Koraly Editorial Assistant: Dori Zweig Production Editor: Stephanie Palermini Copy Editor: TerriLee Paulsen Typesetter: C&M Digitals (P) Ltd. Proofreader: Stefanie Storholt Indexer: Will Ragsdale Cover Designer: Glenn Vogel MarketingManager: Liz Thornton mailto:[email protected] Contents Preface PART I: INTRODUCTION TO HUMAN RESOURCE INFORMATION SYSTEMS (HRIS): A SYSTEMS PERSPECTIVE 1. Evolution of Human Resource Management and
Human Resource Information Systems: The Role of Information Technology Michael J. Kavanagh and Richard D. Johnson Editors’ Note Chapter Objecties HRIS in Action Introduction Historical Evolution of HRM and HRIS Pre–World War II Post–World War II (1945–1960) Social Issues Era (1963–1980) Cost-Effectiveness Era (1980 to the Early 1990s) Technological Advancement Era and the Emergence of Strategic HRM (1990 to Present) HR Activities Interface Between HR and Technology A Primer on HRIS What Is an HRIS? e-HRM and HRIS
Why Do We NeedHRIS? Different Types of HRIS System Development Process for an HRIS A Model of Organizational Functioning Themes of the Book Summary Key Terms Discussion Questions Case Study: Position Description and Specification for an HRIS Administrator HRIS Administrator Position Summary Primary Function Essential Duties and Responsibilities Requirements Qualifications Case Study Questions Note
References 2. Database Concepts and Applications in Human Resource Information Systems JanetH. Marler and Barry D. Floyd Editors’ Note Chapter Objectives Introduction Data, Information, and Knowledge Database Management Systems Early DBMSs RelationalDBMSs Data Sharing Between Different Functions Data Sharing Between Different Levels Data Sharing Across Locations Key RelationalDatabase Terminology Entities and Attributes Tables Relationships, Primary Keys, and Foreign Keys
Queries Forms Reports Introduction to MS Access Designing an MS Access Database HR Database Application Using MS Access Other HR Databases Data Integration: Data Warehouses, Business Intelligence, and Data Mining Summary Key Terms Discussion Questions Case Study Notes References 3. Systems Considerations in the Design of a Human Resource Information System: Planningfor Implementation Michael D. Bedell and Michael L. Canniff
Editors’ Note Chapter Objectives HRIS in Action Introduction HRIS Customers/Users: Data Importance Employees Nonemployees Important Data HRIS Architecture The HRIS “Dinosaur” Client-Server (Two-Tier) Architecture Three-Tier Architecture N-Tier Architecture With EnterpriseResource Planning Cloud Computing—Back to the Future!? Security Challenges Best of Breed Recruitment TimeCollection
Payroll Benefits Planning for System Implementation Summary Key Terms Discussion Questions Case Study: Vignette Revisited New Information for the Case: Part 1 New Information for the Case: Part 2 New Information for the Case: Part 3 New Information for the Case: Part 4 Case Study Questions References 4. The Systems Development Life Cycle and HRIS Needs Analysis Lisa M. Plantamura and Richard D. Johnson Editors’ Note
Chapter Objectives HRIS in Action Introduction The Systems Development Life Cycle (SDLC) Analysis Needs Analysis 1. Needs Analysis Planning 2. Observation 3. Exploration 4. Evaluation 5. Reporting Summary Key Terms Discussion Questions Case Study: “Planning the Needs of Other Organizations” Case Study Questions Note References
Recommended Readings 5. System Design and Acquisition Richard D. Johnson and James H. Dulebohn Editors’ Note Chapter Objectives HRIS in Action Introduction Design Considerations During the Systems Development Life Cycle Logical Design Two Ways to View an HRIS: Data Versus Process Logical Process Modeling With Data FlowDiagrams Creating and Using the DFD Physical Design Working With Vendors Vendor Selection Assessing System Feasibility
Technical Feasibility Operational Feasibility Legal and Political Feasibility Economic Feasibility Summary Key Terms Discussion Questions Case Study Case Study Questions Notes References 6. Project Management and Human Resource Management Advice for Human Resource Information Systems Implementation Michael J. Kavanagh Editors’ Note Chapter Objectives HRIS in Action Introduction
Project Management Cooperation The IT Perspective Project Management Processes Project Management Approaches and Tools General IT Factors Affecting PM Success The Human Resource Management Perspective Identification of the Steering Committee and Project Charter Configuring the PM Team Identification of Available Resources and Constraints Controlling Project Creep Selection of the Implementation Team Software Implementation Training and Documentation Critical Success Factors for IT and HRM Issues Summary Key Terms
Discussion Questions Case Study: Implementing an HRIS Case Study Questions Note References PART II: HRIS EFFECTIVENESS MEASURES ANDHRM ADVICE FOR HRIS IMPLEMENTATION 7. HR Metrics and Workforce Analytics Kevin D. Carlson and Michael J. Kavanagh Editors’ Note Chapter Objectives HRIS in Action Introduction A BriefHistory of HR Metrics and Analytics Limitations of Traditional HR Metrics Contemporary HR Metrics and Workforce Analytics Using HR Metrics and Workforce Analytics HR Metrics, Workforce Analytics,and Organizational
Effectiveness A Common and Troublesome View Better Problem Solving and Decision Making Opportunity Domains of HR Expertise HR Process Efficiency Organizational Effectiveness Strategic Realignment Measurement, Metrics, and Analytics Basics Getting Started The Role of “Why?” Putting HR Metrics and Analytics Data in Context Reporting What We Find HR Dashboards Infographs Useful Things to Remember About HR Metrics and Analytics Don’t “Do Metrics” Bigger Is Not Always Better HR Metrics and Analytics Is a Journey—Not a
Destination Be Willing to Learn Avoid the Temptation to Measure Everything Aggressively HR Metrics and the Future Summary Key Terms Discussion Questions Case Study Case Study Questions Notes References 8. Cost Justifying HRIS Investments Kevin D. Carlson and Michael J. Kavanagh Editors’ Note Chapter Objectives HRIS in Action Alternate HRIS in Action
Introduction Justification Strategies for HRIS Investments Evolution of HRIS Justification Approaches to Investment Analyses Make a Difference: Some Guidelines HRIS Cost-Benefit Analysis Identifying Sources of Value for Benefits and Costs Direct Benefits Indirect Benefits Implementation Costs Estimating the Value of Indirect Benefits Estimating Indirect Benefit Magnitude Direct Estimation Benchmarking Internal Assessment Mapping Indirect Benefits to Revenues and Costs Methods for Estimating the Value of Indirect Benefits
