![andespeciallytomygranddaughter,Isabella–M.J.K.
Tomywife,Kelley,andmydaughtersRachelandKatherine–R.D.J.
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LibraryofCongressCataloging-in-PublicationData
Humanresourceinformationsystems:basics,applications,andfutur
edirections/[editedby]MichaelJ.Kavanagh,StateUniversityofNew
YorkatAlbany,MohanThite,GriffithUniversity,RichardD.Johnson
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Includesbibliographicalreferencesandindex.
ISBN978-1-4833-0693-3(pbk.:alk.paper)
1.Personnelmanagement—
Informationtechnology.2.Personnelmanagement—
Dataprocessing.I.Kavanagh,MichaelJ.II.Thite,Mohan.
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- 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. Tomywife,Barbara,andmysonsSean,Colin,andTimothy,
- 45. The purpose of this chapter is to provide an introduction to the fields of human resource management(HRM)andinformationtechnology(IT),andthecombin ationofthesetwofieldsinto humanresource informationsystems(HRIS).Thehistoryof the fieldofHRMand the impactof computertechnologyonHRMwillbecovered,aswellas theadventofusingahumanresource informationsystemandthesubsequenteffectsonbothHRandITprofe ssionals.Thedifferenttypes ofHRactivitieswillbediscussedaswellasthedifferenttypesofinform ationsystemsusedinHRIS. AcentralfocusofthischapteristheuseofdatafromtheHRISinsupport ofmanagerialdecision making.Thedevelopmentof the fieldofHRIShashadasignificant impactontheemergenceof strategichumanresourcemanagement(strategicHRM),asisdiscusse dinthischapter.Thisfirst chapterwilllaythegroundworkfortheremainderofthisbook,and,con sequently,itisimportantto understandthoroughly theconceptsandideaspresented.Thischaptercontainsdefinitions fora numberoftermsincommonuseintheHRM,IT,andHRISfields.(Notet hataglossarydefining thesetermsisalsoprovidedatthebackofthisbook.)Thecentralthemes ofthisbookintermsofthe development,implementation,anduseofanHRISwillalsobediscuss ed.Thechapteralsopresents amodeloforganizationalfunctioningthatprovidesanoverviewofan HRISembeddedwithinan organizationalandglobalbusinessenvironment,withaspecificemph asisonitsrelationshiptoHR managementandthestrategicplanningofanorganization.Abriefover viewofthemajorsectionsof
- 47. •BeabletodefineSixSigma,balancedscorecard,andthecontingency perspectiveandfitmodel ofHRM •Describethedifferencesbetweene-HRMandHRIS •UnderstandhowHRMandHRISfitwithinacomprehensivemodelof organizationalfunctioning inglobalbusinessenvironments HRISINACTION SituationDescription ToillustratetheimportanceanduseofHRISincontemporaryHRdepar tments,thisvignetteexamines thetypicalmemorandathatmayappearinthein- boxofHRprofessionalsandmanagers.Assumeyou are the HR director of a medium-size organization that primarily maintains and uses manual HR recordsandsystems.Thismorning,yourin- boxcontainsthefollowingmemosthatrequireaction today. Memo1:Anotefromthelegaldepartmentindicatesthatsomefemalest affmembershavefiledan employment discrimination complaint with the local government agency responsible for the enforcementofequalopportunityemployment.Thefemalestaffmem bersallegethat,forthepast10 years,theyhavebeenpassedoverforpromotionbecausetheyarewome n.Inordertorespondtothis allegation,thelegaldepartmentrequireshistoricaldataonthepromoti onsofbothmalesandfemales for the past 10 years for all jobs in the company broken down by department. It also needs the
- 48. trainingrecordsforallmanagers involved inpersonnelactions,suchaspromotions, toascertain whetherornottheyhavereceivedtraininginequalemploymentprovis ions,especiallyintermsof unfairgenderdiscrimination. Memo 2: The second item is a complaint from employees working in a remote location of the company,about150milesaway.Theemployeesarecomplainingthatt heirpayslipsarenotreaching themontimeandthattheyarefindingitdifficulttogettimelyandaccura teinformationonthemost recentleaveandbenefitspoliciesofthecompany. Memo3:Aletterfromthemarketingmanagerstatesthathehasnotrecei vedanyupdatedinformation on thestatusofhis request,made threemonthsago, to recruitanewsalesperson.Thefailure to recruitandhireanewsalespersonhashadanegativeeffectontheoveral lsalesofthecompany’s productsoverthepastquarter. Memo4:AletterfromtheHRprofessionalinchargeofthesouthwestre gionalofficesaysthatsheis swamped with HR administrative work, particularly personnel transactions on employees. As a result,shehasnotbeenabletomeetemployeesinherregiontodescribe andbegintoimplementthe recentEmployeeEngagementInitiativeasrequiredbycorporatehead quarters. Memo5:Anotefromoneoftheproductionmanagersindicatesthatheh asreceivedaresignation
