Research Proposal An analysis of competitive advantage effec.docx

Research Proposal
An analysis of competitive advantage effectiveness and
digitization in Saudi nationalized Banks
Submitted by
Researcher / Rawia Al-Madani
ID / 160020468
AbstractThe paper aims to discuss the advantages of having a
competitive advantage in the banking system. RIYAD and NCB
Bank are one of the two largest Financial institutions in Saudi
Arabia , ranked by their assets and wide financial services ,
Also the two Banks are known of their accessible digital
banking channels which made E-transactions the most easiest
and the quickest than most banks in the Kingdom .For example,
RIYAD bank are among the Banks that might offer a service at
a lower price and more convenient and desirable to clients
which will allow them to generate revenue and margin more
than market rivals, Competitive advantages include cost, quality
and most importantly customer service. Also, the research will
address RIYAD bank most powerful services that are aligned
with achieving the objectives of the vision of 2030 such as the
growth of its economy. First , The main aim of the research is
insuring meeting customers expectation, the satisfaction of the
services provided to increase the development of the economy,
also a will touch on the upcoming merger between the two
largest Saudi Banks (RIYAD Bank and NCB ) and its positive
impacts on the economy and customers .One of the objectives of
the research is addressing the importance of Digitization in the
banking sector especially in Saudi Arabian banks and its

relationship with attracting more customers, ensure their
satisfaction with the services provided and the quality of the
services. Finally, a comparison between RIYAD Bank and
JPMorgan Chase bank to understand customer behavior and
choice and preference. The data collection will include a
questioner and a survey to employees, clients to support
findings. The current research will be presented in various
sections including introduction, literature review, methodology,
data collection, and analysis, as well as discussion and
conclusion.Statement of the Problem
Currently, many banks in Saudi Arabia have incorporated
digitization in improving service delivery to its customers. This
has been greatly influenced by the battle by all the banking
institutions to gain the competitive advantage of each other in
the provision of services to the growing customer base in the
Kingdom. The Saudi government through the National Plan for
Telecommunication and IT which was sanctioned in 2007, as
well as the National Transformation Program in Vision 2030,
have supported the transformation of banking transactions in the
nation to digital or e-transactions (Parameswar, Dhir, & Dhir,
2017). This provision has made banking to millions of Saudis
seamless and convenient in their day to day transactions
activities. Also, several banks in the nation have resulted to
merge with other banks such as SABB and Al-AWWAL merger
in a move to expand their customer base and influence in the
provision of services to more customers (Parameswar, Dhir, &
Dhir, 2017). In this case, it is vital to study the importance of
mergers and digitization and their competitive advantage to the
provision of services to customers and the growth of the
nation's economy aligned with achieving the Saudi’s vision
2030 of a thriving economy.Purpose of the Study
The purpose of this study is to investigate the benefits of
digitization in banking and its competitive advantages in the
provision of improved services and products to its customers. It
will also talk about the impacts of the upcoming merger
between Riyadh Bank and NCB bank in Saudi Arabia and its

competitive advantages and influence in the economic growth of
the Kingdom. The study will also examine the challenges
emerging in the process of implementing digitization in the
banking systems in the Kingdom. In this case, varied factors
will be explored that facilitate digitization in the banking
systems in Saudi Arabia to come up with the better provision of
convenient and quality services to the customers. Approaches
in the process of transforming the country with the
implementation of e-government. In this project, the way of
digitization and mergers will be explored in the banking sector,
which are important in increasing the competitive advantage of
an organization in the delivery and access of services to its
customers. In addition, available data and information will be
used in the project to guide in highlighting the factors that
enable or hinder the implementation of digitization and mergers
in the banking sector in the Saudi Arabia.
Research Question/Hypothesis
To realize the main objective of the study, its crystalized in the
following questions
· To determine the importance of competitive advantages of
RIYAD and NCB Bank among other banks.
· To find the approach of the Saudi Arabian citizens concerning
the implementation of digital banking?
· To analyze the digitization factor in improving the competitive
advantage of a banking institution in the competitive market?
· To analyze the digitization factor in improving the service
delivery to customers in Saudi Arabia?
· To Find that digital banking can improve and aid in the growth
of the economy of Saudi Arabia.
· To analyze the implications of the merger between Riyadh and
NCB to the economy of Saudi Arabia.
Literature Review
Competitive advantage in banking is a far-reaching conception
that transacts or operate with the business engineering process
(BRP) to put a banking business ahead of other banking

competitors in that nation. Competitive advantage usually
addresses what the bank has in store that will enable it to attain
an advantage over other banks in a competitive market (Noe, et
al., 2017). Mechanisms in the operation of the organization such
as strategic organization and planning, competitive intellect,
corporate social accountability, modernization, and creativeness
are important drivers in ensuring that RIYAD Bank gets a
competitive advantage over other banks. All these constructs are
aimed at improving service delivery to the customers and offer
products that will satisfy its consumers (Noe, et al., 2017).
Since customers are the core center of any banking operations,
ensuring that they are offered quality products and services to
their satisfaction will greatly improve the competitiveness of
RIYAD BANK.
Digitization is one constructs in the modern banking systems
that have led to the increased competitive advantage of any
bank that has adopted it. Digitization in banking has led to the
conversion of data and information into a digital set-up through
the adoption and implementation technology. In Saudi Arabia,
for instance, RIYAD bank have embraced digitalization in
providing improved services to their customers (Chahal, &
Bakshi, 2015). This move has provided customers with ease and
convenience which has enabled them to save time when
banking. Digitalization has led to reduced human error in the
banking world consequently, building customer loyalty. Banks
which has adopted digitization thus, have an increased
competitive advantage over those still using outdated banking
systems and procedures (Chahal, & Bakshi, 2015). Also, some
banks have resulted in the merger with other banks to help them
increase their competitive advantage in the competitive market.
For instance, there are ongoing talks for a merger between
Riyadh Bank and NCB, which are two of the largest banking
organization in Saudi Arabia. The Merger between the two
banks will give a huge competitive advantage over other banks
in the nation as it will increase their assets and influence in the
Saudi's markets.

Methodology
The research will adopt the the analytical descriptive approach,
which aims to study the customer preference and quantitative
expression. The approach will investigate the manifestation of
the different aspects of the core banking services to do the
analysis.
Research Design
The researcher relied on two main sources of information:
Secondary Sources: The research will be focused on a
quantitative research method of the secondary data sources,
which are related to sampling of inclusive participation of data,
randomly sample of participants of E-banking services users and
service providers dealt with the topic of study, research and
reading in different Internet sites.
Primary Sources: To collect the preliminary data to address the
analytical aspects of the research topic through the pilot
research, questionnaire as a research tools specially designed
for this purpose.
Sampling
The study will be entitled for all employees and customers
using the digital banking services. The sample will cover all-
inclusive participation of data, randomly sample participants of
E-banking services users and service providers.
Instrumentation (Survey)
The survey will be utilized as the main source, also a primary
pilot research will be conducted before carrying out the final
survey.
A questionnaire (close-choice) will be utilized in collecting the
data from the target population which is 10% of the population.
Data Collection and Analysis Procedures
The analysis will be done on through statistical data (SPSS) tool
to calculate ratio which will be collected from participants

including customers, employees from RIYAD Bank. Tables will
be created for the responses obtained for each question. The
research will be done based on the relationship between the
findings and the study hypothesis.
Discussion
The findings will be used to assess the importance of
Digitization in improving the service delivery to customers and
aiding in the growth of the economy of Saudi Arabia. As well
as, the fact that digitization can improve the competitive
advantage of RIYAD Bank in the competitive market. In
addition, the study will examine the implication and advantages
of the merger between RIYAD and NCB Bank to the economy
of Saudi Arabia aligned with achieving the goals of Saudi’s
Vision 2030 transformation program.
References:
Abualsauod, E. H., & Othman, A. M. (2019). A Study of the
Effects of Online Banking Quality Gaps on Customers’
Perception in Saudi Arabia. Journal of King Saud University-
Engineering Sciences.
Alabdan, R., & Callen, J. (2016). THE FLOW OF
KNOWLEDGE MANAGEMENT IN THE BANKING
INDUSTRY IN THE KINGDOM OF SAUDI ARABIA:
HOFSTEDE ANALYSIS OF THE CULTURAL
CONSTRAINTS. Issues in Information Systems, 17(1).
Aziz, N. N. A., & Samad, S. (2016). Innovation and competitive
advantage: Moderating effects of firm age in foods
manufacturing SMEs in Malaysia. Procedia Economics and
Finance, 35, 256-266.
Baabdullah, A. M., Alalwan, A. A., Rana, N. P., Kizgin, H., &
Patil, P. (2019). Consumer use of mobile banking (M-Banking)
in Saudi Arabia: towards an integrated model. International
Journal of Information Management, 44, 38-52. Baabdullah,
Abdullah M., et al.
Chahal, H., & Bakshi, P. (2015). Examining intellectual capital
and competitive advantage relationship: Role of innovation and

