Hi Aime,

I have attached two papers that you find interesting and help you towards your model.

All the Best

Rob

Extension of TAM and UTAUT model-- it seems!!! I think this topic needs more clarity through following questions?:

1. Is HRM part of organizational function?

2. What metrics does the organization pursue to understand and measure performance?

3. Can it be part of Balanced Scorecard?

Interesting and valid contribution

It is an interesting topic and a useful topic too. Your last research question is not relevant to the research model. Use of the term 'variable' is more appropriate than the term 'element'. Your research topic does not represent one major variable, i.e. organizational performance in the research model.  Your model has mediating variables too and it is possible to develop research questions for mediating effect. 

Best wishes!

Two suggestions for conceptualizing the model:

1. Clearly state the objectives and the purpose of the model. The objectives will tell what results the model is to have on the model stakeholders. The purpose will clarify what will be different because of the model. The objectives and the purpose of the system need to be driven by the organization's strategic goals, that is, the system must ultimately help the organization reach its goals. It is easier to build this conceptualization when applying the model in a real situation because you can identify the organization goals and measures of success. In the general model, I believe it is worthwhile to try to think how the model may apply in general.

2. All of the arrows in your model point to the right. I suggest you also think about your model by starting at the last box on the right and then pointing all of the arrows from that box. This approach allows you to think first of the impact on the organization and then how the system can contribute to organization success. Many times we start with the information system rather than the organization effects resulting in a system that may perform well but without the desire effects on the organization. I hope this is helpful.

I could not find it in your model but what I would add is a meta model of:

• Educational model
• Career path
• Peer ratings
• Test results like mirroring, MBTA, Peer ratings, 360 reviews
• Aspirations of an FTE
• Experience

This would be very beneficial in the adoption of such a tool because it can help explain why it would support the organization, the manager(s) and the People in an organization. It gives excellent BI capabilities to support:

• Personal development of employees
• Identifying the Hipos in an organization
• The readiness roadmap on which to invest on short and long term
• giving guidance to all employees to show the possibilities in the org
• creating an HR service catalog

Hi -- I have a few thoughts. First, the middle rectangle seems to me to indicate HRIS success is most predominantly influenced by user satisfaction, adoption, and use. I think outcomes also influence success. People might adopt a system, use a system, and be satisfied with it. But that doesn't mean it is the most effective system to garner the label of "success". I also wondered at the use of the word "timeless" under System Quality. I might use the term "Relevant" or something else to indicate that it keeps up with changing and improving standards. I don't know that you want people using a system under the premise that it will work forever. There needs to be periodic evaluation with any system to ensure that it is meeting the standards of the time. The word "flexibility" does indicate this to a degree. But to me, the word "timeless" indicates a more permanent and less flexible system. Thank you for considering my input.

You can see two models :

TAM (Modèle de l’acceptation de la technologie (TAM), qui concerne la prédiction de l’acceptabilité d’un SI)

 Model W. H. DeLone et E. R. McLean, « Information Systems Success"

Dear Noutsa,

Your model is good but limited due to inconsiderate of technology issues, and environment around the company or organization. HRIS implementation is absolutely dependent on the technology environment and passion(s) of the HR department and passion of management in the organisation.  

Hello,  

Thank you for your quite remarks and suggestions.

i will get to you as soon as possible when i will have a review on it.

yours respects.

Dear Aime,

Your model takes care of "efficiency" factors of HRIS. Do the users have easy access to relevant modules? Are the users trained to use them? Does management champion the use of HRIS appropriately?

However, the "effectiveness" factors of HRIS need to be addressed. What are the enablers for individual/ organisational performance? Is the HRIS designed to create these enablers? Does the HRIS provide greater and more timely or more accurate data required for critical decisions in the organisation? Does the HRIS implementation make any important organisational process more fair, more transparent or more reliable?

The presence of these strategic linkages will make the HRIS a contributor to performance factors. Without these linkages, an HRIS may be implemented quickly and organisation wide, and yet not contribute to bette individual or organisational performance.

 Hello, 

let me acknowledge your precious remarks.

i will like to share this file with you.

may be, he can bring out some answers to your questions or highlight your interrogations.

i wanted to send the two questionnaires (HR Managers and HR employees) but unfortunately it is in french.

yours respects...

Hello Aime, 

That's good! From what I have been able to make out, I want to add the following: 

By incorporating both HR employees and HR Managers perspectives separately, you have added great value to your research.

To really get valuable perspectives on organisational performance, add the business managers and functional managers' views as well. You could also do this separately with semi-structured interviews to get an understanding into: How has the HRIS implementation helped you manage your people effectively? How has the HRIS system helped you in making faster and better business decisions? How have these improvements brought about by HRIS implementation helped you in better business performance?

The responses will contribute to more insight in your research, as well as help the participating organisation in improving their existing HRIS system.

Morning, Aime,

1. Think of the differentiation between the organizational and the individual level of investigation. As Mita Brahma noticed: what would you focus concerning the effectiveness on? Is it about the firm? The team? The individual/participant? It is very important!

2. I think you miss an important link in your model: satisfaction of IS use might have a moderating effect, e.g. for the relationship between adoption/use and job performance.

3. I would use technical part of your model (system quality) rather as a control variable. I think the most interesting part of your research are social (and not technical) influence factors.

PS. Think about the sample size: you need a little bit more particiapnts if you want to test moderation/mediation effects.

Regards,

Eugene

Morning Eugene,

concerning the effectiveness, it is about The individual/participant, which consequently has an effect on the HR organization.

Further researches can focus on the firm.

For the link, in order to avoid saturation, i intend to do some analysis on it.

even analysis for the moderating variables like age, gender and educational level.

for the sample size, i am collecting data from HR Managers and HR employees from various organizations using different questionnaires (separately), as to have different point of view, as Mita mentionned.

the links attached are online questionnaires respectively for HR_Employees and HR Managers.

Thanks for your remarks.

https://docs.google.com/forms/d/1GnZ97WUjJmVAJEpG-P9Kwgk3vbrFAJasCyrF_bRywLY/viewform

https://docs.google.com/forms/d/1B_SlkV8dm7OeZvM7rSYKsH4_vYwvJIbwczuEzzXa8-4/viewform

Hi Aime

the topic is very good but as i look at the model there are many variables and as it is the cause - effect is not clear. You need to single out this reationship and then introduce moderating variables and the intervening variable. Measure organizational performance and include the variables that determnine organizational performance (could be financial or qualitative such as commitment and satisfaction since its HR) which you will include in the questionnaire for testing

Can i have Suggestions and remarks on my conceptual model?

Agreed with the comments provided by other scholars.  If you need to move on to next level of details i.e. research model, please draw / explain the dotted box called "HRIS Success" that consists of 2 constructs in further details.  E.g. are you going to combine these 2 construct as 1 larger construct or measure them separately?  How the double arrow correlationship between the 2 constructs will be measured?  How the 5 arrows from the 5 constructs on the left are influencing "HRIS Success" as a whole or influencing its 2 constructs individually?  Also depending on your research objective, you can include hypothesis labels on each arrow with their "+" or "-" sign to indicate "positively influence" or "negatively influence" etc.  Also have you considered to include any control variable(s) in your research model?  Wishing you all the best.