Free Challenges of Managing Human Capital through Information System Dissertation Example

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Challenges of Managing Human Capital through Information System

Category: Business

Subcategory: Culture

Level: University

Pages: 5

Words: 2750

Challenges of Managing Human Capital through Information System
Student’s Name
Institution Affiliation
Date

ABSTRACT

CHAPTER I
INTRODUCTION

CHAPTER II
LITERATURE REVIEW

CHAPTER III
RESULT AND DISCUSSION
3.0 Introduction
This chapter contains result and discussion of the study findings. Primarily, the study was concerned with establishing challenges faced in managing human capital through information system or in other words human capital management information system (HCMIS). Results presented in this chapter of the study are based on research questions. These results are derived from the analysis of the data gathered using questionnaires, documentary review, observations, and direct interview. The presentation begins by identifying primary background characteristics of identified respondents which this study categorized into position, working experience, marital status, department, age, and sex.
3.1 Results of the Study
3.1.1 Background Information of Respondents
Respondents’ background information was regarded as the most critical aspect since it enabled the study to obtain the real image of respondents. Data collected was used to discuss important issues on the subject matter on challenges facing human capital management using information system.
3.1.2 Sex Distribution of Respondents
Analysis of sex distribution aimed at establishing the ratio of men to women who understood, applied, benefited, and challenges they face in an information system. Data for the analysis were derived from the questionnaire, interview, observation, and document reviews and their outcome presented in the form of a pie-chart as shown below. The total respondents were 64.
Figure 3.1 Gender distributions of respondents

Out of the 64 total respondents, 26 were males, and 38 were females. Therefore, the number of female respondents exceeded that of male respondents. The finding indicated that study expectation of reaching 64 respondents was well achieved. Fascinating, the study has shown an intense satisfaction as women composed the high percentage of the respondents who appeared to be aware of challenges of human capital management through an information system.
From the direct interview, some of the interviewees responded that regardless of their place, either in their working areas or homes, the time spent by women using information technologies differs from that used by men on the same. Contrary to previous research works (Business and Human Capital Challenges Today and in the Future, n.d; The-Challenge-of-Human-Resources-Management, 2014) , which had found that women spend lesser time using ICTs, this study found that more women than men were aware of human capital management information system. An indication of the study deduces that women are becoming more competitive than male.
3.1.3 Education Level of Respondents
This study was much concerned with examining how respondents’ education level would influence the use of information system in human capital enhancement. Sample distribution of the respondents by their education levels was analyzed and presented as shown in figure 4.2 shown below. From the analysis, the majority of the respondents (50%) were degree graduates, followed by diploma graduates (37.5%) and then others (12.5%).
Figure 3.2 Education Levels of Respondents

3.1.4 Age of the Respondents
Analysis on the age of respondents was conducted and the result presented in the pie-chart figure shown below.
Figure 3.3 Age of respondents

From the findings of this study, respondents’ age showed no significant influence on the challenge of using information system. Respondents with the age bracket of 26-33 years had the highest percentage with 34.38%, followed by 34-41 years with 32.81%, 42-49 years with 20.31%, 50-55 years with 10.94% and lastly 18-25 years with 1.6%. From the findings, the study established that most respondents make use of information system in their youthful age.
3.1.5 Respondents’ Working Experience
The study was concerned with knowing the experience of employees and how it influences the use of information system in human capital development. From the results, 28.1% of respondents had below 5 years experience, and 20.3% had 5-9 years and 23.4% had 10-14 years. 18.8% had 15-19 years 7.8% had 20 and above years work experience.
Figure 3.4 Respondents’ Working Experience

3.1.6 Marital Status
The study was concerned with knowing how the difference in marital status among respondents influenced the use of HCMIS. The study found that out of 64 total respondents, 20 of them which represented 31.2% were single while 44 respondents who constituted 68.8% were married.
Figure 3.5 Respondents as by Marital Status