Average Employee Contribution Estimating the Timing of Benefits and Costs The Role of Variance in Estimates Avoiding Common Problems Packagingthe Analysis for Decision Makers Conclusion Summary Key Terms Discussion Questions Case Study Case Study Questions Notes References 9. Change Management: Implementation, Integration, and Maintenance of the Human Resource Information System Romuald A. Stone and Richard D. Johnson Editors’ Note
Chapter Objectives HRIS in Action Introduction to the Management of Change Organizational Development Change Management The Change Management Process: Science and Art Models of the Change Process Overview of Organizational Change Selected Change Models Action-Research Model Lewin’s Change Model Change Equation Formula Kotter’s Process of Leading Change Important Reminders RegardingChange Models Why Do System Failures Occur? Leadership Planning
Change Management Communication Training Organizational and IndividualIssues in HRIS Implementation Cultural Issues Resistance to Change User Acceptance Summary Key Terms Discussion Questions Case Study: The Grant Corporation Case Study Questions Note References PART III: HUMAN RESOURCE INFORMATION SYSTEMS APPLICATIONS 10. HR Administration and Human Resource Information Systems
Linda C. Isenhour Editors’ Note Chapter Objectives HRIS in Action Introduction Technology Support for Job Analysis Approaches and Techniques HRIS Applications The HRIS Environment and Other Aspects of HR Administration HRM Administration and Organizing Approaches Service-Oriented Architecture and eXtensible Markup Language Advantages of XML-Enhanced SOA Theory and HR Administration Self-Service Portals and HRIS Shared-Service Centers and HRIS Outsourcing and HRIS Offshoring and HRIS
Summary of HR Administration Approaches Legal Compliance and HR Administration HR Administration and Equal Employment Opportunity U.S. CivilRights Act of 1964, Title VII, and the EEO-1 Report EEO-1 Report (Standard Form 100) EEO-1 and HRIS Occupational Safety and Health Act Record Keeping OSHA Form 300 (Log of Work-Related Injuries and Illnesses) and HRIS Technology, HR Administration, and Mandated Governmental Reporting Summary of Government-Mandated Reports and Privacy Requirements HR Strategic Goal Achievement and the Balanced Scorecard HRM and the Balanced Scorecard HR Scorecard and Balanced Scorecard Alignment Summary
Key Terms Discussion Questions Case Study: The Calleeta Corporation Case Study Questions Note References 11. Talent Management Kevin M. Johns and Michael J. Kavanagh Editors’ Note Chapter Objectives HRIS in Action Introduction Defining Talent Management Importance of Talent Management The Talent Management Life Cycle Attributes for Talent Job Analysis and Human Resource Planning: Part of TM Job Analysis
Human Resource Planning (HRP) Workforce Management/Human Resource Planning with an HRIS Long- and Short-Term Strategic Importance of Talent Management Talent Management and Corporate Strategy Anticipating Change and Creating an Adaptable Workforce Talent Management and Corporate Culture Talent Management and Information Systems The Link Between Talent Management and Human Resource Information Systems Recruiting Top Talent Using Social Networking Sites (SNSs) Using Information Systems to Set Goals and Evaluate Performance Using Analytics for Talent Management Workforce Analytics and Talent Management Measuring the Success of Talent Management Summary
Key Terms Discussion Questions Case Study: Vignette Case Continued Case Study Questions Note References 12. Recruitment and Selection in an Internet Context Kimberly M. Lukaszewski, David N. Dickter, Brian D. Lyons, and Jerard F. Kehoe Editors’ Note Chapter Objectives HRIS in Action Introduction Recruitment and Technology The Impact of Online Recruitment on Recruitment Objectives Attributes of the Recruiting Web Site Recruitment Strategies and Social Networking The Relationship of e-Recruiting and HRIS
Online Recruitment Guidelines Selection and Technology What Are Selection Tests and Assessments, and Why Are They Used? Why Is Assessment Important for HRIS? Technology Issues in Selection Applying HRIS to Selection and Assessment Demonstrating the HRM’s Value With HRIS Selection Applications Summary Key Terms Discussion Questions Case Study Case Supplemental Material Case Study Questions References 13. Training and Development: Issues and Human Resource Information Systems Applications
Ralf Burbach Editors’ Note Chapter Objectives HRIS in Action Introduction Training and Development: Strategic Implications and Learning Organizations Systems Model of Training and Development Training Metrics and Cost-Benefit Analysis HRIS Applications in Training HRIS/Learning Applications: Learning Management Systems HRIS T&D Applications: Implementation Issues Summary Key Terms Discussion Questions Case Study Case Study Questions Practical Exercise
Notes References 14. Performance Management, Compensation, Benefits, Payroll, and the Human Resource Information System Charles H. Fay and Renato E. Nardoni Editors’ Note Chapter Objectives HRIS in Action Introduction The Meaning of Work Performance Management Overview Typical Data Inputs Typical Reports Data Outflows Decision Support Compensation
Overview Typical Data Inputs Typical Reports Data Outflows Decision Support Benefits Overview Typical Data Inputs Typical Reports Data Outflows Decision Support Payroll Overview Typical Data Inputs Typical Reports Data Outflows Decision Support Summary
Key Terms Discussion Questions Case Study: Grandview Global Financial Services, Inc. Case Study Questions References 15. Human Resource Information Systems and International Human Resource Management Michael J. Kavanagh and John W. Michel Editors’ Note Chapter Objectives HRIS in Action Introduction: Increasing Importance of International Human Resource Management (IHRM) Types of International Business Operations Going Global Differences in HRM in MNEs Managing Different Types of Employees in MNEs HR Programs in Global Organizations
International Staffing Selecting Global Managers: Managing Expatriates Training and Development of Expatriates Performance Appraisal in MNEs Managing International Compensation HRIS Applications in IHRM Introduction Organizational Structure for Effectiveness IHRM-HRIS Administrative Issues HRIS Applications in MNEs Summary Key Terms Discussion Questions Case Study Case Study Questions Notes References
PART IV: SPECIAL TOPICS IN HUMAN RESOURCE INFORMATION SYSTEMS 16. HRIS Privacy and Security Humayun Zafar and Dianna L. Stone Editors’ Note Chapter Objectives HRIS in Action Introduction Employee Privacy Unauthorized Access to Information Unauthorized Disclosure of Information Data Accuracy Problems Stigmatization Problems Use of Data in Social Network Websites Lack of Privacy ProtectionPolicies Components of Information Security BriefEvolution of Security Models Security Threats Information Policy and Management