organizational learning. International Journal of Bank
Marketing, 33(3), 376-399.
Lone, F. A., Aldawood, E. M., & Bhat, U. R. (2017).
Comparative analysis of customer satisfaction towards Islamic
and conventional banking: an empirical study from Saudi
Arabia. International Review of Management and
Marketing, 7(1), 273-280.
Morales, D. T., & Trinidad, F. L. (2019). Digitization of
Mortgage Banking among Selected Universal Banks in the
Philippines: Towards a Model of Acceptance of Digital
Mortgage Service. Review of Integrative Business and
Economics Research, 8, 401-411.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M.
(2017). Human resource management: Gaining a competitive
advantage. New York, NY: McGraw-Hill Education.
Parameswar, N., Dhir, S., & Dhir, S. (2017). Banking on
innovation, innovation in banking at ICICI bank. Global
Business and Organizational Excellence, 36(2), 6-16.
Riasi, A. (2015). Competitive advantages of the shadow banking
industry: An analysis using the Porter diamond model. Business
Management and Strategy, 6(2), 15-27.
1
1
66
Model Building on Smart Human Resources Management
System in Ministry of National Guard Health Affairs
Research Project
Submitted to the
Kingdom of Saudi Arabia

By
<Student Name>
<Registration Number>
Supervisor
Dr. G. Gokul Kumari IN PARTIAL FULFILMENT OF THE
REQUIREMENT FOR THE DEGREE OF
Master of Business Administration
Year of Graduation: 2019-2020 G 1441 H
Department of Business Administration
College of Administration and Finance
Saudi Electronic University
Riyadh, Kingdom of Saudi Arabia
Thesis supervisor
Dr. G. Gokul Kumari
Associate Professor
Department of E-Commerce
The Thesis was presented and approved on
December 15, 2019
Supervisor Name
NameSignatures
……………………………

ACKNOWLEDGMENT
First of all, my greatest appreciation goes to my project advisor
Dr. G. Gokul Kumari. Without her support, encouragement,
patience, and valuable advice, the research could not been
completed. I would also like to thank the Saudi Electronic
University (SEU) for providing the appropriate environment
that supported my learning journey. I extend my deep gratitude
to my work colleagues, who have been understanding of the
pressures of balancing work with education, and for their
continual support which made this challenge much easier.
Sincere appreciation is for my classmates for their support,
guidance, cooperation, and for making my MBA journey more
enjoyable. Finally, I would like to express my thanks to every
person and circumstances that pass in my life, which inspired
me and teach me lessons to make me the person who I am today.
Researcher: <Student Name>
Riyadh - Date: 09/12/2019
DECLARATION
I hereby declare that this project entitled “Model Building on
Smart Human Resources Management System in Ministry of
National Guard Health Affairs” was completely my own work
and that all resources have been appropriately cited. I certify
that, this project has been submitted by me in partial fulfillment
of Master's Degree in
Business Administration (MBA) in the College of
Administrative and Finance Sciences,
Saudi Electronic University (SEU) under the supervision of Dr.
G. Gokul Kumari, Associate Professor, and has not been
submitted for a higher degree to any other University or
Institution.

DEDICATION
I wish to dedicate this work to my family, especially my parents
who have supported me since the time that completing my
higher education was just a thought. Also, I dedicate this work
to my youngest brother, my only sister, and my closest friends
who have endured my busy schedule since starting my MBA
journey.
C E R T I F I C A T E
This is to certify that the project entitled “Model
Building on Smart Human Resources Management System in
Ministry of National Guard Health Affairs” submitted by
<Student Name >( Reg.Number ), , Riyadh, KSA, is a piece of
bonafide project work carried out by her under my supervision.

Dr. G. Gokul Kumari
Research Project Supervisor
Riyadh, Kingdom of Saudi Arabia
Date: 09/12/2019
LIST OF CONTENTS
Contents
Page
No
Abstract
...............................................................................................
.............................1 Chapter 1: Introduction
...............................................................................................
.2
1.1 Statement of the Problem
...........................................................................................2
1.2 Objectives of the Study
..............................................................................................
2
1.3 Research Questions
...............................................................................................
.....3
1.4 Hypothesis of the Study
.............................................................................................4

Chapter 2: Review of Literature
.....................................................................................5
2.1 HR Systems
...............................................................................................
................5
2.1.1 Human Resources Information System (HRIS)
..................................................5
2.1.2 Human Resources Management System (HRMS)
..............................................6
2.2 Historical Overview and Evolution in HR Systems
...................................................6
2.3 Impact of HRMS and HRIS on Work Performance
..................................................8
2.4 HRIS and HRMS Functionality and Applications
....................................................9
2.4.1 Employee Self-Services (ESS)
..........................................................................10
2.4.2 Applicant Tracking Software (ATS)
.................................................................10
2.5 Implementation of HRMS and HRIS
......................................................................11
Chapter 3: Research Methodology
................................................................................14
3.1 Methodology
...............................................................................................
.............14
3.2 Research Design
...............................................................................................
........14
3.3 Instrumentation (Survey)
..........................................................................................15
3.3.1 Pilot Survey
...............................................................................................
........15
3.3.2 Complete Survey
...............................................................................................

16
3.3.3 Questionnaire Validity
..........................................................................................16
3.3.4 Questionnaire Stability
..........................................................................................17
3.4 Population and Sampling
.........................................................................................18
3.5 Data Collection and Analysis Procedures
...............................................................19 Chapter 4: Results
and Discussion
................................................................................20
4.1 Variables of the Study Population
...............................................................................20
4.2 Testing Research Hypothesis
......................................................................................21
4.2.1 Hypothesis 1
...............................................................................................
......21
4.2.2 Hypothesis 2
...............................................................................................
......23
4.2.2.1 Differences Related to Gender Variable
...................................................23
4.2.2.2 Differences Related to Age Variable
........................................................24
4.2.2.3 Differences Related to Qualification Variable
..........................................25
4.2.2.4 Differences Related to Years of Experience Variable
..............................27
4.2.2.5 Differences Related to Work Nature Variable
..........................................28
4.2.2.6 Differences Related to Work Region Variable
.........................................29
4.2.3 Hypothesis 3
........................................................................................ .......
......30

4.2.3.1 Differences Related to Gender Variable
...................................................30
4.2.3.2 Differences Related to Age Variable
........................................................31
4.2.3.3 Differences Related to Qualification Variable
..........................................32
Chapter 5: Recommendations, and Conclusions
.........................................................34
5.1 Discussion - Current HRMS Model Building
.............................................................34
5.1.1 Current Recruitment Module
.............................................................................34
5.1.2 Current Workforce Management Module
........................................................35
5.1.3 Current Performance Management Module
.....................................................35
5.1.4 Current Training and Development Module
....................................................36
5.2 Recommendation- Smart HRMS Model Building
......................................................37
5.2.1 Suggested Recruitment Module
.......................................................................38
5.2.1.1 Applicant Tracking Software (ATS)
.........................................................39
5.2.1.2 Onboarding
...............................................................................................
40
5.2.2 Suggested Workforce Management Module
....................................................40
5.2.3 Suggested Performance Management Module
.................................................42
5.2.4 Suggested Training and Development Module
................................................43
5.3 Conclusion
...............................................................................................
.............45

5.3 Future Enhancement
............................................................................................4
6
References..............................................................................
...........................................47
Appendix A (Complete
Survey)...................................................................................
...52
Appendix B (Pilot
Survey)...................................................................................
...........59 Appendix C
(Population)............................................................................
....................66
LIST OF TABLES
Table
CONTENTS
P
AGE No.
Table 1 Correlation Coefficients Calculation
.........................................................17
Table 2 Cronbach's Alpha

