HRIS

Dong 2008
This article explores the importance of top management supporting (TMS) in Information system (IS) implementation. The purpose of the study to compare the applicability of three unexamined perspectives (Deterministic, contingent, and dynamic perspectives) to enrich the understanding of the relationship between TMS and enterprise resource planning (ERP) system implementation. This research conduct a case studies in tow Canadian universities which have implemented a large-scale ES. Compared the two interview between these two university to indicate the critical role TMS in the ERP implementation. This research divides the TMS into three perspective to analysis the how top management action affect implementation outcomes. This article is useful for my understanding of successful factor in the ERP implementation. As Dong (2008) reveals top managers needs to constantly obtain feedback from users and adjust supportive action and the supportive level accordingly, user-acceptance is important to a successful IS project, top management is also crucial to a project. Top management is correspond to the successful factor of the strategy using the IS. The main limitation of the article is that the three perspectives of the impact of the top managements’ supportive action on ERP implementation outcome is unexamined, in addition, the comparison is between two universities. However, it will be useful supplementary information for the understanding of TMS in IS implementation.








 
Tansley 2007
In this article, Tansley,C and Newell, S (2007) review how project leadership knowledge and behavior influence project team trust and social capital development and use in the context of a global HR information system project. The methodology of this report is a comparative interpretive case study, including interview and participant observation with members at all level of the two examined projects. Their research address on project leader need to apply knowledge in three areas for trust within the project team (external leadership, internal leadership and hybrid leadership), which affect the project success. Furthermore, through this case study, technical is a critical success factor in the implementation an HRIS as well as the knowledge in the HR. the limitation of this report is that the choice of two extreme case cannot be regarded as generalizations, this needs more corroborate finding. But the article provides the ways in which project leader foster the development of trust in the context of complex cross-culture, cross functional IS project team, e.g. The one where trust developed giant the social capital from the project, the project is very successful . This report will be useful for the research about the how leadership affects the successful HRIS and the importance of the technical leads to a HRIS success.
 
Tansely 2001
In this article, authors examining attempts to move towards HRM-style practice in organizations, the term “greenfield” means the break with the existing employee practices, either on new or on existing sites, or to undertake a philosophical break with past. As human resources information system is an opportunity to stimulus to a transformational change, resistance also exits. This article address the implement a HRIS at a ether new or old organizational locations, to facilitate HR philosophy and enable a more strategy role for HR specialists. The main limitation is that this paper was published in 2001. But this report is still useful for the purpose of successful HRIS implementation, as the HRIS move from fist generation to second one, the HRIS now is more strategy focus. The successful HRIS is supportive to the company strategy. The HRIS concept is move from automotive to informative. Because HR is a resource that is hard to exploit. This article may not useful for the top management and leadership support HRIS, but it will be useful supplementary information for the understanding how HRIS integrated with other systems will benefit the company.