In the modern, fast-paced economy, competition is inevitable for commercial organizations that focus on providing services and products in highly dynamic and uncertain contexts. There has been a significant amount of emphasis on how to provide the best service and the best product possible and how to do so by utilizing Human Resources (HR). This research highlights the competitive strategy concepts and models, competitive advantages from Human Resource Information Systems (HRIS), and the relationship between them that have a major impact on the performance of the business as a whole.
In the discipline of HR strategic management, comprehending how HRIS is connected to competitive strategies has emerged as a key research topic. This study's main objective is to establish a connection between competitive strategies and HRIS, as well as the applicability of such a relationship to organizational setting. The study takes into consideration an extensive investigation of the HRIS implementation in contemporary technological-based firms, which employ competitive strategies for operating their business effectively and for accomplishing goal. These strategies significantly affect how HRIS is implemented and how smoothly it operates, and HRIS itself helps to maximize the advantages of these tactics. These systems are never useful for exploiting competitive advantage, except from knowledgeable individuals like analysts.
People will perform better and will help achieve both short-term and long-term goals if they are effectively managed and organized. On the other side, bad performance will occur if they are not adequately controlled. This research provides a comprehensive overview of the HRIS used by organizations in Bangladesh that fall under the HR or People and Organization (P&O) division.
We are aware that good management of an organization's HR is crucial to achieving efficiency and effectiveness in day-to-day operations. This study provides the knowledge required to comprehend the HRIS, which is essential for gaining a competitive edge. In order to achieve a long-term competitive advantage, this research starts by identifying some of the data that will be essential for the final implementation of an HRIS. The results of this study point to a lower-to-medium degree positive correlation between HRIS payoff and organizational competitive strategies, but they also came to the conclusion that this correlation has little impact on business performance in Bangladesh.
Table of Contents
Chapter 1. Introduction
1.1 Background
1.2 Rationale of the Study
1.3 Objectives of the Study & Research Questions
1.4 Data Source & Methodology of the Study
1.5 Organization of the Report
Chapter 2. Literature Review
Chapter 3. Competitive Strategy for HRM
3.1 Overall Cost Leadership Strategy
3.2 Differentiation Strategy
3.3 Focus Strategy
3.4 The five generic competitive strategies
3.4.1 Which Competitive Strategy Is the Best?
3.5 Competitive Advantages of Using HRIS
3.5.1 The position or environmental model
3.5.2 The resource-based view model
Chapter 4. Competitive Strategies vs. HRIS
4.1 Human Resource Information Management Infrastructure
Stage 1
Stage 2
4.2 A Model of Organizational Functioning
4.3 How HRIS Assists Organization in Developing HR?
4.3.1 Recruitment Process
4.3.2 HR development process
Chapter 5. Leveraging HRIS Payoff for Competitive Advantage
5.1 Keys to pairing powerful technology with solid HR processes
5.2 Five Trends to Watch
Chapter 6. Site Visit Survey Questions & Their Corresponding Results
6.1 Interviewee’s Information
6.1.1 Name
6.1.2 Designation
6.1.3 Organization
6.1.4 Background (both academic and experience)
6.1.5 Academic background needed for HRIS
6.1.6 Reasons for becoming interested in HRIS
6.1.7 Duration of doing job
6.1.8 Most challenging/rewarding aspect of work/career
6.1.9 Interviewees’ contact information
6.2 PART-A: Competitive Strategy Pattern
6.2.1 Competitive strategy(s) pursuit by organization for achieving competitive advantage
6.3 PART-B: Competitive Advantage
6.3.1 Customer satisfaction profile
6.3.2 Organization’s ability to compete successfully
6.3.3 Business growth (in percentage)
6.3.4 Organization’s financial condition
6.3.5 Organization’s overall competitive advantages achieved
6.4 PART-C: Human Resource Information Systems
6.4.1 Statement of whether or not organizations rely on technology for conducting HR-related activities