- 49. letterfromahighlyregardedproductionengineer.Sheisresigningbec auseshehasnotreceivedthe training on new technology that she was promised when hired. She notes that most of the other productionengineershaveattendedthistrainingprogramandhaveha dverypositivereactionstoit. Memo6:AstronglywordednotefromthedirectoroffinanceaskstheH Rdepartmenttojustifythe increasing costs associated with its operation. The note indicates that the HR director needs to developabusinessplanfortheoveralloperationoftheHRdepartmentt oincludebusinessplansfor alloftheHRprograms,suchasrecruitingandtraining.Further,thefina ncedirectorindicatesthat unless the business cases can demonstrate a positive cost- benefit ratio, the budget for the HR departmentwillbereduced,whichwillleadtoreductionsintheHRdep artmentprofessionalstaff. As the HR director, your first thought may be to resign since searching for the information requiredbythesememosinthemanualrecordsonemployeeswillrequi reseveraldaysifnotweeks to complete. However, you have just returned from a professional conference sponsored by the SocietyforHumanResourcesManagement(SHRM)andrememberho wanHRISmaybewhatyou need!Asthischapterandtheonesthatfollowwillillustrate,anHRISen ablesanHRdepartmentto streamline its activities and the demands placed on it by automating the HR data and processes necessaryforthemanagementofthehumancapitaloftheorganization .Thisautomationhelpsdevelop thecapabilitiestoproduceinformationandreportsontherequestscont ainedinthememosinthe
- 50. vignette,andthesereportswillfacilitateefficientandeffectivemanag erialdecisionmaking.While anHRIScannotmakethejudgmentcallsintermsofwhomtorecruitorp romote,itcancertainly facilitatebetterinputting,integration,anduseofemployeedata,whic hwillreducetheadministrative burdenofkeepingdetailedrecordsandshouldaidandenhancedecisio nsaboutstrategicdirections. NeedforanHRISinDecisionSituations If you read the above memos again, you will recognize that each one has a request for HRM informationthatwillbeusedinadecisionsituation.Theinformationre questedinMemo1willhelp thelegaldepartmentdeterminethecompany’spotentialliabilityinaw orkplacegenderdiscrimination situation.Thisinformationmayhelptodeterminewhetherthecompan yshoulddecidetorectifythe situationintermsofaninformalsettlementwiththefemalestaffmemb ersortodefendthecompany’s promotionproceduresasvalid— incourtifnecessary.TheinformationrequiredinMemo2mayhelp theHRdepartmentdecidetochangeitspayrollproceduresaswellas itsdistributionofbenefits informationtoremotecompanylocations.Theinformationneededtor espondtoMemo3willimpact decisions by the HR department to change recruitment and selection programs. Obviously, the responsetoMemo4wouldgreatlysupporttheneedfortheacquisitiono fanHRIS.Theinformation requiredtoanswerMemo5mayhelpindecisionsregardingtherevisio nofrecruitingandtraining
- 97. Buildinghumancapitalandorganizationalcapacity(Technicalrepor t).Ithaca,NY:Cornell University. DatabaseConceptsandApplicationsin HumanResourceInformationSystems JanetH.MarlerandBarryD.Floyd EDITORS’NOTE AsmentionedinthebookoverviewinChapter1,thischapterisfocused onunderstandingdatabases andtheapplicationsofITtothedevelopmentanduseofanHRIS.Altho ughthischaptermaybea reviewforsomestudents,thematerialinitiscriticaltounderstandingt heremainingchaptersof the book. As such, students may want to refer to this chapter as they are studying subsequent chapters.Thisintroductorychapterisalsoanexcellentexampleofthe contributionofITtothefield ofHRMinbuildinganHRIS. CHAPTERObjectives Aftercompletingthischapter,youshouldbeableto •Discussthedifferencebetweendata,information,andknowledge •Identifyproblemswithearlydatabasestructures •Understandwhatarelationaldatabaseisandwhyitisbetterthanolder databasestructures