......................................................................................18
Table 3 Socio-Demographic Characteristic
...........................................................21
Table 4 Pearson Test
..............................................................................................
22
Table 5 (T) Test - Illustrate the Difference According to
the Gender Variable .....24
Table 6 ANOVA Differences According to Age Variable
....................................25
Table 7 LSD Test of the Differences in Each Category of
Age ............................25
Table 8 ANOVA Differences According to Qualification
Variable ......................26
Qualification ..............26
Table 10 ANOVA Differences According to Years of
Experience Variable ..........27
Years of Experience ..28
Table 12 ANOVA Differences According to Work Nature
Variable ......................28
Work Nature ..............29
Table 14 ANOVA Differences According to Work Region
Variable .....................29
Work Region .............30
Table 16 (T) Test - Illustrate the Difference According to
the Gender Variable .....31
Table 17 ANOVA Differences According to Age Variable
....................................32
Age ............................32
Table 19 ANOVA Differences According to Qualification
Variable ......................33

Qualification ..............33
LIST OF FIGURES
Current HRMS
..........................................................................................34
FIGURES
CONTENTS
PAGE No.
Figure
1
Figure 2 Smart HRMS
.............................................................................................3
8
Figure 3 Suggested Recruitment Model
..................................................................39
Figure 4 Suggested Workforce Management Model
..............................................42
Figure 5 Suggested Performance Management Model
...........................................43
Figure 6 Suggested Training and Development Model
...........................................45

II
VI
ABSTRACT
Employees are an organization’s most important assets.
Investing in improving the functions of the Human Resources
Management System (HRMS) allows organizations to help
employees realize their full potential and improve their
decision-making skills. The purpose of this paper is to introduce
a decision aid on the new trend that is being used increasingly
in the business world, which is the smart system. In particular,
to examine its need and potential for the Human Resource
Management System in the Ministry of National Guard Health
Affairs. First, the Human Resources systems and technology is
being reviewed, besides the historical and evolution timeline of
this industry since its beginning in 1940’s. This paper will also
include review in different key functions and smart application
used in implementing smart HR systems.
In addition, this study investigates the need and impact of the
smart HR system to serve as a decision aid in several human
resource processes. Both performance outcomes and awareness
of system users are analyzed in an experiment in which the
intended users of the smart system served as subjects. The study

draws largely from behavioral decision theory for its theoretical
support and to the subjective environment. The researcher
concludes this initial research endeavor by presenting some
preliminary findings after analyzing the current needs and gaps,
and suggesting new smart HRMS model that will cover several
areas such as automating the recruitment cycle, implementing
effective workforce management, tracking the performance and
evaluation processes, and enabling the training.
Keyword: HRMS, Human Resources, Ministry of National
Guard Health Affairs, HR
Model, Smart HRMS, BI, Dashboard, Training, ERP, Appraisal
Introduction
1
1.1 Statement of the Problem
The importance of this research is to know the need in the
implementation of the smart systems and artificial intelligence
on the Human Resources Management System in the Ministry of
National Guard Health Affairs. With the current system,
although there are multiple human resources processes available
in the system, there are still some processes performed
manually by the staff, which result on several drawbacks; for
example, increasing the number of required HR staff, which
leads to higher costs raised from staff’s payroll and offices
allocation. Furthermore, important information for decision-
making is not being shared in a timely manner. In addition,
there is higher possibility of human data entry error.
On the other hand, in the newly built model, the smart system
will close the gap and replace all the manual work in order to
overcome and upgrade the existing features. The model will
cover the applicable implementation of using smart systems,
such as automatic filtering of the qualified candidates in job
applications, online appraisal and 360performance feedback,
and establishing training portal to increase the accessibility of
training material across the organization. 1.2 Objectives of the

Study
The purpose of this study is to identify the need and impact of
smart system on the Human Resources Management System in
Ministry of National Guard Health Affairs in particular. The
study will identify the ineffectiveness areas of the current
Human Resources
Management system and processes in Ministry of National
Guard Health Affairs and analyze the impact of smart system
utilization on problem-solving outcomes within Human
Resources Management context. The main reason for this
research is that many human resource decisions, such as
employment decisions involve multiple criteria like scientific
qualification, gender, experience, previous work, physical
characteristics, personal characteristics, etc. The adoption of a
smart system can help the human resources management to
avoid discrimination and take accurate and timely decisions.
Also, it would help the employees perform their jobs in a more
efficient way, reduce human mistakes, improve the quality, and
provide this information in a timely and accurate way.
Research objectives can be formulated as follows:
· To study the existing smart system adopted in the current
HRMS in the Ministry of National Guard Health Affairs.
· To evaluate the level of satisfaction of employees with the
current HRMS in the
Ministry of National Guard Health Affairs.
· To evaluate the level of employees’ awareness about the
current HRMS and their level of cooperation in the Ministry of
National Guard Health Affairs.
· Evaluate the gap between the current and proposed model of
HRMS in the
Ministry of National Guard Health Affairs.
· Build a new model for the HRMS in Ministry of National
Guard Health Affairs with reference to the findings. 1.3
Research Question
The research problem crystallizes in the following questions:
· What are the current smart HRMS features available in the

Ministry of National
Guard Health Affairs?
· To what extent are employees aware of the current HRMS
features in the Ministry of National Guard Health Affairs?
· What is the impact of smart systems in the satisfaction level of
existing employees in the Ministry of National Guard Health
Affairs?
· What is the areas to be included in the new smart HRMS
model in the Ministry of
National Guard health affairs? 1.4 Hypothesis of the Study
In light of the research objectives, the following hypotheses can
be formulated:
H1: “What is the relationship of job satisfaction of human
resources services in terms of gender, age, qualification, years
of experience, nature of work, and place of residence?”
H2: “Are there significant statistically differences among the
study sample in the employees' awareness about the current
characteristics of the human resources management system in
the Ministry of Health in the National Guard according to
variable (gender, age, qualification, years of experience, nature
of work, place of residence)”
study sample in the employees' perception about the training in
variable (gender, age, qualification)”
2 Review of Literature 2.1 HR Systems
HR related research use several terms interchangeably to
describe the HR system, such as Human Resource Information
System (HRIS) and Human Resource Management System
(HRMS). Since the terms are repeatedly used through the study,

below is a detailed definition for each: 2.1.1 Human Resource
Information System (HRIS)
HRIS can be defined in several ways. A Human Resource
Information System
(HRIS) “is a systematic procedure for collecting, storing,
maintaining, retrieving, and validating data needed by an
organization about its human resources” (Cathcart, 1999;
Lippers & Swiercz, 2005). HRIS is the integration of both
Human Resource and Information Technology (Markova, 2012).
HRIS is not only about storing data in the computer, it is
covering wider approach, which include storing, analyzing and
controlling the HR related data (Bingöl, 2006). Therefore, it is
not limited to software or hardware that process the technical
functions, such as storing and analyzing an organization’s
human resources data. It is an integrated system that contain all
staffs’ data, policies, and procedures, which are essential to
manage all human resources functionality (Hendrickson, 2003).
HRIS is a powerful tool available in the hands of decision
makers; it is providing information that is timely, accurate,
concise, relevant, and complete (Moussa, 2014). HRIS is a
database system that acts as an interface link HR with
information technology. It is established for the purpose of
supporting the HR functions, such as storing and analyzing data
and assisting in the management of human capital in terms of
tracking and making decisions (Dilu Gebreslassie & Kebede,
2017). 2.1.2 Human Resource Management System (HRMS)
Human Resource Management System (HRMS) is a set of
integrated systems and processes that link human resource
management with information technology, which provide an
opportunity to revolutionize the organization (Ferguson & Reio,
2010). HRMS is defined as the utilization of staff to encourage
a higher level of productivity, better performance and
effectiveness to achieve the organization’s goals and objectives
(Bucata & Rizescu, 2016). Human Resources Management is
one of the key factors of the organizational sustainability, since
organization is basically relying on its human capital. HRMS is

the tools that used to provides a multitude of necessary
information with high flexibility and automation to increase the
organization competitive advantage (Margatama, 2017; Tansley,
Newell & William, 2001). HRMS comprises several
organization's processes and affects other management
subsystems. It define the procedures for business path
dependency design and separate management subsystems
(Anisimov, Obukhova,
Aleksakhina, Zhaglovskaya, & Kudra, 2017) 2.2. Historical
Overview and Evolution in HR System
During the 1940’s and 1950’s, computer functionality was much
more limited than what it is today. Starting from the 1960’s, HR
departments used a computer-based applications process for
payroll activities and to store employee data. In the 1970’s,
some of the larger organization began establishing their own
HRIS. In the 1980’s, only 40% of the organizations were using
HRIS, whereas, others were reluctant to change (Buzkan, 2016).
Nowadays, the advancement of technology in the twenty-first
century has clearly change the way people can work (Holland &
Bardoel, 2016). In the modern workplace, the HR system is
going beyond the simple systems that store and retrieve data, it
is a collection of various information systems, including,
Decision Support System (DSS), online communication,
artificial intelligence (AI), and automatic processing (Weeks,
2013; Lepak, Marrone, & Takeuchi, 2004). System experts
believe that recent innovations, such as the Internet of Things
(IoT) and other technologies, will lead all HR areas such as the
HR systems, functions, and management to face a change of
demands. As a result, this will lead to a major transformation
from simple HR management systems to smart HR management
systems, in order to better align with the expectations and
requirements of the organization and staff (Strohmeier, Piazza,
Majstorovic, & Schreiner, 2016). HR services and functions are
rapidly changing as a response to the changes of organizational
culture, societal norms, and recent advancements in information
technology. Although information technologies help HR