6.4.2 Areas in which organizations pursue technology for HR Jobs
6.4.3 Organizational development attained for pursuing Technology in HR activities
6.4.4 Statement of whether HRIS has a positive impact on competitive strategies for any organization or not
6.4.5 Statement of whether HRIS positively contributes to the overall low-cost provider strategy or not
6.4.6 Statement of whether or not HRIS positively contributes to the broad differentiation strategy
6.4.7 Statement of whether HRIS positively contributes to the focused (or market niche) low-cost strategy or not
6.4.8 Statement of whether HRIS positively contributes to the focused (or market niche) differentiation strategy or not
6.4.9 Statement of whether HRIS has positive impact on overall organizational goal achievement or not
6.5 Open Ended Question
6.5.1 HRIS software used in the organization
6.5.2 Installation year
6.5.3 Vendors of HRIS software
6.5.4 List of the modules of HRIS in the organization
6.5.5 The core job duties/functions/responsibilities done by HR (Entry-Level, Mid-Level, and Top-Level) using HRIS
6.5.6 HRIS’ contribution to organization’s net profit (estimation in %)
6.5.7 Statement of whether or not the field is growing
6.5.8 The biggest challenges faced by this field
6.5.9 The characteristics and competencies of people who are successful in HRIS
6.5.10 Specific functional or technical knowledge critical to HRIS
6.5.11 The typical salary ranges in HRD
6.5.12 Aside from tangible compensation as money, fringe benefits, travel, etc., types of satisfaction and reward does this profession yield
6.5.13 Opportunities for growth and development
6.5.14 Opinion regarding HRIS in the organization (comments on HRIS vs. competitive strategies)
6.5.15 Gathering organization’s HRIS vs. competitive strategies data
6.5.16 Rating of HRIS’ contribution on competitive strategies (1-Lowest; 7- Highest)
6.5.17 Recommendation for other departments or organizations
6.5.18 Consent of using interviewees’ name
Chapter 7. Findings & Evaluation of HRIS’ Impact on Organization’s Performance
7.1 Hypothesis-01
7.2 Hypothesis-02
7.3 Hypothesis-03
7.4 Hypothesis-04
7.5 Hypothesis-05
Chapter 8. Conclusion
8.1 Final Remarks
8.2 Recommendations
8.3 Limitations of the Study
8.4 Future Study
Research Objectives & Key Themes
The primary objective of this research is to analyze the relationship between Human Resource Information Systems (HRIS) and corporate competitive strategies within the Bangladeshi industrial sector. It investigates how technology-supported HR initiatives can be leveraged to enhance organizational performance, streamline human resource management, and contribute to achieving long-term competitive advantages in dynamic market environments.
- Connection between competitive strategies and HRIS implementation.
- Impact of HRIS on organizational performance and financial metrics.
- Role of technology in modernizing HR functions and strategic decision-making.
- Challenges and opportunities for HRIS adoption in Bangladeshi organizations.
Excerpt from the Book
1.1 Background
The company is viewed as a coherent organism that adapts to its surroundings by discovering new or better ways to accomplish things. What should the company actually do to maintain or improve its position in its environment is the subsequent question. Should it put more emphasis on its finances, technology, or human resources (HR)? We should first look at the findings of other researchers before trying to provide a solution. According to Coff (1994), the causal ambiguity and systematic information that characterize human resources make them unique makes them a crucial source of sustainable advantage. Guest (1990) asserted that employees will respond with strong motivation, high commitment, and high performance if management places their trust in them and gives them challenging tasks.
Gratton (1997) highlighted six success factors: the dedication of senior management; recruits' motivation and aspirations; the management team's core competencies; the team's aspiration; the team's capacity to form and maintain alliances; and the incorporation of the company into a worldwide network. How does that affect us? It indicates that the sources of competitive advantage that are derived from developing sustainable competitive strategies have changed from money resources to technology resources and, more recently, to human capital.