Fair Information Management Policies Effective Information Security Policies Summary Key Terms Discussion Questions Case Study: Practical Applications of an Information Privacy Plan Scenario 1 Scenario 2 Scenario 3 Case Study Questions References 17. The Future of Human Resource Information Systems: Emerging Trends in HRM and IT Richard D. Johnson and Michael J. Kavanagh Editors’ Note Chapter Objectives Introduction
Future Trends in HRM Health Care Questions Business Intelligence Demographic Workforce Changes Growing Complexity of Legal Compliance Virtualization of Work Future Trends in HRIS Bring YourOwn Device Software as a Service (SaaS) and the Cloud Web 2.0 Social Networking EnterprisePortals Open-Source Software An Evolving Industry Evolving HRIS Technology Strategy HRIS Moves to Small Businesses Future Trends in Workforce Technologies Summary
Key Terms Notes References Appendix: Additional Resources Internet Resources Additional Readings Glossary Author Index Subject Index About the Editors About the Contributors
PREFACE This third edition of Human Resource Information Systems: Basics, Applications, and Future Directions is written with two goals in mind. First, we wish to continue to improve the content and the usefulness of the content for faculty and students. Second, technology and human resource management (HRM) are continually evolving so the book must continue to evolve along with thesechanges. Although therehave been several books on HRIS published, most authors have focused only on one aspect or dimensionof the HRIS field, for example, on e- HR, Web-based HR, or HRIS in a global context. The growing importance of HRIS is evidenced by the recognition of human resource management (HRM) practitioners, academics, and managers that information technology (IT) has become a critical aspect of developing and using HRM programs to better manage the human capital of an organization. Thus, a comprehensive education in the HRM field requires the knowledge and skills for developing, implementing, and maintaining a human resource information system. Despite this recognition, it has been
personally frustrating for the editors and chapter authors to have to use several books and readings in teaching an HRIS course, because therewas not a current or comprehensive textbook for the academic market. Many of the books in the area are now over 10 years old, and do not reflect the current state of either human resources or HRIS. As a result, faculty have had to rely on readings, parts of HRM and IT textbooks, and have had to develop much of their classroom materials on their own to cover the entire field of HRIS in their courses. After the first edition was published, we received very complimentary comments from faculty who used the book as well as informal communications with faculty in the HRIS field. As noted, this third edition of Human Resource Information Systems: Basics, Applications, and Future Directions is written with two goals in mind. First, we wish to continue to improve the content and the usefulness of the book for faculty and students. Thus, theseare the reasons why we published the previous editions of this book, and remain the primary reasons for the publication of this third edition. In the preface to the first edition of this book, we note that Kavanagh et al. (1990) stated
that “among the most significant changes in the field of human resources management in the past decade has been the use of computersto develop what have become known as human resource information systems (HRIS)” (p. v). We also argued that the introduction of computersand IS/IT concepts to the field of HRM during the 1980s and early1990s was a revolutionary change. That is, HRM paper systems in file cabinets were being replaced by the use of mainframes, PCs, and HRM software to computerize the HRM systems. To keep up with thesetechnological changes in the HRM function, companies were forced to adapt, even though it was quiteexpensive, in order to remain competitive in their markets. However, it is our contention that advances in HR and IT as well as HRIS sincethe early1990s have been evolutionary, that is, therehave been constant improvements in the HRIS field in the last 20–25 years. From stand- alone applications on a PC, the field of HRIS now has seen the implementation of enterprise resource planning (ERP) configurations in HRM with extensive use of manager and employee self-portals. Today’s systems are oftenweb-based and connect extensively with social networking sites. Additionally, international firms have begun to use the power of an
HRIS to expand their businesses because of the speed and accuracy of an HRIS. Along with thesechanges in technology a revolutionhas come to the practice of human resources. The HR department in adopting this new technology has become a more important resource in the management of organizations. The changed role of HRM has evolved to the pointthat HRM managers and professionals are now seen as strategic partners, and sophistication in the use of computer technology to improve the delivery of HR programs and activities to management has grown immensely. Mostcritically, these changes have meant that therehave been significant advances in the use of people resources in managerial decisions. These advances are due to the fact that people resources can be accessed more rapidly now than in 1990, and with a higher degree of accuracy. This marriage of HR with IT/IS in the development and improvement of an HRIS has increased the ability of management to use people knowledge to make better decisions on the human capital of their firms to gain a competitive advantage in the marketplace.
What thesechanges mean for the new learner with a background in HRM or IT, who is trying to understand the HRIS field, is that it is not sufficient to begin one’s study with the improved products and processes that have occurred recently. For example, it would not be wise or fruitful to begin one’s study of the HRIS field with a focus on new technologies such as service-oriented architecture (SOA), enterprise portals, N-tier architectures, cloud computing, or the use of Web 2.0 in HRM. This would be like starting with Chapter 17 of this book and then proceeding backward through the book. Unfortunately, many people do, in fact, focus on learning the technological advances in HRIS without understanding the basics first. Instead, to best understand how to effectively implement and use an HRIS, it is important to understand the evolutional changes to technology and how thesechanges have transformed HR practices (e.g. how HRM moved from using paper records in file cabinets to the computerization of the HR function). Only after understanding thesechanges will the learner be able to effectively understand how advances in technology can help their organization manage their HR function more effectively.