professionals in enhancing the delivery of services, they also
increase the pressure on them to provide better and faster
services, and with an enhanced quality, that fits the greater
staff, managers, and other service users’ expectation of HR
services and functions (Hendrickson, 2003).
The focus of HR systems has shifted over time from basic
functions, such as storing staff’s information, to a more
advanced and automated management of human assets
(Alharthey & Rasli, 2012). Recently, HR professionals have
been facing some challenges due to the rapidly changing
technological landscape, government rules and regulations, and
high market competition (Bucata & Rizescu, 2016). Although
HR functions have been largely bureaucratic in the past, HR
departments today are responsible for providing support to
management at all levels to show the return on investment for
the organization
(Recardo, 2016). 2.3 Impact of HRMS and HRIS on Work
Performance
A research study conducted by Weeks in 2013 aims to measure
the degree of correlation between the automation of human
resources elements like collecting, storing and retrieving the
HR’s information with the organization’s ability to make more
informed and effective long-term decisions regarding the
positioning, utilization, and retention of its human resources.
The findings show that HRIS enable the organization’s decision
makers to have direct access to the human resources information
without involving the Human Resource Department, which leads
to improved efficiency and effectiveness with regards to
decision making (Weeks, 2013). HR systems enhance the
organization’s efficiency and improve the HR functions
response time by automating the functions, eliminating
duplicate efforts, and better organizing the HR staff’s tasks and
duties (Weeks, 2013).
Over the last two decades, the strong competitive pressures and
the changing regulatory requirements have driven all
organizations, regardless of the organization size, to strongly

depend on HR systems and the available analytical tools to
enable the management to improve the effectiveness of its
human assets and making better decisions about utilizing those
assets (Hendrickson, 2003). As mentioned by Dilu,
Gebreslassie, and Kebede in their study conducted in 2017; that
focuses on measuring the impact of HR smart system on the
healthcare industry, hospitals, clinics, and other health divisions
were able to achieve success and positive result after the
implementation of HR smart system. Economists in this era trust
the importance of organizations investing in human resources
and technology infrastructure, as they can enhance an
organization’s competitiveness if managed well as other
functions such as finance (Bucata & Rizescu, 2016).
Almutawa, Muenjohn, & Zhang were arguing in their study that
there is no strong relation between staff commitment and HR
system practices. This means that regardless of the effective
implementation of HR system and management; if the staff does
not believe that the new HR system is improving their skills,
encouraging them, and enabling them to engage in HR system
formulation, there will be no obvious enhancement in the staff
commitment and performance (Almutawa, Muenjohn, & Zhang,
2016). Bucata and Rizescu, argue that the perfect
implementation of HR management system and strategies will
improve the productivity and the efficiency of the organization
(Bucata & Rizescu, 2016). As well as, a study conducted in
2013 over 120 companies shows a positive impact of effective
HRMS implementation on employee turnover and overall
organization performance (Rodriguez & Ventura, 2013). 2.4
HRIS and HRMS Functionality and Applications
Employees at all levels in the organization use HRIS.
Consequently, its functionality should meet all different needs
and expectations. For example, managers have a high
expectation on the important role of HR systems to give them a
competitive advantage and help them meet the organization’s
goals and objectives. From the managers’ perspective, HR
systems will provide them with the best services and

functionality, such as data collection and analysis tools,
performance and appraisals management, recruitment and
retention techniques, project management, employees’ career
and skills development, and online training (Obeidat, 2012;
Hendrickson, 2003). On the other hand, from the employees’
point of view, because they are the end-users of most of the
services available in the system, they require HR systems to
have a web-based access with 24/7 availability and easy self-
service tools to simplify the usability of the HR functions
(Hendrickson, 2003). HR systems with up-to-date information
can assist in calculating the employees’ balances and deductions
based on their work through the system, which will facilitate the
human capital management and increase the employees’ trust of
their managers’ decisions (Alharthey & Rasli, 2012)
HRMS will control and facilitate several human resources
activities, such as human capital planning, recruitment and
selecting staff, orientation and training, managing
compensation, attendance, performance appraisal, staff
scheduling, communication and relation, staff retention, and
handling complaints. This will result in improving the
knowledge of management and their efficiency in performing
the work in order to meet the organization’s goal (Boateng,
2007; Hu, 2015; Zielinski, 2016). 2.4.1 Employee Self-Services
(ESS)
HR professionals need specialized technologies to run under the
umbrella of HRMS in order to perform a variety of functions.
One of the specialized tools available in HRMS is the Employee
Self-Services (ESS). ESS is a function that enables the staff and
their managers to have a direct access to HR related information
without asking HR department to provide it. ESS is supporting
the organization by increasing the efficiency of the decisions.
Another benefit of ESS is cost reduction; Weeks’s research
shows that the organization can save an average $225 in
transaction costs by using ESS and saving printing costs.
Additionally, ESS reduces the probability transcription errors
by allowing staff to enter and update their information directly

through the system. Furthermore, ESS enhances the
accessibility of the system by providing staff access through
their Internet browser anywhere and anytime (Weeks, 2013).
2.4.2 Applicant Tracking Software (ATS)
In order for organizations, particularly larger organizations, to
track a remarkable number of resumes and applications received
in recruitment procedure, they need a strong HR system that
will support and facilitate the process of tracking and evaluating
all candidates to avoid any unfavorable consequences
(Hendrickson, 2003). Aspecialized technology that is operated
under the HRMS is the Applicant Tracking Software (ATS),
which is a computer software that supports the HR professionals
in online recruitment activities (Drucker, 2016). As stated by
Weber in 2012, “Procter & Gamble” had received around one
million candidates applying for 2,000 vacant positions, which is
an average of 500 candidates per position. Although ATS is a
useful function in managing the recruitment process, it is not
the key function that will determine the selection of the HRMS.
There are other functions considered as more valuable based on
the organization needs (Gale, 2001). 2.5 Implementation of
HRMS and HRIS
One of the important criteria that organizations focus on when
choosing the HR system is to be both useful and cost effective.
In order to control the cost and maintain the quality,
organizations can utilize the ready (off-the-shelf) HR software
such as Oracle and SAP as an alternative to building custom
software, which is very flexible and adjustable. Along with
providing the organization with wide access to global standards
and best practices. On the other hand, organizations should
consider the installations, training, and maintenance costs
(Weeks, 2013; Alharthey & Rasli, 2012; Kroot, 1998).
In recent years, the investments on information technology have
had a significant impact on almost every HR function.
Information technology automated previously manual functions
and processes in areas such as recruitment, training,

compensation, and human capital management. Automation
resulted in improved data quality, while improving timeliness
and reducing costs (Hendrickson, 2003). Al-Harthey and Rasli,
which was aimed at analyzing the HR system practices in the
Kingdom, conducted a study of 100 organizations in the Saudi
Arabian market in 2012. The study found that half of the
organizations’ staff do not utilize the HR system. In addition to
that, most of the organizations in the sample are using extra
resources other than HR systems. Furthermore, the study shows
that among organizations in the Saudi market, the staff is not
satisfied with current level of HR system, besides the awareness
among HR professional and managers of the importance of
shifting to new technologies that is more effective which will
satisfy the greater demand of the organizations (Alharthey &
Rasli, 2012).
When an organization is planning to implement a new smart HR
system, it needs to consider two areas related to the staff. First,
the training cost, effort, and time that will be spent by the
organization to guarantee the effective utilization of the system
by the staff. Second, the importance of staff involvement in
developing the strategies, plans and the overall solution in order
to minimize the possibility of people resisting the changes
(Weeks, 2013). Based on the awareness of the importance of
efficiently and effectively managing the human assets; there is
an obvious growth in investment on the information
technologies and systems that support HR management and
processes (Dilu, Gebreslassie, & Kebede, 2017).
On the other hand, some of issues mentioned in Weeks’ study
pointed to obstacles to the implementation of current HR
systems such as, the complex system interface, inflexible
functions, difficulty of using the system, lack of knowledge
about the system, and insufficient integration with other
internal systems (Weeks, 2013).
There are different points of views on which departments should
implement and manage the HRMS systems. Some argue that the
HR department is the key end user who will utilize the HRMS,

while others claim that HRMS will not be effective unless
information technology department manages it (Drucker, 2016).
With the advancement of technology, the HRMS has evolved
into internet-based systems, which require less oversight by the
IT department. However, this has raised an issue regarding the
privacy of employee information (Gale, 2001). When
implementing HR systems, continuous evaluation is required.
As suggested by Zielinski, the process of assessing and
evaluating the system needs to be completed every 2 years in
order to adjust the functions to meet the changing needs by
organizations (Zielinski, 2016).

