Linking Competitive Strategies with Human Resource Information System: A Comparative Analysis of Bangladeshi Organization

2. Rationale

There is an extreme need for organizations to manage changes during the technological age to compete and maintain their interest. Strategic human resource management (SHRM) is the crucial factor in efficiently managing these changes (Bhattacharyya & Atre, 2020; Kovach et al., 2002; Noutsa Fobang et al., 2019). On the other hand, meaningful use of data is fundamental to tackling workplace reshaping due to technological advancements (Kovach et al., 2002). Boateng (2007) stated that IT drives HR transformation from HRM into SHRM. This strategic role mainly enhances HR competencies and thus labels the success of HR professionals and practitioner motive. It is obvious that the correct management of organizational personnel using IS is essential for achieving potency and effectiveness in day-to-day operation. If they are appropriately managed and organized, it will lead to the general performance exceedingly positively to accomplish short-term and long-term goals; otherwise, it will lead to poor performance. Except techno-based knowledgeable personnel like analysts, these systems cannot produce a fruitful result in the case of gaining CA. Before developing a linkage between CSs and HRIS practices, there should be a principle. This principle provides a basis for predicting, studying, refining, and modifying every strategy and approach in specific circumstances.