New Aspects of the Third Edition First, two chapters (4 and 16) have been completely rewritten by new authors, both of whom have extensive knowledge obtained by teaching, researching, and practicing in the field of HRIS. In addition to adding new authors, Sage asked several faculty members who had adopted and used the previous edition to provide evaluations of the entire book as well as of each chapter. Their recommendations were very useful and led us to make a number of changes. In terms of the content of this third edition, thereare now four main parts of the book. Some chapters from the previous edition were moved and others replaced to meet the subject content of one of the four parts. For example, Chapter 8 was moved to become Chapter 6 because it fit better with the first five chapters than it did with Chapters 7, 8, and 9. The decision to create four new parts was based on feedback from the anonymous faculty reviewers as well as on our personal judgment that one of the major uses of an HRIS was to focus better on providing accurate and timely information for managerial decisions, both strategic and operational. Each part now focuses on one specific part of HRIS. As a result,
the four parts of the book are now: Part I, Introduction to Human Resource Information Systems (HRIS): A Systems Perspective, which includes Chapters 1–6; Part II, HRIS Effectiveness Measures and HRM Advice for HRIS Implementation, which contains Chapter 7, 8, and 9; Part III: Human Resource Information Systems Applications, which consists of Chapters 10–15; and Part IV: Special Topics in Human Resource Information Systems, which consists of Chapters 16 and 17. In addition to creating a four-part book, we made major revisions to Chapters 4, 7, 8, 11, 16, and 17. Again theserevisions were based on feedback from the anonymous reviewers of the previous edition, which consisted of faculty teaching an HRIS course. These changes represent more general revisions throughout the third edition; that is, we updated the chapters so they present a survey of current knowledge and practice in IT, HRM, and HRIS. We retained our feature, “HRIS in Action,” which faculty indicated their students enjoyed. Again based on positive feedback from faculty, new figures and tables were added
to almost every chapter. We believe that a picture combined with text content improves the teaching and learning process. Many of the new figures are screenshots from a variety of HRIS software packages currently in use. New cases were added to a number of the chapters, and we significantly expanded the chapter discussion questions. We did thesethings to improve the text as a learning and teaching tool—we wanted the text and each chapter within it to present a complete learning experience. Thus, we also continued the consistent structure across all chapters that was introduced in the previous edition. Chapters contain, in the following order: (1) an editors’ note, (2) chapter objectives, (3) chapter content, (4) chapter summary, (5) a list of key terms, (6) chapter discussion questions, and (7) a case with student discussion questions. This internal consistency for each chapter was established by emphasizing the same chapter learning points for the chapter objectives, chapter summary, key terms, and chapter discussion questions. We felt that this within-chapter consistency would aid the learning process of the students and aid the faculty in identifying the important content of each chapter. For the student, the key terms are a guide,
in the view of the editors, to the important aspects of the chapter, but they are not a glossary. Nor are all the key terms listed in the glossary in the appendix, which has been expanded and improved to include additional technical terms. Likewise the websites and additional readings in the appendix have been expanded because of recent changes in the field. In determining to make thesechanges in the book, the coeditors worked to make the third edition a textbook they would personally be comfortable using to teach their HRIS courses. Third Edition Summary In summary, in this third edition, we have described the major advances in the field of HRIS and the relation of HRIS to managerial decision making while, at the same time,exploring the basic concepts of developing, implementing, and maintaining an HRIS. The book represents the intersection of the best thinking and concepts from the two fields of HRM and IT. It was the earlyintersection of these two fields that changed the role of HR in organizations from record keeper to strategic partner. After introducing the basicconcepts of an HRIS combined with new approaches to the operation of HRM in the organization, we then proceed to the more advanced, and
evolutionary, technical changes. The basicphilosophy of this book is that the integration or harmonization of technology with people management in an HRIS will create a distinct competitive advantage for organizations. We hope that you, the reader, gain this understanding and that you enjoy this book. Companion Website A password-protected instructor resources site includes PowerPoint presentations, test banks, detailed lecture outlines, discussion questions, suggested course projects, a variety of full-text SAGE journal articles selected to support and enhance the content of the book, and web resources. These materials are available at www.sagepub.com/kavanagh3e. http://www.sagepub.com/kavanagh3e Students can also log on to the companion site and access the SAGE journal articles and web resources at www.sagepub.com/kavanagh3e. … Instructions - Read First Instructions: The following worksheets describe two problems – the first problem is for independent samples and the second problem is for dependent samples. Your job is to demonstrate the solution to each scenario by showing how to work through each problem in detail. You are expected to explain all of the
steps in your own words. Independent SamplesLow Lead LevelHigh Lead Leveln178n22192.8886.9s115.34s28.99Critical Value:Test Statistic:p-value: 1. Write the hypotheses in symbolic form, determine if the test is right-tailed, left-tailed, or two tailed and explain why. 2. Calculate the critical value, the test statistic, and p-value. Show calculations below. 3. Make a decision about the null hypothesis and explain your reasoning, then make a conclusion about the claim in nontechnical terms. Independent Samples A researcher conducted a test to learn the effect of lead levels in human bodies. He collected the IQ scores for a random sample of subjects with low lead levels in their blood and another random sample of subjects with high lead levels in their blood. The summary of finding is listed below. Use a 0.05 significance level to test the claim that the mean IQ score of people with low lead levels is higher than the mean IQ score of people with low lead levels. We do not know the values of the population standard deviations.
Dependent SamplesDays of Release/BookPhoenixPrince144.258.2218.422.0325.826.8428.32 9.2523.021.8610.49.979.19.588.47.597.66.91010.29.3Critical Value:Test Statistic:p-value: 4. Write the hypotheses in symbolic form, determine if the test is right-tailed, left-tailed, or two tailed and explain why. 5. Calculate the critical value, the test statistic, and p-value. Show calculations below. 6. Make a decision about the null hypothesis and explain your reasoning, then make a conclusion about the claim in nontechnical terms. Dependent Samples The Harry Potter books and movies made a lot of money. A fan wanted to learn which of his favorite movies made more money. He collected the amounts grossed in millions during the first few days of releases of the movies Harry Potter and the Half- Blood Prince and Harry Potter and the Order of the Phoenix. Use a 0.05 significance level to test his claim that the Prince movie did better at the box office. Use the p-value method to determine whether or not to reject the null hypothesis and state your conclusion.
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Deliverable 5 - Hypothesis Tests for Two SamplesCompetencyForm.docx

  • 1.
    Deliverable 5 -Hypothesis Tests for Two Samples Competency Formulate and evaluate hypothesis tests for population parameters based on sample statistics using both Critical Regions and P-Values, and be able to state results in a non- technical way that can be understood by consumers of the data instead of statisticians. Dealing with Two Populations Inferential statistics involves forming conclusions about a population parameter. We do so by constructing confidence intervals and testing claims about a population mean and other statistics. Typically, these methods deal with a sample from one population. We can extend the methods to situations involving two populations (and there are many such applications). This deliverable looks at two scenarios. Concept being Studied Your focus is on hypothesis tests and confidence intervals for two populations using two samples, some of which are independent and some of which are dependent. These concepts are an extension of hypothesis testing and confidence intervals which use statistics from one sample to make conclusions about population parameters. What to Submit Your research, calculations, and analysis should be presented on the spreadsheet provided. To my wife,Barbara, and my sons Sean, Colin,
  • 2.
    and Timothy, and especiallyto my granddaughter, Isabella – M. J. K. To my wife,Kelley, and my daughters Rachel and Katherine – R. D. J. Copyright © 2015 by SAGE Publications, Inc. All rights reserved. No part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording,or by any information storage and retrieval system, without permission in writing from the publisher. Printed in the United States of America Library of Congress Cataloging-in-Publication Data Human resource information systems : basics, applications, and future directions / [edited by] Michael J. Kavanagh, StateUniversity of New York at Albany, Mohan Thite, Griffith University, Richard D. Johnson, StateUniversity of New York at Albany. — Third edition. pages cm Includes bibliographical referencesand index.
  • 3.