3.2 Organization Influences
Under the organization influences, the study focused on other forces which are not under the category of background information of respondents. Such influences include, but not limited to implementation of HRIS, costs of HRIS, employees’ resistance, unreliable vendors, adoption of HCMIS and efficiency, inadequate technical expertise, and strategic human capital management and HCMIS.
3.2. 1 Implementation of Human Capital Information System (HCIS)
This study was interested in finding out different opinions from respondents regarding the implementation of HRIS. Table 3.1 below shows responses obtained from respondents. There was a strong agreement that lack of support from management is a severe barrier to HRIS implementation as reported by 47% of respondents. 34% of them agreed, 14% remained neutral while those who disagreed and strongly disagreed were noted to be 3% and 3% respectively. Thus, the study deduced that top management acted as a hindrance to the use of information system in human capital development.
Table 3.1 Lack of Support from Management
Responses Distribution
Frequency %
Strongly Agree 30 47
Agree 22 34
Neutral 8 13
Disagree 2 3
Strongly disagree 2 3
Total 64 100
3.2.2 Costs of HRIS
This study was also concerned with finding opinions from respondents regarding how the cost of HRIS influences its adoption and sustenance. Outcomes of the research were recorded and analyzed in table 3.2 shown below. Those who strongly agreed represented 31%, agreed 30%, neutral 16%, disagreed 5%, and strongly disagreed 3%. Therefore, the study deduced that cost was an influential factor in the adoption of HRIS.
Table 3.2 cost of HRIS
Responses Distribution
Frequency %
Strongly Agree 20 31
Agree 19 30
Neutral 10 16
Disagree 3 5
Strongly disagree 2 3
Total 64 100
3.2.3 Employees’ Resistance
The study sought respondents’ opinion on whether employees resist the adoption of HRIS. Different responses were collected and tabulated in table 3.3 shown below. Majority of respondents who constitutes 45% revealed a strong agreement. Those agreed were 36%, neutral responses were 7% while strong disagreement and disagreement composed of 6% and 5% respectively.
Table 3.3 Employees’ Resistance
Responses Distribution
Frequency %
Strongly Agree 29 45
Agree 23 36
Neutral 5 7
Disagree 4 6
Strongly disagree 3 5
Total 64 100
3.2.4 Unreliable Vendors
There was a need to establish respondents’ feedback to whether unreliable vendors influenced implementation of HRIS. Various responses were gathered and analyzed in percentage as shown in table 3.4 below. 3% of the respondent strongly disagreed, 6% also agreed, 15% remained neutral, 33% agreed while 42% reported a strong agreement.
Table 3.4 Unreliable vendors
Responses Distribution
Frequency %
Strongly Agree 27 42
Agree 21 33
Neutral 10 15
Disagree 4 6
Strongly disagree 2 3
Total 64 100
3.2.5 Adoption of HRIS and Efficiency
The study aimed to determine whether implementation of human capital information system would improve the efficiency of an organization. The question was presented to 64 respondents through a questionnaire and the data collected tabulated and analyzed in percentage as shown in table 3.5 below.
Table 3.5 Adoption of HRIS and Efficiency
Responses Distribution
Frequency %
Strongly Agree 21 33
Agree 29 45
Neutral 5 7
Disagree 4 6
Strongly disagree 3 5
Total 64 100
Table 3.5 indicated that 5% of the total respondents expressed a strong disagreement while 6% expressed disagreement. 7% choose a neutral position, 45% agreed, and 33% showed a strong agreement.
3.2.6 Inadequate Technical Expertise
The study was also interested in establishing different views from targeted respondents regarding whether information technology firms faced a shortage of technical expertise in the implementation of HRIS. Data in the table 3.6 indicated that 5% of respondents strongly disagreed, 9% disagreed and 16% remained neutral. However, 31% agreed while 40% expressed a strong agreement.
Table 3.6 Inadequate Technical Expertise
Responses Distribution
Frequency %
Strongly Agree 25 40
Agree 20 31
Neutral 10 16
Disagree 6 9
Strongly disagree 3 5
Total 64 100
3.2.7 Strategic Human Resource Management and HCIS
The study was also concerned with obtaining opinions from respondents on how the adoption of HRIS influenced the strategic human resource management. Table 3.7 summarizes different views collected. From the result, it was found that 5% of respondents expressed a strong disagreement, 6% disagreed while 11% showed neutral position. However, there was 45% agreement and 33 strong agreement that implementation of HCIS is critical for strategic human resource management, particularly among the IT firms.
Table 3.7 Strategic HRM and HRIS
Responses Distribution
Frequency %
Strongly Agree 21 33
Agree 29 45
Neutral 7 11
Disagree 4 6
Strongly disagree 3 5
Total 64 100
3.3 Characteristics of Organization and HRIS Implementation
3.3.1 Resources within an Organization