3 Research Methodology 3.1 Methodology
The researcher adopted the analytical descriptive approach,
which aims to study the phenomenon, as it exists in reality and
is concerned as a precise description and it expresses
descriptive and quantitative expression. This approach does not
collect information about the phenomenon in order to
investigate its manifestations and its different relations, but
rather to analysis. Which link a set of variables with each other,
and try to determine the relationship between two or more
measurable variables, and the degree of this relationship 3.2
Research Design
The researcher relied on two main sources of information. First,
the secondary sources: The researcher begun the study with the
theoretical framework of the research to collect the secondary
data sources, which give initial understanding of the study’s
topic. This include scholarly, published articles, books,
periodicals, reports, and previous studies that covering the same
topic of study from different perspective and during several
eras. At the end of the literature review, researcher has a
comprehensive understanding of different anglesand viewpoints
around the topic. As well as, discover the areas that need deep
investigation which help in designing the survey to collect the
required information.
Then, researcher need to get closer to the actual environment of
the study by looking for first-hand primary source of data. The
researcher sought to collect the preliminary data and the
original evidence to address the analytical aspects of the
research topic through the survey as a main research tool
specially designed for this purpose. The survey aims to discover
the current HR system and functions available in MNGHA,
besides measure the staff awareness and satisfaction level. As
well as, recognize the staffs’ perceptions regarding the
organization’s ability to upgrade their HR system and the
impact of this upgrade on the work performance and decision
efficiency. In order to build new HRMS model that able to

overcome all the discovered issues. 3.3 Instrumentation
(Survey)
An organization’s-based study has been piloted then completely
conducted in five hospitals affiliated with Ministry of National
Guard Health Affairs. The theoretical model, which was
discussed in Chapter 1 and 2, are being verified using a survey.
The researcher utilize the web-based survey (questionnaire) as
the main source of collecting primary data; since the study
population is located in five cities across the Kingdom of Saudi
Arabia (Riyadh, Jeddah, Dammam Al Ahsa, Al Madinah). The
web-based questionnaire is one of the most economical and
convenient instrument for measuring large populations, which
can reach as much as possible of employees in different
locations. As well as, the questionnaires’ answers can be
automatically collected and stored into the database. 3.3.1 Pilot
Survey
A pilot study or feasibility study is a trial-version of the
complete study used to test the selected research instruments
such as interview or questionnaires. To increase the efficiency
in conducting the survey, researcher use a pilot survey in the
beginning to verify the questionnaire using a smaller sample
size before releasing it to the actual sample size (Van Teijlingen
& Hundley, 2001). The pilot online questionnaire was
developed on six sections with initial 33 questions as shown in
(Appendix B) that are subject to modification and development
after analyzing the pilot results.
The sections were categorized based on the main research
questions and hypothesis.
The first section is about the socio-demographic characteristics
of the study sample such as, gender, age group, qualification,
role, length of experience, and work’s region. The second
section aimed to measure the awareness and satisfaction level of
employees regarding the current HR services. Then, third
section will shift to measure the staff’s perception of the new
smart HR system. Fourth section targeted to measure the impact
of smart HR services on the effectiveness of management

decisions. Fifth section analyze the main reasons that motivate
staff to require the upgrade to smart HR system. Last section
was developed to measure the staff’s believes on the
organization applicability to upgrading to smart HR system.
Moreover, the online questionnaire contained open questions to
take in account different perspectives and ideas.3.3.2 Complete
Survey
After analyzing the pilot survey responses, the researcher was
able to recognize if the resulted data is meaningful, and if it
answers the exact research’s questions and effectively
measuring the hypothesis. In this stage, researcher was able to
solve the questionnaire weaknesses and areas need to be
modified; some questions were modified, some are deleted, and
the responses of the open questions were transferred into
additional question. The complete questionnaire was organized
based on the same six sections with total of 31 questions as
shown in (Appendix A). 3.3.3 Questionnaire Validity
The validity of the questionnaire means to what degree the
designed scale measures what it is actually designed for
(Parsian & Dunning, 2009). Also, validity means the inclusion
of all the elements that must be included in the analysis on the
one hand, and the clarity of its items and items from the other
hand so that it is understood for all who use it
(Concidine, Botti, Thomas, 2005). The researcher verified the
validity of the study tool through calculating the correlation
coefficient between the degrees of each statement of the
questionnaire to the overall degree of the axis to which the
paragraph belongs. The results were as shown in Table 1
It is clear from Table 1 that the correlation coefficients between
the score of each item and the total score of the study axes are
all positive and statistically significant at 0.01. This means that
there is a high degree of internal consistency and the correlation
of the axis to its items, reflecting a high degree of validity to
the scale. 3.3.4 Questionnaire Stability
The stability of the search tool is to ensure that the answer is

almost the same if repeated to the same persons (Concidine,
Botti, Thomas, 2005). To measure the stability of the study tool,
the researcher used Cronbach's Alpha. Table 2 shows that the
Cronbach's Alpha stability coefficient ranged between (0.762
and 0.954). The general stability of the study instrument was
0.883, all of which have high stability values indicating that the
questionnaire has a high degree of stability, in the field
application of the study.
3.4 Population and Sampling
The survey’s result will be respected and considered valuable
only when it is trustworthy and demonstrative for the
organization. However, the challenge facing the researchers is
determining the perfect population and sample size. The sample
is a portion of the total population that will represent the
population’s perspectives if it selected wisely (Israel,
2013).This study will be entitled for Ministry of National Guard
Health Affairs that operate in five regions across the Kingdom
of Saudi Arabia in Riyadh, Jeddah, Dammam, Al Ahssa, and AL
Madinah. The targeted participants are MNGHA employees
from the all five regions, with a total population around 18,000
employees as shown in Appendix C.
The selected sample was targeting both male and female, with
different age group, diverse qualification and background,
different department such as medical and nonmedical, and
including all employment levels. First, a smaller sample was
chosen for the purpose of conducting a pilot survey. The
questionnaire has been distributed to a sample of 75 participant
with different regions and several characteristic (15 from each
region).
The contribution rate was equal to 84% (63 responses received
out of the 75 sample size).
Then, a web-link for the complete survey has been distributed to
around 800 employees. The sample size was determined with
confidence level of 95% which was equal to 500 . The received
answers were equal to 547 respondents. From the 547 there
were some random answers, which need to be dropped out of the

results. As a final point, 502 considered as a valid response to
be analyzed. 3.5 Data Collection and Analysis Procedures
The data that collected from pilot and complete survey has been
passed throw validity and stability test, then exported and
analyzed using the Statistical Package for Social Sciences
(SPSS 19.5) to calculate ratios and use the appropriate
statistical tests in order to access indicators of value that
support the subject of the study. In-depth observation and
testing were used to collect qualitative data. Thematic content
analysis was used to analyze the qualitative data.
4 Results & Discussion 4.1 Variables of the Study
Population
This study based on a number of variables related to the
personal and occupational characteristics of the participants.
The researcher used the frequency and percentages to represent
it. The researcher classified the participants in terms of gender,
age, qualifications, years of experience, nature of work, and
region, which have significant indications on the study results,
as well as reflecting the scientific background of the individuals
of the society. Table 3 is showing the socio-demographic
characteristic of the pilot and the complete sample responses.
4.2 Testing Research Hypothesis 4.2.1 Hypothesis 1
H1: “What is the relationship of job satisfaction of human
resources services in terms of gender, age, qualification, years
of experience, nature of work, and place of residence?”
In order to answer this hypothesis, the researcher used Pearson
Test and the results are shown in Table 4