    ISBN 978-1-4833-0693-3 (pbk.: alk. paper) 1. Personnel management—Information technology. 2. Personnel management—Data processing. I. Kavanagh, Michael J. II. Thite, Mohan. III. Johnson, Richard D. HF5549.5.D37H86 2015 658.300285—dc23 2013029735 This book is printed on acid-free paper. 14 15 16 17 18 10 9 8 7 6 5 4 3 2 1 FOR INFORMATION: SAGE Publications, Inc. 2455 Teller Road Thousand Oaks, California 91320 E-mail: [email protected] SAGE Publications Ltd. 1 Oliver’s Yard 55 City Road London EC1Y 1SP United Kingdom SAGE Publications IndiaPvt. Ltd. B 1/I 1 Mohan Cooperative Industrial Area Mathura Road, New Delhi 110 044
  • 4.
    India SAGE Publications Asia-PacificPte. Ltd. 3 Church Street #10-04 Samsung Hub Singapore 049483 Acquisitions Editor: Patricia Quinlin Associate Editor: Maggie Stanley Assistant Editor: Megan Koraly Editorial Assistant: Dori Zweig Production Editor: Stephanie Palermini Copy Editor: TerriLee Paulsen Typesetter: C&M Digitals (P) Ltd. Proofreader: Stefanie Storholt Indexer: Will Ragsdale Cover Designer: Glenn Vogel MarketingManager: Liz Thornton mailto:[email protected] Contents Preface PART I: INTRODUCTION TO HUMAN RESOURCE INFORMATION SYSTEMS (HRIS): A SYSTEMS PERSPECTIVE 1. Evolution of Human Resource Management and
  • 5.
    Human Resource InformationSystems: The Role of Information Technology Michael J. Kavanagh and Richard D. Johnson Editors’ Note Chapter Objecties HRIS in Action Introduction Historical Evolution of HRM and HRIS Pre–World War II Post–World War II (1945–1960) Social Issues Era (1963–1980) Cost-Effectiveness Era (1980 to the Early 1990s) Technological Advancement Era and the Emergence of Strategic HRM (1990 to Present) HR Activities Interface Between HR and Technology A Primer on HRIS What Is an HRIS? e-HRM and HRIS
  • 6.
    Why Do WeNeedHRIS? Different Types of HRIS System Development Process for an HRIS A Model of Organizational Functioning Themes of the Book Summary Key Terms Discussion Questions Case Study: Position Description and Specification for an HRIS Administrator HRIS Administrator Position Summary Primary Function Essential Duties and Responsibilities Requirements Qualifications Case Study Questions Note
  • 7.
    References 2. Database Conceptsand Applications in Human Resource Information Systems JanetH. Marler and Barry D. Floyd Editors’ Note Chapter Objectives Introduction Data, Information, and Knowledge Database Management Systems Early DBMSs RelationalDBMSs Data Sharing Between Different Functions Data Sharing Between Different Levels Data Sharing Across Locations Key RelationalDatabase Terminology Entities and Attributes Tables Relationships, Primary Keys, and Foreign Keys
  • 8.
    Queries Forms Reports Introduction to MSAccess Designing an MS Access Database HR Database Application Using MS Access Other HR Databases Data Integration: Data Warehouses, Business Intelligence, and Data Mining Summary Key Terms Discussion Questions Case Study Notes References 3. Systems Considerations in the Design of a Human Resource Information System: Planningfor Implementation Michael D. Bedell and Michael L. Canniff
  • 9.
    Editors’ Note Chapter Objectives HRISin Action Introduction HRIS Customers/Users: Data Importance Employees Nonemployees Important Data HRIS Architecture The HRIS “Dinosaur” Client-Server (Two-Tier) Architecture Three-Tier Architecture N-Tier Architecture With EnterpriseResource Planning Cloud Computing—Back to the Future!? Security Challenges Best of Breed Recruitment TimeCollection
  • 10.
    Payroll Benefits Planning for SystemImplementation Summary Key Terms Discussion Questions Case Study: Vignette Revisited New Information for the Case: Part 1 New Information for the Case: Part 2 New Information for the Case: Part 3 New Information for the Case: Part 4 Case Study Questions References 4. The Systems Development Life Cycle and HRIS Needs Analysis Lisa M. Plantamura and Richard D. Johnson Editors’ Note
  • 11.
    Chapter Objectives HRIS inAction Introduction The Systems Development Life Cycle (SDLC) Analysis Needs Analysis 1. Needs Analysis Planning 2. Observation 3. Exploration 4. Evaluation 5. Reporting Summary Key Terms Discussion Questions Case Study: “Planning the Needs of Other Organizations” Case Study Questions Note References
  • 12.
    Recommended Readings 5. SystemDesign and Acquisition Richard D. Johnson and James H. Dulebohn Editors’ Note Chapter Objectives HRIS in Action Introduction Design Considerations During the Systems Development Life Cycle Logical Design Two Ways to View an HRIS: Data Versus Process Logical Process Modeling With Data FlowDiagrams Creating and Using the DFD Physical Design Working With Vendors Vendor Selection Assessing System Feasibility
  • 13.
    Technical Feasibility Operational Feasibility Legaland Political Feasibility Economic Feasibility Summary Key Terms Discussion Questions Case Study Case Study Questions Notes References 6. Project Management and Human Resource Management Advice for Human Resource Information Systems Implementation Michael J. Kavanagh Editors’ Note Chapter Objectives HRIS in Action Introduction
  • 14.
    Project Management Cooperation TheIT Perspective Project Management Processes Project Management Approaches and Tools General IT Factors Affecting PM Success The Human Resource Management Perspective Identification of the Steering Committee and Project Charter Configuring the PM Team Identification of Available Resources and Constraints Controlling Project Creep Selection of the Implementation Team Software Implementation Training and Documentation Critical Success Factors for IT and HRM Issues Summary Key Terms
  • 15.
    Discussion Questions Case Study:Implementing an HRIS Case Study Questions Note References PART II: HRIS EFFECTIVENESS MEASURES ANDHRM ADVICE FOR HRIS IMPLEMENTATION 7. HR Metrics and Workforce Analytics Kevin D. Carlson and Michael J. Kavanagh Editors’ Note Chapter Objectives HRIS in Action Introduction A BriefHistory of HR Metrics and Analytics Limitations of Traditional HR Metrics Contemporary HR Metrics and Workforce Analytics Using HR Metrics and Workforce Analytics HR Metrics, Workforce Analytics,and Organizational
  • 16.