The study found it worthwhile to determine whether the total workforce, transaction volumes, and other organizational resources influenced the implementation of Human capital management using Information system. Collected data were presented in table 3.8 below. The report finding indicated that 3% of the respondents expressed a strong disagreement on the subject matter. 6% also disagreed, 10% reported neutral position, 31% agreed, and 48% showed a strong agreement. It was then deduced that total workforce, transaction volumes, and other organization’s resources have a considerable effect on the adoption of the human capital information system.
Table 3.8 Resources within an Organization
Responses Distribution
Frequency %
Strongly Agree 31 48
Agree 29 31
Neutral 7 10
Disagree 4 6
Strongly disagree 2 3
Total 64 100
3.3.2 Organization Flexibility
The study was also interested in gathering respondents’ opinions on whether organization adopting flexible and open corporate culture can easily cope with new technology. Table 3.9 below shows feedbacks from respondents. It is indicated that 3% of the respondents strongly disagree and another 3% expressed a disagreement. 14% were neutral while 42% and 38% reported an agreement and a strong agreement respectively.
Table 3.9 Organization Flexibility
Responses Distribution
Frequency %
Strongly Agree 24 38
Agree 27 42
Neutral 9 14
Disagree 2 3
Strongly disagree 2 3
Total 64 100
3.3.3 The Size of an Organization
A question was posted on whether the size of an organization, including the skilled workforce, is an influencing factor in the successful adoption of innovation. Table 3.10 summarize analyzes of study findings.
Table 3.10 The Size of an Organization
Responses Distribution
Frequency %
Strongly Agree 24 38
Agree 27 42
Neutral 9 14
Disagree 2 3
Strongly disagree 2 3
Total 64 100
2% of respondents strongly disagreed, 5% disagreed, 23% remained neutral 34% strongly agreed, and 35% agreed. Therefore, it is apparent that the size of an organization along with skilled workforce is a critical factor for the adoption and success of human resource information system in an IT firm.
3.3.4 Organization Change
Table 5.1 show opinions collected from respondents on whether changes within an organization could be a significant factor influencing the adoption of HRIS. Interestingly, 38% of the reached respondents expressed a strong agreement and 31% also agreed. However, 5% and 2% respectively expressed a strong disagreement and a disagreement respectively. 25% of respondents remained neutral. Data were analyzed and presented in table 3.11 shown below.
Table 3.11 Organization Change
Responses Distribution
Frequency %
Strongly Agree 24 38
Agree 27 42
Neutral 9 14
Disagree 2 3
Strongly disagree 2 3
Total 64 100
Based on study findings, it is apparent to deduce that change in management is a paramount aspect of an organization determined to successfully implement and sustain human capital information system.
3.4 Discussion
From the study results, organization characteristics such as organizational changes, organization culture and organization size, among other factors had a major effect on the use of human capital information system. For instance, the size of an organization which engrosses employees’ level of skill, and the number of employees manipulates the extent to which an organization applies the human capital information system. Besides, the study result reveals that volumes of transactions, availability of resources, and the number of the available workforce are also critical aspects which affect the use of human capital in an information system. Such findings conform to Periysamy et al. (2014) argument that the size of an organization and skilled workforce are significant factors for successful innovation. Boon (2017) also, through a meta-analysis study, established a significant correlation between the size of a firm and the adoption of IT innovation.
This study also found that changing the culture of a firm to become more flexible and open influences the ability of an organization to adopt information system in the human capital. Such findings correspond to Galliers and Leidner (2014) argument that a flexible organization is required for fast IT adoption. Muhammad et al. (2014) also argue that a when assessing success or failure of the information system, an organization need to examine its culture.
From these findings, management has a lot of influence in deciding whether or not to adopt information system in the human capital. The results are in line with Aggarwal and Kapoor (2012) claim that top managers are responsible for the ultimate decision in the implementation of the information system, depending with environmental needs or internal organization’s needs. Similarly, Muhammad et al., (2014) asserted that the interest and attitude of a CEO towards information system remain significant in an attempt to promote information system in human resource.
CHAPTER IV
CONCLUSION AND RECOMMENDATION
5.0 Introduction
This chapter has four parts: conclusion, recommendation, policy implication, procedures needed for further studies.
5.1 Conclusion
From the findings, this research makes the following inferences:
