Abstract

     The efficient use of an organisation’s valuable human resources is crucial to its success. Organizations are embracing HRIS more and more to ensure the efficient utilization of their human resources (a relatively new technology in HRM). However, enterprises, especially manufacturing firms, are lagging in reaping the benefits of modern technology due to a slew of challenges. To close the stated gaps, the current study investigated the role of human resource information system on employees’ behavioural outcomes in selected manufacturing firms in Nigeria. The diffusion of innovation theory was used to explain the inevitability of new technology in HRM. The target population comprised managers and supervisors of Nigeria’s selected Fast Moving Consumer Goods firms (FMCGs). Specifically, the purposive sampling technique was adopted to select the participants for this study. Copies of the questionnaire was used to collect data from a diverse cross-section of the managers and supervisors. The information collected was analyzed using structural equation modeling. The findings revealed that manpower planning information, performance appraisal information and succession planning information are predictors of employees’ behavioural outcomes. It was concluded that management apprehension, employee privacy concerns, internal organisational opposition, and conversion costs are the most significant barriers to effective HRIS implementation. Finally, several quantifiable approaches to improve new technology in HRM were proffered.

Introduction

     Organizations nowadays are under pressure to reduce operational costs while also responding to client demands. It is more intense for the manufacturing sector across the globe. The usage of human resource information system (HRIS) positively impacts the company since it reduces expenses, improves communication, and shortens the time it takes to complete HR-related tasks [[1],[2]]. Despite the undeniable benefits of modern technology, most manufacturing firms, particularly small and medium-sized businesses, cannot profit from it fully. In 2012, the Institute of Management and Administration performed a poll, in the survey, respondents identified a lack of employees, a lack of budget, difficulty with time management, the need to collaborate with other departments, and a lack of information technology assistance as challenges in administering HRIS [[3]], because these are general barriers to any information system, a list of more specific barriers may arise throughout the implementation and management of HRIS. Some of these roadblocks are related to ambiguity in identifying the key people responsible for basic HRIS design, the difficulty in formulating HR policies under multiple national laws, the risk of losing personal data stored in HRIS, and the difficulty in measuring the behavioural dispositions of manufacturing employees [[4]].

Conclusion and recommendations

     With the undeniable advantages of HRIS, businesses should choose to assure successful implementation by understanding the difficult and disruptive difficulties. The findings of this study may be useful to HR executives in identifying obstacles that obstruct the efficient implementation of this technology in HRM activities. Top management support is the most important aspect of the overall success of an HRIS plan. Before addressing enhanced capabilities, an effective HRIS approach should be progressive and include the development of a stable core capability. Strategic enablement and future-facing activities such as planning and predictive analytics will be based on a solid foundation and plan. To achieve the organisational intended outcome, manufacturing firms should be prepared to work through various barriers and challenges during the HRIS deployment. Based on the findings, it was recommended that:

     Firstly, a suitable amount of time should be allocated for managers and employees to learn how to use the new system, and they should be involved as much as possible in the system’s implementation and modification, so as they have better understanding of the system’s interface. Secondly, managing change is not the same as training; nonetheless, it can be discussed at HRIS training meetings. After training, additional assistance should be given to help employees adjust to utilizing the new system on a regular basis. Managers should make it clear how and when employees can contact them with questions about the new changes, for as by email or during designated office hours. Finally, the management of the Nigerian manufacturing firms should also motivate their staff while implementing technologically friendly HRM practices in order to drive positive behavioural tendencies.