    Effectiveness A Common andTroublesome View Better Problem Solving and Decision Making Opportunity Domains of HR Expertise HR Process Efficiency Organizational Effectiveness Strategic Realignment Measurement, Metrics, and Analytics Basics Getting Started The Role of “Why?” Putting HR Metrics and Analytics Data in Context Reporting What We Find HR Dashboards Infographs Useful Things to Remember About HR Metrics and Analytics Don’t “Do Metrics” Bigger Is Not Always Better HR Metrics and Analytics Is a Journey—Not a
  • 17.
    Destination Be Willing toLearn Avoid the Temptation to Measure Everything Aggressively HR Metrics and the Future Summary Key Terms Discussion Questions Case Study Case Study Questions Notes References 8. Cost Justifying HRIS Investments Kevin D. Carlson and Michael J. Kavanagh Editors’ Note Chapter Objectives HRIS in Action Alternate HRIS in Action
  • 18.
    Introduction Justification Strategies forHRIS Investments Evolution of HRIS Justification Approaches to Investment Analyses Make a Difference: Some Guidelines HRIS Cost-Benefit Analysis Identifying Sources of Value for Benefits and Costs Direct Benefits Indirect Benefits Implementation Costs Estimating the Value of Indirect Benefits Estimating Indirect Benefit Magnitude Direct Estimation Benchmarking Internal Assessment Mapping Indirect Benefits to Revenues and Costs Methods for Estimating the Value of Indirect Benefits
  • 19.
    Average Employee Contribution Estimatingthe Timing of Benefits and Costs The Role of Variance in Estimates Avoiding Common Problems Packagingthe Analysis for Decision Makers Conclusion Summary Key Terms Discussion Questions Case Study Case Study Questions Notes References 9. Change Management: Implementation, Integration, and Maintenance of the Human Resource Information System Romuald A. Stone and Richard D. Johnson Editors’ Note
  • 20.
    Chapter Objectives HRIS inAction Introduction to the Management of Change Organizational Development Change Management The Change Management Process: Science and Art Models of the Change Process Overview of Organizational Change Selected Change Models Action-Research Model Lewin’s Change Model Change Equation Formula Kotter’s Process of Leading Change Important Reminders RegardingChange Models Why Do System Failures Occur? Leadership Planning
  • 21.
    Change Management Communication Training Organizational andIndividualIssues in HRIS Implementation Cultural Issues Resistance to Change User Acceptance Summary Key Terms Discussion Questions Case Study: The Grant Corporation Case Study Questions Note References PART III: HUMAN RESOURCE INFORMATION SYSTEMS APPLICATIONS 10. HR Administration and Human Resource Information Systems
  • 22.
    Linda C. Isenhour Editors’Note Chapter Objectives HRIS in Action Introduction Technology Support for Job Analysis Approaches and Techniques HRIS Applications The HRIS Environment and Other Aspects of HR Administration HRM Administration and Organizing Approaches Service-Oriented Architecture and eXtensible Markup Language Advantages of XML-Enhanced SOA Theory and HR Administration Self-Service Portals and HRIS Shared-Service Centers and HRIS Outsourcing and HRIS Offshoring and HRIS
  • 23.
    Summary of HRAdministration Approaches Legal Compliance and HR Administration HR Administration and Equal Employment Opportunity U.S. CivilRights Act of 1964, Title VII, and the EEO-1 Report EEO-1 Report (Standard Form 100) EEO-1 and HRIS Occupational Safety and Health Act Record Keeping OSHA Form 300 (Log of Work-Related Injuries and Illnesses) and HRIS Technology, HR Administration, and Mandated Governmental Reporting Summary of Government-Mandated Reports and Privacy Requirements HR Strategic Goal Achievement and the Balanced Scorecard HRM and the Balanced Scorecard HR Scorecard and Balanced Scorecard Alignment Summary
  • 24.
    Key Terms Discussion Questions CaseStudy: The Calleeta Corporation Case Study Questions Note References 11. Talent Management Kevin M. Johns and Michael J. Kavanagh Editors’ Note Chapter Objectives HRIS in Action Introduction Defining Talent Management Importance of Talent Management The Talent Management Life Cycle Attributes for Talent Job Analysis and Human Resource Planning: Part of TM Job Analysis
  • 25.
    Human Resource Planning(HRP) Workforce Management/Human Resource Planning with an HRIS Long- and Short-Term Strategic Importance of Talent Management Talent Management and Corporate Strategy Anticipating Change and Creating an Adaptable Workforce Talent Management and Corporate Culture Talent Management and Information Systems The Link Between Talent Management and Human Resource Information Systems Recruiting Top Talent Using Social Networking Sites (SNSs) Using Information Systems to Set Goals and Evaluate Performance Using Analytics for Talent Management Workforce Analytics and Talent Management Measuring the Success of Talent Management Summary
  • 26.
    Key Terms Discussion Questions CaseStudy: Vignette Case Continued Case Study Questions Note References 12. Recruitment and Selection in an Internet Context Kimberly M. Lukaszewski, David N. Dickter, Brian D. Lyons, and Jerard F. Kehoe Editors’ Note Chapter Objectives HRIS in Action Introduction Recruitment and Technology The Impact of Online Recruitment on Recruitment Objectives Attributes of the Recruiting Web Site Recruitment Strategies and Social Networking The Relationship of e-Recruiting and HRIS
  • 27.
    Online Recruitment Guidelines Selectionand Technology What Are Selection Tests and Assessments, and Why Are They Used? Why Is Assessment Important for HRIS? Technology Issues in Selection Applying HRIS to Selection and Assessment Demonstrating the HRM’s Value With HRIS Selection Applications Summary Key Terms Discussion Questions Case Study Case Supplemental Material Case Study Questions References 13. Training and Development: Issues and Human Resource Information Systems Applications
  • 28.
    Ralf Burbach Editors’ Note ChapterObjectives HRIS in Action Introduction Training and Development: Strategic Implications and Learning Organizations Systems Model of Training and Development Training Metrics and Cost-Benefit Analysis HRIS Applications in Training HRIS/Learning Applications: Learning Management Systems HRIS T&D Applications: Implementation Issues Summary Key Terms Discussion Questions Case Study Case Study Questions Practical Exercise
  • 29.
    Notes References 14. Performance Management,Compensation, Benefits, Payroll, and the Human Resource Information System Charles H. Fay and Renato E. Nardoni Editors’ Note Chapter Objectives HRIS in Action Introduction The Meaning of Work Performance Management Overview Typical Data Inputs Typical Reports Data Outflows Decision Support Compensation
  • 30.
    Overview Typical Data Inputs TypicalReports Data Outflows Decision Support Benefits Overview Typical Data Inputs Typical Reports Data Outflows Decision Support Payroll Overview Typical Data Inputs Typical Reports Data Outflows Decision Support Summary
  • 31.