Therefore, the size of the budget or the technologies that support the product are not the main factors in determining success. Employee attitudes, competences, and skills—their capacity to inspire commitment and trust, convey aspirations, and function in intricate relationships—are actually what matter. Now that we are aware of one of the sources of competitive advantage, namely the employees, what must we do in order to use them as a source of competitive advantage? The solution is found in competitive strategy and HR procedures that have been changed to utilize Human Resource Information Systems (HRIS).
Summary of Chapters
Chapter 1. Introduction: This chapter introduces the theoretical context of organizational behavior and the strategic role of HRIS and personnel in maintaining competitive advantage.
Chapter 2. Literature Review: An overview of existing theories regarding competitive movement, generic strategies, and the integration of HR systems within the corporate environment.
Chapter 3. Competitive Strategy for HRM: This section details specific competitive approaches, including cost leadership and differentiation, and their alignment with HR reward systems.
Chapter 4. Competitive Strategies vs. HRIS: Analyzes the infrastructure necessary for HRIS implementation and presents models of organizational functioning centered around IT-HR integration.
Chapter 5. Leveraging HRIS Payoff for Competitive Advantage: Discusses practical keys for combining technology with HR processes and identifies future technological trends for business leaders.
Chapter 6. Site Visit Survey Questions & Their Corresponding Results: Presents the empirical data gathered from various Bangladeshi organizations regarding current HRIS practices, software usage, and perceived impacts.
Chapter 7. Findings & Evaluation of HRIS’ Impact on Organization’s Performance: Provides a statistical analysis of hypotheses regarding the influence of HRIS on business performance and financial growth.
Chapter 8. Conclusion: Summarizes the study findings, offers strategic recommendations for businesses, and outlines limitations and potential areas for future research.
Keywords
HRIS, Competitive Strategy, Human Resource Management, Bangladesh, Organizational Performance, Business Growth, HR Technology, Cost Leadership, Differentiation, Strategic Management, Information Systems, Employee Motivation, Recruitment, Applicant Tracking System, HR Analytics
Frequently Asked Questions
What is the core focus of this research?
The work primarily examines how organizations in Bangladesh utilize Human Resource Information Systems (HRIS) to support and enhance their competitive strategies and overall business performance.
What are the central thematic areas of the study?
The study centers on the intersection of HR management, IT infrastructure, corporate competitive strategies (such as cost leadership and differentiation), and the resulting impact on organizational effectiveness and profitability.
What is the primary research goal?
The goal is to determine and demonstrate the correlation between HRIS implementation and an organization's competitive strategy, specifically assessing if these systems provide tangible strategic value in the Bangladeshi industrial context.
Which methodology does the author employ?
The research utilizes a mixed-methods approach, combining a review of secondary literature with primary data collected through face-to-face interviews and questionnaires conducted with HR executives from eight distinct Bangladeshi organizations.
What does the main body of the work cover?
The main body covers theoretical frameworks for competitive strategies, the technical infrastructure required for HRIS, site-visit survey results, and statistical evaluations of hypotheses linking HRIS payoff to growth and financial health.
Which key terms characterize this thesis?
Key terms include HRIS, Competitive Strategy, Organizational Performance, Human Resource Management, and Business Growth, reflecting the study's focus on strategic technological application in human resources.
How does the study define the "resource-based view" of the firm?
The study views a firm as a unit of resources and capabilities, where assets—specifically human capital—are analyzed for their ability to create sustainable competitive advantages through effective HRIS management.
What conclusion does the author reach regarding HRIS in Bangladesh?
The author concludes that while there is a positive, lower-to-medium degree correlation between HRIS payoff and competitive strategies, this correlation currently has limited impact on overall business performance, highlighting a need for better integration and strategic use of the systems.
- Arbeit zitieren
- Samsul Alam (Autor:in), 2015, Human Resource Information Systems (HRIS) Impact Analysis in the Bangladeshi Industries. Is it fruitful in actualizing competitive strategies?, München, GRIN Verlag, https://www.grin.com/document/1292716
