In-House vs. Off-the-Shelf e-HRM Applications

In-House vs. Off-the-Shelf e-HRM Applications

Nawaf Al-Ibraheem (KNET, Kuwait) and Huub Ruël (University of Twente, The Netherlands and American University of Beirut, Lebanon)
DOI: 10.4018/978-1-60566-304-3.ch006
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Companies new to the e-HRM technologies are overwhelmed by the dilemma of choosing either the ready-made, off-the-shelf e-HRM systems, or develop their own e-HRM systems in house in order to implement the e-HR transformation. Therefore, this research was done to shed some light on the differences and similarities between off-the-shelf e-HRM systems and in-house developed ones, with regards to some elements developed in a preliminary framework, such as the implementation and development approaches, e-HRM activities they facilitated, application types and characteristics, and e-HRM outcome and benefits. This comparison provided insightful information that could help companies make the most effective choice between the two systems. It was found through this research that factors such as continuous user involvement, effective communication, and strong change management are most considered by companies that develop e-HRM in house, while advocates of off-the-shelf e-HRM systems are most affected by success factors such as business process reengineering, planning and vision, and project management. Another finding was that increasing efficiency, providing customer-oriented service excellence, and improving self services were top goals accomplished by companies developing their e-HRM system in house. These findings, beside many other ones discovered in this research, would help companies decide which system best fits their needs and accomplish high levels of effectiveness gained from the transformation of their HR function to e-HR.
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Human Resources Management has always been the first business process to use the emerging technologies of the new era. As a matter of fact, Payroll Administration is known to be one of the earliest business processes to be automated (Lengnick-Hall and Mortiz 2003, p.365). Through the use of technology and information systems, human resources departments of companies around the world are able to use computers to log employees’ data and interact electronically with them. These functions and more are offered to Human Resources personnel and other employees through what is called the Electronic Human Resources Management, or e-HRM.

Since the 1960s many firms (large and small) all over the globe have been implementing IT-based Human Resources Management applications in order to reduce the amount of associated costs. Ball (2001) pointed out that by 1998, 60 percent of the Fortune 500 companies used a Human Resources Information System (HRIS) to support daily HRM operations. The main benefits of HRISs are focused on improved accuracy, the provision of timely and quick access to information, and the savings of costs (Ngai & Wat, 2006 based on Lederer, 1984; Tetz, 1973; Wille & Hammond, 1981). For the human resources activities, e-HR has the potential to enhance efficiency by reducing cycle times for processing paperwork, increasing data accuracy, and reducing human resources workforce (Lengnick-Hall and Mortiz, 2003). Effectiveness can also be influenced by empowering both employees and managers to make better, accurate, and timely decisions (Lengnick-Hall and Mortiz, 2003).

HRIS started to be more internet-technology based since the second half of 1990’s, where its aim was not only to support the HR department itself, but to target managers and employees’ effectiveness. The term electronic Human Resources Management (e-HRM) was coined and has become a dominating label for HRM services delivered through internet-technology based applications. Ruël et al (2004) define e-HRM as a way of consciously implementing HRM practices, policies and strategies supported by or fully delivered through internet-technology based applications. Terms like Management Self-Service (MSS) and Employee Self Service (ESS) started to be used as well. The purposes of implementing e-HRM systems broadened in comparison to those connected to HRISs.

During the e-commerce era in the 1990s, the term e-HRM emerged to basically refer to conducting Human Resources Management functions using the Internet (Lengnick-Hall and Mortiz 2003, p. 365). Nowadays, many organizations are implementing e-HRM within the strategic design of their core businesses. Some Organizations require the use of standardized HR management tools such as payroll, employee benefits, recruitment, training, etc. These organizations mainly refer to off-the-shelf e-HRM solutions offered by third party such as Oracle, PeopleSoft, SAP, or IBM, where they perceive efficiency and fulfilment in these ready-made systems. Others require customized Human Resources Information Systems (HRIS) tailored to best fit their business’s needs. One of the key advantages of in-house developed HRISs is that they save HR staff time in dealing with the elements of the application as they already know and understand the parameters of their own software (Thaler-Carter 1998, p.22).

One objective therefore becomes the main purpose of this research and that is to compare and contrast the in-house developed and off-the-shelf e-HRM systems with regards to their implementation, associated costs, usage, and effectiveness.