    Key Terms Discussion Questions CaseStudy: Grandview Global Financial Services, Inc. Case Study Questions References 15. Human Resource Information Systems and International Human Resource Management Michael J. Kavanagh and John W. Michel Editors’ Note Chapter Objectives HRIS in Action Introduction: Increasing Importance of International Human Resource Management (IHRM) Types of International Business Operations Going Global Differences in HRM in MNEs Managing Different Types of Employees in MNEs HR Programs in Global Organizations
  • 32.
    International Staffing Selecting GlobalManagers: Managing Expatriates Training and Development of Expatriates Performance Appraisal in MNEs Managing International Compensation HRIS Applications in IHRM Introduction Organizational Structure for Effectiveness IHRM-HRIS Administrative Issues HRIS Applications in MNEs Summary Key Terms Discussion Questions Case Study Case Study Questions Notes References
  • 33.
    PART IV: SPECIALTOPICS IN HUMAN RESOURCE INFORMATION SYSTEMS 16. HRIS Privacy and Security Humayun Zafar and Dianna L. Stone Editors’ Note Chapter Objectives HRIS in Action Introduction Employee Privacy Unauthorized Access to Information Unauthorized Disclosure of Information Data Accuracy Problems Stigmatization Problems Use of Data in Social Network Websites Lack of Privacy ProtectionPolicies Components of Information Security BriefEvolution of Security Models Security Threats Information Policy and Management
  • 34.
    Fair Information ManagementPolicies Effective Information Security Policies Summary Key Terms Discussion Questions Case Study: Practical Applications of an Information Privacy Plan Scenario 1 Scenario 2 Scenario 3 Case Study Questions References 17. The Future of Human Resource Information Systems: Emerging Trends in HRM and IT Richard D. Johnson and Michael J. Kavanagh Editors’ Note Chapter Objectives Introduction
  • 35.
    Future Trends inHRM Health Care Questions Business Intelligence Demographic Workforce Changes Growing Complexity of Legal Compliance Virtualization of Work Future Trends in HRIS Bring YourOwn Device Software as a Service (SaaS) and the Cloud Web 2.0 Social Networking EnterprisePortals Open-Source Software An Evolving Industry Evolving HRIS Technology Strategy HRIS Moves to Small Businesses Future Trends in Workforce Technologies Summary
  • 36.
    Key Terms Notes References Appendix: AdditionalResources Internet Resources Additional Readings Glossary Author Index Subject Index About the Editors About the Contributors
  • 37.
    PREFACE This third editionof Human Resource Information Systems: Basics, Applications, and Future Directions is written with two goals in mind. First, we wish to continue to improve the content and the usefulness of the content for faculty and students. Second, technology and human resource management (HRM) are continually evolving so the book must continue to evolve along with thesechanges. Although therehave been several books on HRIS published, most authors have focused only on one aspect or dimensionof the HRIS field, for example, on e- HR, Web-based HR, or HRIS in a global context. The growing importance of HRIS is evidenced by the recognition of human resource management (HRM) practitioners, academics, and managers that information technology (IT) has become a critical aspect of developing and using HRM programs to better manage the human capital of an organization. Thus, a comprehensive education in the HRM field requires the knowledge and skills for developing, implementing, and maintaining a human resource information system. Despite this recognition, it has been
  • 38.
    personally frustrating forthe editors and chapter authors to have to use several books and readings in teaching an HRIS course, because therewas not a current or comprehensive textbook for the academic market. Many of the books in the area are now over 10 years old, and do not reflect the current state of either human resources or HRIS. As a result, faculty have had to rely on readings, parts of HRM and IT textbooks, and have had to develop much of their classroom materials on their own to cover the entire field of HRIS in their courses. After the first edition was published, we received very complimentary comments from faculty who used the book as well as informal communications with faculty in the HRIS field. As noted, this third edition of Human Resource Information Systems: Basics, Applications, and Future Directions is written with two goals in mind. First, we wish to continue to improve the content and the usefulness of the book for faculty and students. Thus, theseare the reasons why we published the previous editions of this book, and remain the primary reasons for the publication of this third edition. In the preface to the first edition of this book, we note that Kavanagh et al. (1990) stated
  • 39.
    that “among the mostsignificant changes in the field of human resources management in the past decade has been the use of computersto develop what have become known as human resource information systems (HRIS)” (p. v). We also argued that the introduction of computersand IS/IT concepts to the field of HRM during the 1980s and early1990s was a revolutionary change. That is, HRM paper systems in file cabinets were being replaced by the use of mainframes, PCs, and HRM software to computerize the HRM systems. To keep up with thesetechnological changes in the HRM function, companies were forced to adapt, even though it was quiteexpensive, in order to remain competitive in their markets. However, it is our contention that advances in HR and IT as well as HRIS sincethe early1990s have been evolutionary, that is, therehave been constant improvements in the HRIS field in the last 20–25 years. From stand- alone applications on a PC, the field of HRIS now has seen the implementation of enterprise resource planning (ERP) configurations in HRM with extensive use of manager and employee self-portals. Today’s systems are oftenweb-based and connect extensively with social networking sites. Additionally, international firms have begun to use the power of an
  • 40.
    HRIS to expandtheir businesses because of the speed and accuracy of an HRIS. Along with thesechanges in technology a revolutionhas come to the practice of human resources. The HR department in adopting this new technology has become a more important resource in the management of organizations. The changed role of HRM has evolved to the pointthat HRM managers and professionals are now seen as strategic partners, and sophistication in the use of computer technology to improve the delivery of HR programs and activities to management has grown immensely. Mostcritically, these changes have meant that therehave been significant advances in the use of people resources in managerial decisions. These advances are due to the fact that people resources can be accessed more rapidly now than in 1990, and with a higher degree of accuracy. This marriage of HR with IT/IS in the development and improvement of an HRIS has increased the ability of management to use people knowledge to make better decisions on the human capital of their firms to gain a competitive advantage in the marketplace.
  • 41.
    What thesechanges meanfor the new learner with a background in HRM or IT, who is trying to understand the HRIS field, is that it is not sufficient to begin one’s study with the improved products and processes that have occurred recently. For example, it would not be wise or fruitful to begin one’s study of the HRIS field with a focus on new technologies such as service-oriented architecture (SOA), enterprise portals, N-tier architectures, cloud computing, or the use of Web 2.0 in HRM. This would be like starting with Chapter 17 of this book and then proceeding backward through the book. Unfortunately, many people do, in fact, focus on learning the technological advances in HRIS without understanding the basics first. Instead, to best understand how to effectively implement and use an HRIS, it is important to understand the evolutional changes to technology and how thesechanges have transformed HR practices (e.g. how HRM moved from using paper records in file cabinets to the computerization of the HR function). Only after understanding thesechanges will the learner be able to effectively understand how advances in technology can help their organization manage their HR function more effectively.