The concept of human capital management in the information system is quite familiar in technique and philosophical fields. Hence, managing human resource information system is considered a critical aspect of improving organization’s performance. Besides, on various studies, scholars have agreed that sustained human capital increases employees’ efficiency thus giving an organization a competitive edge. Other theorists in their organization career apply human concept to compete with their rivaling firms.
Findings from this research indicate that human skill is a universal index in all levels of organization management. Therefore, those employees working at high hierarchy with an organization must cultivate powerful human skills. They need to have adequate innovation, creativity, information, and knowledge to create a higher competitive advantage for the organization.
In identifying challenges of Human capital management information system (HCMIS), the study concluded that lack of support from top management and high cost of HRMIS were the main limitations towards implementation of HCMIS
Adoption of the information system in the organization need a well structured HRIS policy which will insist on intranet and internet. Transition to digital work has embedded problems. However, the government should have a strategic plan along with HRIS policy to make computer use a requirement for all workers.
5.2 Recommendation
The study recommends that organizations need to allocate enough resources to overcome challenges facing the management of human capital through an information system. There is a great need for the organization to properly organize it records containing human resources to realize efficient HRIS implementation.
The study further notes and recommends staff training as a critical element in overcoming common challenges confronting management of human capital. Staff training provides useful information with satisfaction. Therefore, firms need to invest heavily in staff training to equip them with necessary skills and prepare for new system dynamics.
To adopt, run and sustain an advanced HRIS, the organizations require employees to be equipped with skills. Therefore, a firm should initiate mandatory training of its workers at all levels so that they can gain competition.
There is a need to increase resources both machine and human resources. For instance, human resource officers need be increased to speed the rate of operation. The firm must also ensure every human resource has own computer within their working place.
5. 3 Need for Further Study
A similar study should be conducted in diverse organizations to cover accessibility, availability, and application of HCMIS in the whole country. This is significant since program impact may differ across institutions due to the difference in the institutional framework.
Finding from other studies should be compared to determine most successful firms. The conclusion from such studies will help in facilitating better planning for the use of the human capital management information system.
The study pointed out various challenges faced in managing human capital through the information system. However, there are other challenges which the study did not highlight such as government policies, pressure from competitors, and IT infrastructure among many others. The study, therefore, would recommend and suggest for further studies on such factors.
5.4 Policy Implications
HCMIS has valuable and sensitive information. Exposure of such information to unauthorized hands could harm the government or impair its ability to serve and manage the public. Therefore, there is a need to initiate security policy that will protect information.
HCMIS policy emphasis on maintaining proper organization protection to make sure that information has the appropriate level of security.
References
Aggarwal, N., & Kapoor, M. (2012). Human resource information systems (HRIS)-Its role and importance in business competitiveness. Gian Jyoti E-Journal, 1(2), 1-13.
Boon, C., Eckardt, R., Lepak, D. P., & Boselie, P. (2017). Integrating strategic human capital and strategic human resource management. The International Journal of Human Resource Management, 1-34. Retrievd from: http://www.tandfonline.com/doi/abs/10.1080/09585192.2017.1380063Business and Human Capital Challenges Today and in the Future. Retrieved 1 February 2018, from http://file:///C:/Users/Bscclabstudent1/Downloads/sample%203.pdfGalliers, R. D., & Leidner, D. E. (Eds.). (2014). Strategic information management: challenges and strategies in managing information systems. Routledge.
Muhhamad, I., Shao, Y. & Khawaja, T. (2014). Explore the Adoption of HRIS in Telecom Sector in Pakistan. International Journal of Economics and Management Sciences. Retrievd from: http://www.academia.edu/9576534/Explore_the_Adoption_of_HRIS_in_Telecom_Sector_in_PakistanPeriysamy, M. N., Amsa, A., Gomathiyalini, A., Devi, K. R., Rathika, S., Geetha, S., … & Christopher, N. (2014). Human Resource Information Systems (HRIS) In Modern Business. International Journal of Scientific Research and Management (IJSRM), 2(9), 1305-1307. Retrieved from: http://ijsrm.in/v2-i9/1%20ijsrm.pdfThe-Challenge-of-Human-Resources-Management. (2014). Homepages.se.edu. Retrieved 1 February 2018, from http://homepages.se.edu/cvonbergen/files/2013/01/Chapter-1

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