Key Terms in this Chapter

ESS: Employee Self Services

E-HRM: Electronic Human Resources Management

SMR: Simple Management Reporting

BPR: Business Process Reengineering

PSS: Pay-related Self Service

ROI: Return on Investment

COTS: Commercial Off-The-Shelf

MSS: Manager Self Services

HRIS: Human Resources Information Systems

ISO: International Organization for Standardization

HRM: Human Resources Management

BSS: Benefit-related Self Service

ERP: Enterprise Resource Planning

TBS: Total Benefits Statement

IVR: Integrated Voice Response

HCM: Human Capital Management

TMSS: Time Management Self Service

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Editorial Advisory Board
Table of Contents
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Tanya Bondarouk, Huub Ruel, Karine Guiderdoni-Jourdain, Ewan Oiry
Chapter 1
Steve Foster
Several organisations have adopted e-HRM technology as a platform for achieving transformational change, improving HR operational processes... Sample PDF
Making Sense of e-HRM: Transformation, Technology and Power Relations
Chapter 2
Cataldo Dino Ruta
Intellectual capital is today considered a key issue in analyzing the critical determinants of company performance. Companies design more and more... Sample PDF
HR Portal: A Tool for Contingent and Individualized HRM
Chapter 3
Barbara Imperatori, Marco De Marco
The evolution of the managerial discourse is the result of fashion lifecycles that sometimes have no rational or technical foundations and find no... Sample PDF
E-Work and Labor Processes Transformation
Chapter 4
Gerwin Koopman, Ronald Batenburg
This chapter theoretically and empirically addresses the notion that user participation and involvement is one of the important factors for IS... Sample PDF
Early User Involvement and Participation in Employee Self-Service Application Deployment: Theory and Evidence from Four Dutch Governmental Cases
Chapter 5
Karine Guiderdoni-Jourdain, Ewan Oiry
In organizations, researchers as well as professionals have generally observed insufficient use of computer technologies when compared to their... Sample PDF
Does User Centered Design, Coherent with Global Corporate Strategy, Encourage Development of Human Resource Intranet Use?
Chapter 6
Nawaf Al-Ibraheem, Huub Ruël
Companies new to the e-HRM technologies are overwhelmed by the dilemma of choosing either the ready-made, off-the-shelf e-HRM systems, or develop... Sample PDF
In-House vs. Off-the-Shelf e-HRM Applications
Chapter 7
Pieternel Kuiper, Betsy van Dijk
Adaptation of electronic forms (e-forms) seems to be a step forward to reduce the burden for people who fill in forms. Municipalities more and more... Sample PDF
Adaptive Municipal Electronic Forms
Chapter 8
Hazel Williams, Carole Tansley, Carley Foster
Global, enterprise-wide, information systems (GEIS) projects are often delayed with budget over-runs often due to a lack of understanding of the key... Sample PDF
HRIS Project Teams Skills and Knowledge: A Human Capital Analysis
Chapter 9
Adam Smale, Jukka-Pekka Heikkilä
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IT-Based Integration of HRM in a Foreign MNC Subsidiary: A Micro-Political Perspective
Chapter 10
Huub Ruël
Research on Human Resource Information Systems (HRIS) implementation lacks theoretical depth and richness. For that reason this paper applies a... Sample PDF
Studying Human Resource Information Systems Implementation using Adaptive Structuration Theory: The Case of an HRIS Implementation at Dow Chemical Company
Chapter 11
Jonas F. Puck, Dirk Holtbrügge, Alexander T. Mohr
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Applicant Information and Selection Strategies in Corporate Web Site Recruiting: The Role of National Culture
Chapter 12
Emma Parry, Shaun Tyson
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What is the Potential of E-Recruitment to Transform the Recruitment Process and the Role of the Resourcing Team?
Chapter 13
Pramilla Rao
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The Role of National Culture on E-Recruitment in India and Mexico
Chapter 14
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Modeling Human Resources in the Emergent Organization
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Utilizing the Lead User Method for Promoting Innovation in E-Recruiting
Chapter 16
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What Makes the Difference? Introducing an Integrated Information System Architecture for Employer Branding and Recruiting
Chapter 17
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The subject of our communication will be a better understanding of how the regulation between the on line HR designers and HR experts is built, and... Sample PDF
The Enrichment of the HR Intranet Linked to the Regulation's Process Between HR Actors
Chapter 18
Tanya Bondarouk, Vincent ter Horst, Sander Engbers
This research focuses on acceptance of Human Resource Information Systems (HRIS) in medium sized organizations. We look at general SME’s in The... Sample PDF
Exploring Perceptions about the Use of e-HRM Tools in Medium Sized Organizations
Chapter 19
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The changing business environment and increasing technology is redefining the role of the human resources function. Nowadays, corporations have to... Sample PDF
Perceived Performance of the Human Resource Information Systems (HRIS) and Perceived Performance of the Management of Human Resources (HRM)
Chapter 20
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Employee Life-Cycle Process Management Improvement with Web-Enabled Workflow Systems
Chapter 21
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Chapter 23
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Coordination of Virtual Teams: From Trust to Control
Chapter 24
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Information Overload in the New World of Work: Qualitative Study into the Reasons
Chapter 25
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