  • 42.
    New Aspects ofthe Third Edition First, two chapters (4 and 16) have been completely rewritten by new authors, both of whom have extensive knowledge obtained by teaching, researching, and practicing in the field of HRIS. In addition to adding new authors, Sage asked several faculty members who had adopted and used the previous edition to provide evaluations of the entire book as well as of each chapter. Their recommendations were very useful and led us to make a number of changes. In terms of the content of this third edition, thereare now four main parts of the book. Some chapters from the previous edition were moved and others replaced to meet the subject content of one of the four parts. For example, Chapter 8 was moved to become Chapter 6 because it fit better with the first five chapters than it did with Chapters 7, 8, and 9. The decision to create four new parts was based on feedback from the anonymous faculty reviewers as well as on our personal judgment that one of the major uses of an HRIS was to focus better on providing accurate and timely information for managerial decisions, both strategic and operational. Each part now focuses on one specific part of HRIS. As a result,
  • 43.
    the four parts ofthe book are now: Part I, Introduction to Human Resource Information Systems (HRIS): A Systems Perspective, which includes Chapters 1–6; Part II, HRIS Effectiveness Measures and HRM Advice for HRIS Implementation, which contains Chapter 7, 8, and 9; Part III: Human Resource Information Systems Applications, which consists of Chapters 10–15; and Part IV: Special Topics in Human Resource Information Systems, which consists of Chapters 16 and 17. In addition to creating a four-part book, we made major revisions to Chapters 4, 7, 8, 11, 16, and 17. Again theserevisions were based on feedback from the anonymous reviewers of the previous edition, which consisted of faculty teaching an HRIS course. These changes represent more general revisions throughout the third edition; that is, we updated the chapters so they present a survey of current knowledge and practice in IT, HRM, and HRIS. We retained our feature, “HRIS in Action,” which faculty indicated their students enjoyed. Again based on positive feedback from faculty, new figures and tables were added
  • 44.
    to almost everychapter. We believe that a picture combined with text content improves the teaching and learning process. Many of the new figures are screenshots from a variety of HRIS software packages currently in use. New cases were added to a number of the chapters, and we significantly expanded the chapter discussion questions. We did thesethings to improve the text as a learning and teaching tool—we wanted the text and each chapter within it to present a complete learning experience. Thus, we also continued the consistent structure across all chapters that was introduced in the previous edition. Chapters contain, in the following order: (1) an editors’ note, (2) chapter objectives, (3) chapter content, (4) chapter summary, (5) a list of key terms, (6) chapter discussion questions, and (7) a case with student discussion questions. This internal consistency for each chapter was established by emphasizing the same chapter learning points for the chapter objectives, chapter summary, key terms, and chapter discussion questions. We felt that this within-chapter consistency would aid the learning process of the students and aid the faculty in identifying the important content of each chapter. For the student, the key terms are a guide,
  • 45.
    in the viewof the editors, to the important aspects of the chapter, but they are not a glossary. Nor are all the key terms listed in the glossary in the appendix, which has been expanded and improved to include additional technical terms. Likewise the websites and additional readings in the appendix have been expanded because of recent changes in the field. In determining to make thesechanges in the book, the coeditors worked to make the third edition a textbook they would personally be comfortable using to teach their HRIS courses. Third Edition Summary In summary, in this third edition, we have described the major advances in the field of HRIS and the relation of HRIS to managerial decision making while, at the same time,exploring the basic concepts of developing, implementing, and maintaining an HRIS. The book represents the intersection of the best thinking and concepts from the two fields of HRM and IT. It was the earlyintersection of these two fields that changed the role of HR in organizations from record keeper to strategic partner. After introducing the basicconcepts of an HRIS combined with new approaches to the operation of HRM in the organization, we then proceed to the more advanced, and
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    evolutionary, technical changes.The basicphilosophy of this book is that the integration or harmonization of technology with people management in an HRIS will create a distinct competitive advantage for organizations. We hope that you, the reader, gain this understanding and that you enjoy this book. Companion Website A password-protected instructor resources site includes PowerPoint presentations, test banks, detailed lecture outlines, discussion questions, suggested course projects, a variety of full-text SAGE journal articles selected to support and enhance the content of the book, and web resources. These materials are available at www.sagepub.com/kavanagh3e. http://www.sagepub.com/kavanagh3e Students can also log on to the companion site and access the SAGE journal articles and web resources at www.sagepub.com/kavanagh3e. … Instructions - Read First Instructions: The following worksheets describe two problems – the first problem is for independent samples and the second problem is for dependent samples. Your job is to demonstrate the solution to each scenario by showing how to work through each problem in detail. You are expected to explain all of the
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    steps in yourown words. Independent SamplesLow Lead LevelHigh Lead Leveln178n22192.8886.9s115.34s28.99Critical Value:Test Statistic:p-value: 1. Write the hypotheses in symbolic form, determine if the test is right-tailed, left-tailed, or two tailed and explain why. 2. Calculate the critical value, the test statistic, and p-value. Show calculations below. 3. Make a decision about the null hypothesis and explain your reasoning, then make a conclusion about the claim in nontechnical terms. Independent Samples A researcher conducted a test to learn the effect of lead levels in human bodies. He collected the IQ scores for a random sample of subjects with low lead levels in their blood and another random sample of subjects with high lead levels in their blood. The summary of finding is listed below. Use a 0.05 significance level to test the claim that the mean IQ score of people with low lead levels is higher than the mean IQ score of people with low lead levels. We do not know the values of the population standard deviations.
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    Dependent SamplesDays of Release/BookPhoenixPrince144.258.2218.422.0325.826.8428.32 9.2523.021.8610.49.979.19.588.47.597.66.91010.29.3Critical Value:TestStatistic:p-value: 4. Write the hypotheses in symbolic form, determine if the test is right-tailed, left-tailed, or two tailed and explain why. 5. Calculate the critical value, the test statistic, and p-value. Show calculations below. 6. Make a decision about the null hypothesis and explain your reasoning, then make a conclusion about the claim in nontechnical terms. Dependent Samples The Harry Potter books and movies made a lot of money. A fan wanted to learn which of his favorite movies made more money. He collected the amounts grossed in millions during the first few days of releases of the movies Harry Potter and the Half- Blood Prince and Harry Potter and the Order of the Phoenix. Use a 0.05 significance level to test his claim that the Prince movie did better at the box office. Use the p-value method to determine whether or not to reject the null hypothesis and state your conclusion.