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Redefining the Concept of HRIS
Abstract
A concept is a logical construction that is established in accordance with a framework and is part of it (Ferrari, 1977). According to this definition, a concept is unchangeable within the framework it belongs to and is part of. The concept of gravity is unchangeable within Newtonian physics. However, when treated by Einstein’s relativity it is quite different. In the natural sciences, the frontiers of frameworks can be clearly and easily defined with axioms. In the social sciences, however, axioms are unlikely (Perelman, 1982), so the definitions of concepts are more flexible than one can assure. In the social sciences, social constructed frameworks generally evolve, so the concepts of which they are made up must also evolve. The human resource information system (henceforth HRIS) is a good example of a technological tool that evolves over time. Its definition evolves not only as technology evolves but also as the perception of its impact changes. In fact, the comprehension of HRIS as a concept can go from the naïve understanding (e.g., software applied to human resource management) to its broad conceptualization “in relation to” the greater organizational system and dynamics. Although the literature suggests that HRIS practices can influence organizational performance, such causal conclusion is still problematic. This article describes a study that focuses on both issues. It aims to deepen the comprehension of how information systems are, in general, used as a constituent tool of a greater phenomenon: namely, organizational change and development. Consequently, it aims to redefine the main concepts in this field.
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