Table 4 shows that:
· There was a positive and statistically significant relationship
between job satisfaction of human resources services and
gender. The correlation between them was (0.410) at a level of
significance (0.00) which is less than (0.05) indicating a
positive and statistically significant relationship between
satisfaction and gender (male and female). - There was a
positive and statistically significant relationship between job
satisfaction of human resources services and age. The
correlation between them was (0.500) at a level of significance
(0.01) which is less than (0.05) indicating a positive and
statistically significant relationship between satisfaction and
age, as getting older increases the job satisfaction.
educational qualification. The correlation between them was
(0.631) at a level of significance (0.03) which is less than (0.05)
indicating a positive and statistically significant relationship
between job satisfaction and educational qualification as the
higher educational qualification the more job satisfaction. -
There was a positive and statistically significant relationship
experience years. The correlation between them was (0.600) at a
level of significance (0.001) which is less than (0.05) indicating
a positive and statistically significant relationship between job
satisfaction and experience years as the more experience years
the more job satisfaction.
between job satisfaction of human resources services and work
nature. The correlation between them was (0.598) at a level of
satisfaction and work nature.
between job satisfaction of human resources services and work
region. The correlation between them was (0.681) at a level of

satisfaction and region of work. 4.2.2 Hypothesis 2
study sample in the employees' awareness about the current
characteristics of the human resources management system in
variable
(gender, age, qualification, years of experience, nature of work,
place of residence)”4.2.2.1 Differences Related to Gender
Variable
Among the study sample relating the employees’ awareness
about the current characteristics of the human resources
management system in the MNGHA according to the variable of
gender, the researcher used (T) test for two independent sample,
that present in the table 5
The results indicated in the Table 5 show statistically
significant differences at the level of 0.05 and lower relating
the employees' awareness of the current characteristics of the
HRMS system in the MNGHA according to the gender variable.
The value of T Test (-0.424) at a level of significance (0.02)
which is less than (0.05) indicating statistically significant
differences at the level of 0.05 or less in the employees'
awareness of the current characteristics of the HRMS in the
MNGHA according to the gender variable. Arithmetic averages
shows that the differences were in favor of females because
they got the higher arithmetic average. The researcher explains
the result of this category as (females) is the most prevalent
among the sample. 4.2.2.2 Differences Related to Age Variable
In order to determine whether there are statistically significant
differences between the study sample in the employees'
awareness of the current characteristics of the human resources
age; the researcher used "one way ANOVA" as shown in the
Table 6

The difference was (0.438) at the level of (0.046) less than
(0.05) indicating that there are statistically significant
differences among the sample of the study in the employees'
age. To determine the validity of the differences in each age
group towards the direction of this axis, the researcher used
LSD test, and the results are shown in the Table 7.
Arithmetic averages shows that the differences were in favor of
study sample (25 – 35 years old) because they got the higher
arithmetic average. The researcher explains the result that this
category is the most prevalent among the sample. 4.2.2.3
Differences Related to Qualification Variable
MNGHA according to the variable of qualification; the
researcher used "one way ANOVA" as shown in the Table 8
MNGHA according to the variable of qualification. To
determine the validity of the differences in each age group
towards the direction of this axis, the researcher used LSD test,
and the results are shown in Table 9.
study sample whose their
qualification is the bachelor degree because they got the higher
arithmetic average. The researcher explains this result that
category is the most prevalent among the sample. 4.2.2.4
Differences Related to Years of Experience Variable

MNGHA according to the variable of years of experience; the
experience years. To determine the validity of the differences in
each age group towards the direction of this axis, the researcher
used LSD test, and the results are shown in Table 11.
study sample who is their experience years from 5 to 10 because
they got the higher arithmetic average. The researcher explains
this result that category is the most prevalent among the sample.
4.2.2.5 Differences Related to Work Nature Variable
MNGHA according to the variable of work nature; the
work nature. To determine the validity of the differences in
each work nature towards the direction of this axis, the
researcher used LSD test, and the results are shown in Table 13.

study sample whose work nature (administration) because they
got the higher arithmetic average. The researcher explains this
result that category is the most prevalent among the sample.
4.2.2.6 Differences Related to Work Region Variable
work region; the researcher used "one way ANOVA" as shown
in the Table 14
MNGHA according to the variable of work region. To determine
the validity of the differences in each work region group
towards the direction of this axis, the researcher used LSD test,
and the results are shown in the Table 15.
study sample who work in Riyadh because they got the higher
category is the most prevalent among the sample. 4.2.3
Hypothesis 3
study sample in the employees' perception about the training in
variable (gender, age, qualification)”4.2.3.1 Differences Related
to Gender Variable
Among the study sample relating the employees’ perception
about the current training in the MNGHA according to the
variable of gender, the researcher used (T) test for two
independent sample, that present in the table 16
The results indicated in the Table 16 show statistically

significant differences at the level of 0.05 and lower relating
the employees' perception of the current training provided in the
MNGHA according to the gender variable. The value of T Test
(-0.593) at a level of significance (0.001) which is less than
(0.05) indicating statistically significant differences at the level
of 0.05 or less in the employees' awareness of the current
training in the MNGHA according to the gender variable.
females because they got the higher arithmetic average. The
researcher explains the result of this category as (females) is the
most prevalent among the sample. 4.2.3.2 Differences Related
to Age Variable
perception in the MNGHA according to the variable of age; the
perception of training in the MNGHA according to the variable
of age. To determine the validity of the differences in each age
group towards the direction of this axis, the researcher used
LSD test, and the results are shown in the Table 18.
study sample (less than 25) because they got the higher
arithmetic average. The researcher explains the result that this
category is the most willing to learn and train. 4.2.3.3
Differences Related to Qualification Variable
perception of the training in the MNGHA according to the
variable of qualification; the researcher used "one way
ANOVA" as shown in the Table 19.

perception of the current training in the MNGHA according to
the variable of qualification. To determine the validity of the
differences in each age group towards the direction of this axis,
the researcher used LSD test, and the results are shown in Table
20.
study sample whose their
qualification is the bachelor degree because they got the higher
category is the most prevalent among the sample.
5 Recommendation and conclusion 5.1 Discussion - Current
HRMS Model Building
Thissection is discussing the current implemented HRMS
models and functions.
Since the researches in an employee in the same study’s
organization (MNGHA), it gives a good opportunity of testing
and observing the HR related processes. Figure 1 is a general
representation on the existing HRMS models and functions.
5.1.1 Current Recruitment Module
As recognized by observing the current recruitment process, job
seekers are able to check the vacant position, the qualification
required, region of the vacant, closing date, and then, submit
online through the MNGHA website:
(http://ngha.med.sa/English/eServices/jobseekers/Pages/default.
aspx). After submission, their information will be stored
automatically in the database.
On the other hand, recruitment specialist will manually filtering
and processing the vast number of applications received. They
are responsible for initial screening all applications to complete

any missing documents. Later on, they will manually filtering
the matching candidates to start scheduling the interviews. All
of those activities are consuming the recruitment department a
lot of time, effort as well as raising the cost. 5.1.2 Current
Workforce Management Module
Currently, in MNGHA, the workforce management module
involve tracking the staff attendance, leave planning, financial
benefits, and budget. For the attendance, the organization is
using a biometric system, which record time and attendance in
independent table in the database. Therefore, that information
are not linked with the employees’ salary, which requires the
Administrative Audit staff to continuously overseeing the
shortage in the working hours for each employee to send it to
HR department to calculate the equivalent salary deduction.
However, for the leave planning and financial benefits. All
information is being processed and automatically calculated
through Enterprise Resource Planning (ERP) system
(ORACLE). Which as a result will facilitate the role for HR
department. 5.1.3 Current Performance Management Module
Employees’ evaluation process in MNGHA is conducted in an
annual base, and it is a paper-based standard form that is
common to all employees regardless of their actual job duties or
objectives. After filling the evaluation form, manager will
attach it and submit it in ORACLE system without asking other
opinion. When HR receives the form, they will decide the
amount of salary increase is deserved based on his evaluation
grade, which can increase the possibility of data-entry mistakes.
The current process is consuming the managers’ time, and effect
emotionally on the employees. However, it is not effective and
rarely improve performance because it is not tailored to each
employee goals and objectives, the evaluation’s criteria’s are
vague and subject to subjectivity, focusing on the past only, and
it is allow bias and personal judgement. 5.1.4 Current Training
and Development Module
Training and Development Department is currently not utilizing
the system. The processes of registration and certification are

manual. The announcement of any available training is 2 weeks
ahead through email with PFD registration form attachment.
Interested candidates print the form, fill it manually, and get it
signed by the department head. Then, go and submit the
hardcopy of the form physically in the Training and
Development Department. After gathering all forms, staff start
filtering them to accept specific number; they are following
several criteria to filter like the number of courses taking during
the year, the relevance of the training topic to the candidate
nature of work, and the registration time. Later on, accepted
candidates informed by email. When training is completed,
candidates are requested to fill paper format survey about the
course, and they receive a hardcopy of the certificate signed by
Training and Development Department head.
The current training process is having several issues that
discovered through survey and observation. First, the training
schedule and topics are not announced early to help employees
arranging their schedules. Second, the registration process is
manual, which consuming the candidates’ time and effort.
Third, since the organization have around 18,000 employee, as a
result a number of forms received is large number, which make
the filtration process require more staff and time to be
completed, and increase the possibilities of errors and
discrimination. Fourth, a limited number of staff will benefit
from the training courses provided each year due to time and
budget limitation versus the large number of candidates. 5.2
Recommendation- Smart HRMS Model Building
The aim of the new smart model is to close the gaps that
discovered by the survey and the observation, which can be
summarized in the following areas:
· Manual processes
· Lack of awareness
· Real-time data reachability
· Inefficient training
The new smart model should be successfully implementing the
modules and functions shown in Figure 2, which will be

discussed in details in this Chapter.
5.2.1 Suggested Recruitment Module
MNGHA is a huge organization with five hospitals distributed
across the Kingdom of Saudi Arabia. As a result, organization
face a great challenge in managing the recruitment process. In
order for the proposed smart HRMS to overcome the drawbacks
of the existing model especially in recruitment module. It is
suggested to implement two complementary procedure as shown
in Figure 3.
5.2.1.1 Applicant Tracking Software (ATS)
Applicant Tracking Software (ATS) is a software that
streamline the complete recruiting process and improve the HR
efficiency (Drucker, 2016). ATS can offer several advantage to
the organization. It is narrowing down the time needed for
filtering and processing applicants to a controllable total, which
will result in reducing the HR department’s costs (Quast, 2015;
Weber, 2012). The ATS software is offering several important
features.
One of the key feature in ATS is decreasing the undesirable
applications by asking applicants knockout question, if the
answer is not meeting the requirement, it will not allow
completing the submission (Drucker, 2016). For example, if the
position’s requirement is having PMP certificate, the first
question will be whether candidate is having it or not, if the
answer is No, then terminate the submission. Another feature is
automatically filtering the huge application number to a
manageable quantity. It is classifying and ranking candidates as
qualified or unqualified based on evaluating their qualification
such as education and work experience without human
interactions, which minimize the discrimination possibilities.
The ATS will provide a list of candidates who have the basic
qualifications required, but the selection of candidates is still up
to the Human Resources department after the interview and
final assessment (Drucker, 2016).
It is also suggested to have a feature under the ATS, which
allow applicants to access their profile, view their applications’

status and update their information (Drucker, 2016). As
observed in the recruitment office, it is a time consuming to
reply to each inquiry received by phone, email, or office visit.
5.2.1.2 Onboarding
Moving out from recruitment stage into the onboarding and
training stage for period would help in increasing the awareness
of the new employees about the organization’s environment,
culture, policies, procedures, and available services. The survey
result shows that majority of fresh employees with less than 5
years’ experience are not aware about the services that available
in the system and didn’t receive any initial training or user
guide. The most requested training was the HR Employee Self
Services (ESS), followed by Portal services, mobile application,
ERP modules, and lastly about the biometric attendance system.
5.2.2 Suggested Workforce Management Module
The output of the first module (Recruitment Module) is an
employee who is familiar with the organization’s culture. Each
employee should be managed under the workforce management
(WFM) module. WFM is the umbrella that contain all
employees’
performance and productivity related information, such as leave
and attendance data, tasks workflow, and work scheduling
(Eberhard, Polster, Schmaranz, 2011). That information are
currently available separately in two independent tables in the
database. The first table is for recording the attendance and
timing for employees (recorded automatically by fingerprint
system), the data available in this table is not linked with any
table and is not effecting the payroll calculation. The second set
of tables are for ERP system, where it is a collection of
integrated tables like payroll, leaves, and tasks workflow.
Applying an effective WFM will enable the organization to
develop Business Intelligent (BI) dashboards as shown in Figure
4. BI is a data visualization tool, that aggregate raw data from
multiple sources and convert it into business analysis metrics,
and meaningful real-time data through utilizing charts and
graphs. This dashboard with its customizable interface will

enable decision makers to make a better-informed decision and
workforce analytics (Kappor, 2010; Luminiţa & Magdalena,
2009).
As recognized from the survey; more than half of the sample
size, especially managers are demanding to have Business
Intelligent (BI) dashboards for easily tracking the work progress
and developing smart reports. Where they also believe it will
increase the effectiveness of the decision. On the other hand,
only 26% of the sample (majority are managers and
administrators) were suggesting to link attendance with payroll
for automatic calculation.
Accordingly, it is recommended to apply an effective WFM that
will integrate all related tables (attendance and ERP) to have a
comprehensive view. This view can be used in developing rich
dashboard that will enable managers and staff to have accurate
and timely information, and as a result, it will facilitate the
work tracking and making decision (Kappor, 2010).
5.2.3 Suggested Performance Management Module
As discovered by the survey, 70% of the sample size request to
automate the appraisal process in the system. Which reflect a
real need to apply Performance Management Systems (PMS).
PMS enable tracking and monitoring the performance of staff,
sections, and the organization overall (Chapman, 2018). This
include, sitting goals and objectives, tracking and evaluating the
achievement, updating the training and certification, and
enabling 360-performance feedback as shown if Figure 5. PMS
can assist the organization by maximizing the efficiency and
accuracy of employees’ evaluation, allow conducting it annually
or quarterly, eliminate the possibility of discrimination by
enabling several source of feedback (self-assessment- peers’
review- managers)(Chapman, 2018; Broadbent & Laughlin,
2009). Usually performance review softwareis coming together
with HRIS kit. Even though when it is not available, it can be
purchased separately and be simply integrated with the existing
HRIS (Franco-Santos & Otley, 2018).

To insure effective implementation of PMS, there should be a
collaborative effort between employees and management.
Employees are responsible of set effective and challenging
goals; update their achievements throughout the year, conduct
self-assessment, and accept the constructive performance
feedback from others (Franco-Santos & Otley, 2018). On the
other hand, managers and leaders are responsible of assist
employees in developing the goals and objectives, review the
staffs’ performance and achievements in a timely manner,
discuss the feedback with the employee, and ensure fair
evaluation (Franco-
Santos & Otley, 2018). 5.2.4 Suggested Training and
Development Module
One of the pain point discovered by the survey is the lack of
training. 57% of the sample agrees that they are not satisfied
with the training level. The number of training is not sufficient.
As well as, the quality of the provided training is not much
useful. MNGHA is having 18,000, which make it hard and very
expensive to provide enough training for each employee each
year. Along with, the cycle of announcement, registration,
certification is requiring more number of staff, which will
reflect an increase of the cost.
The new HRMS model is proposing a full-automated training
cycle, starting from announcement until issuing certificates,
which should close the gaps in the current processes as shown
in the Figure 6. In order to enable the automation, first,
Training and Development Department should utilize the
MNGHA portal to post and announce the yearly training
schedule, which will help employee to design their training
plans in advance and align their schedules accordingly.
Second, the course registration will be online when candidate
click on submit, it will retrieve the candidate information
automatically. System could eliminate the number of untargeted
candidates by adding acceptance criteria before submission, for
example system will check automatically for the number of
courses taken in the same year if it more than 2, candidate could

not submit the form. Third, if candidate meets all the course
criteria, the submission will be forwarded for approval based on
the candidate’s approval hierarchy until it reaches to the
Training and Development Department for their final
assessment and decision.
Automating the submission and approval cycle will reduce the
processing time, increase the quality and efficiency, and
minimize the staff required to perform the cycle. Fourth, after
completing the course employees need to submit a survey, to
help in improving the quality of training, since the survey is
online, it will be much useful for
Training and Development Department to use and analyze the
data. Fifth, the candidates who successfully complete the course
will receive softcopy of the certificate, which will be
automatically reflected in the employee’s profile in the system,
which will be linked with workforce and performance
management. Finally, it is suggested to develop a
‘Training Library’ in the MNGHA portal to overcome the
shortage of trainings’ issues. The content of the courses
including (Presentation – Documents – Videos) will be uploaded
in the library to be accessible for all the employees to enrich
their knowledge.
5.3 Conclusion
After studying the current status of HRMS in Ministry of
National Guard Health Affairs using observation and survey,
researcher is able to recognize the gaps and drawbacks of the
existing system and to suggest new smart model that should
integrate all HRMS areas. The proposed model has been
introduced to both HR and IT department to receive their
feedback and to assess its applicability with their requirement
as shown in Appendix D. to cover issues like Manual processes,
Lack of awareness, Real-time data reachability, Inefficient
training. The study is answering the researcher questions and
approving the three hypotheses set earlier regarding the relation
between the characteristic of the sample like age, gender,
qualification years of experience, work nature, and region of

work with employees’ satisfaction of the current HRMS
services, employees’ awareness of the current services and
systems, and finally its relation with perception of training. 5.4
Future Enhancement
Based on the study findings, some suggestions and
recommendations are offered for further research on this topic:
· The current study is a preliminary study conducted over all
HRMS modules and applications in Ministry of National Guard
Health Affairs in order to recognize the areas need to be
improved and the employees’ level of satisfaction and
awareness of the existing HRMS. Hence, future research should
be specialized in one of the models in order to explore more
details.
· Future research could explore other variables such as the
relationship between The level of willingness to accept changes
and the age group.
· Future research could explore other variables such as the
relationship between
The advancement of HRMS and the percentage of maintaining
the staff.
References
Alharthey, B. K., & Rasli, A. (2012). The use of human
resource management systems in the Saudi market. Asian
Journal of Business Ethics, 1(2), 163-176
Almutawa, Z., Muenjohn, N., & Zhang, J. (2016). The effect of
human resource management system on employees'
commitment: the mediating role of the AMO model. The Journal
of Developing Areas, 50(6), 17-29.
Anisimov, A. Y., Obukhova, A. S., Aleksakhina, Y. V.,
Zhaglovskaya, A. V., & Kudra, A. A. (2017). Strategic approach
to forming a human resource management system in the
organization. International Journal of Economic Perspectives,

11(2), 442-448.
Bingöl, D. (2006). Insan Kaynaklari Yönetimi. Istanbul:
ARIKAN Basim Yayim Dagitim
Ltd. Sti.
Boateng, A.A. (2007). The Role of Human Resource
Information Systems ( HRIS ) in
Strategic Human Resource Management ( SHRM ).
Broadbent, J., & Laughlin, R. (2009). Performance management
systems: A conceptual model. Management Accounting
Research, 20(4), 283-295.
doi:10.1016/j.mar.2009.07.004
Bucata, G., & Rizescu, A. M. (2016). Increasing the efficiency
of education systems by improving human resource
management. Journal of Defense Resources Management, 7(1),
113-118.
Buzkan, H. (2016). The Role of Human Resource Information
System (HRIS) in Organizations: A Review of Literature.
Academic Journal of Interdisciplinary
Studies MCSER Publishing, Rome-Italy. 5(1), 133-138.
Cathcart, C., Kovach, K. (1999, Summer). Human Resource
Information Systems (HRIS): providing business with rapid data
access, information exchange & strategic advantage. Public
Personnel Management, 28(2), 275.
Chapman, R. W. (2018). Public health accreditation impact: The
performance management system. Journal of Public Health
Management and Practice. 24(3), S19-S21.
Dilu, E., Gebreslassie, M., & Kebede, M. (2017). Human
Resource Information System implementation readiness in the
Ethiopian health sector: A cross-sectional study.
Human Resources for Health. 15(85).
Eberhard, M., Polster, J., Schmaranz, R. (2011). Introduction of
a fully integrated workforce management. 21st International
Conference on Electricity Distribution. 8(9). 6-9.
Ferguson, K., Reio, T. (2010) Human resource management
systems and firm performance. Journal of Management
Development, 29 (5), 471-494.

Franco-Santos, M., & Otley, D. (2018). Reviewing and
theorizing the unintended consequences of performance
management systems: Unintended consequences of
PMS. International Journal of Management Reviews, 20(3),
696-730.
doi:10.1111/ijmr.12183
Gale, S. F. (2001). The HRMS tune up: Keep your system
running smoothly. Workforce,
80(7), 30.
Hendrickson, A. R. (2003). Human Resource Information
Systems: Backbone Technology of Contemporary Human
Resources. Journal of Labor Research,
XXIV(3), 381-394
Holland, P & Bardoel, A. (2016). The impact of technology on
work in the twenty-first century: exploring the smart and dark
side. The International Journal of Human
Resource Management. 27 (21), 2579–2581
Hu, R. Y. (2015). HR tech for tomorrow’s HR professional.
Workforce, 94(8), 47.
Israel, G.D. (2013) Determining Sample Size. Institute of Food
and Agricultural Sciences
(IFAS), University of Florida, PEOD-6, 1-5.
Kappor, B. (2010). Business Intelligence and Its Use for Human
Resource Management.
The Journal of Human Resource and Adult Learning. 6 (2), 21-
30
Kroot, I. (1998). Searching for an HRIS solution. HR Focus, 75,
4, S6.
Lepak, D. P., Marrone, J. M., & Takeuchi, R. (2004). The
relativity of HR systems:
conceptualizing the impact of desired employee contributions
and HR philosophy. International Journal of Technology
Management, 27(6/7), 639-656.
Lippers, S. K., & Swiercz, P. M. (2005). Human resource
information systems (HRIS) & technology trust. Journal of
Information Science, 31(5), 340-353.

http://dx.doi.org/10.1177/0165551505055399
Luminita, S. & Magdalena, R. (2009). Business Intelligence
Instruments for HR Monitoring. Annals of Faculty of
Economics, University of Oradea, Faculty of Economics. 4(1),
1061-1065.
Margatama, L. (2017). Employee self-service-based human
resources information system development and implementation.
Case study: bcp Indonesia. Jurnal Informatika,
11(1), 52-60.
Markova, G. (2012). Building dynamic capabilities: the case of
HRIS. Management Research: The Journal of the Iberoamerican
Academy of Management, 10(2), 81-
98.
Moussa, M. (2014). A review of Human Resource Information
Systems (HRISs) in
Organizations, SIU Journal of Management. 4 (1), 1-34.
Obeidat, B. (2012). The relationship between Human Resource
Information System (HRIS) functions and Human Resource
Management (HRM) functionalities.
Journal of Management Research. 4(4), 192-211.
Parsian, N. & Dunning, T. (2009). Developing and Validating a
Questionnaire to Measure Spirituality: A Psychometric Process.
Global Journal of Health Science, 1(1), 2-11.
Quast, L. (2015, April 27). Why resume key wording is a must
for job seekers. Forbes. Retrieved from
http://www.forbes.com/sites/lisaquast/2015/04/27/why-
resumekeywording-is-amust-for-job-seekers/#4c55a9d838e6
Recardo, R. J. (2016). A blueprint for transforming the HR
function. OD Practitioner,
48(4), 38-44.
Rodriguez, J. M., & Ventura, J., (2003). Human resource
management systems & organizational performance: an analysis
of the Spanish manufacturing industry.
International Journal of Human Resource Management, 14(7),
1206-26. http://dx.doi.org/10.1080/0958519032000114273
Strohmeier, S., Piazza, F., Majstorovic, D., & Schreiner, J.

(2016). Smart HRM – A Delphi Study on the Future of Digital
Human Resource Management (HRM 4.0).
HMD Practice of Business Informatics. 53 (6), 838-850.
Tansley, C., Newell, S., & William, H., (2001). Effecting HRM-
style practices through an integrated human resource
information system An e-greenfield site?. Personnel
Review, 30(3), 351-370.
http://dx.doi.org/10.1108/00483480110385870
Van Teijlingen, E., Hundley, V. (2001). The importance of pilot
studies. Social Research
Update, 35.
Weber, L. (2012). Your resume vs. oblivion. The Wall Street
Journal. Retrieved from
http://www.wsj.com/articles/SB10001424052970204624204577
17894103494133
0
Weeks, K. O. (2013). An analysis of human resource
information systems impact on employees. Journal of
Management Policy and Practice, 14(3), 35-49.
Zielinski, D. (2016). An HRMS for everyone. HR Magazine,
61(8), 46-50.
APPENDIX A(Complete Survey)

APPENDIX B (Pilot Survey)
Appendix C (Population)

Research Proposal An analysis of competitive advantage effec.docx

Research Proposal An analysis of competitive advantage effec.docx

Recommended

Recommended

More Related Content

Similar to Research Proposal An analysis of competitive advantage effec.docx

Similar to Research Proposal An analysis of competitive advantage effec.docx (20)

More from gholly1

More from gholly1 (20)

Recently uploaded

Recently uploaded (20)

Research Proposal An analysis of competitive advantage effec.docx