Reference no: EM133305585

Assignment: IMPLEMENTATION OF HUMAN RESOURCE INFORMATION SYSTEMS- A CASE STUDY OF CENTRAL-BANK OF LESOTHO
Technology change is strengthening employee performance by making it possible for them to do their work faster and more accurately. Technology is truly transformative because it leads to individual behaviour changes in how people think about the world. Their roles change in the ways they do their work, and they face some challenges which hinder their performance and usage of the system. The use of HRIS in the HR department is to offer faster services that are accurate and timely to different stakeholders as required. In the 21st Century, organisations have shifted from the manual way of doing work to the use of information technology solutions that improve efficiency and quality of services.
Human Resources Information System (HRIS) evolved along with the development of technology in improving service delivery in a form of providing accurate and well-timed information for strategic decisions. IT has contributed a lot to converting manual human resources functions to computerised processes for easy retrieval and dissemination of information related to human resources. HIS has not only increased organisations* efficiency but it has contributed a lot in refining management strategic functions concerning human resources planning. The impact of HRIS globally has been significant in terms of adding value to improve an organisation's proficiency in the management of employee information. HRIS is one of the fastest-growing tools used by human resources departments in achieving organisational objectives,
To indicate the fast pace of technology in the HR; in the 1950s organisations were managing employee: information manually with paperwork and filing. In the 1970, organisations started investing in information Technology by introducing computers to manage information. in the 1980 human resources functions started to deploy electronic numan resources management (e-HRM) to automate their work to provide tools that support decision-making in managing employees. in the mid-1990s there was a shift to Human resources information systems (HRIS) to focus mare on providing a system that can enable organisations to have structural connectivity across all departments to increase the speed of information dissemination
The molementation of the HIS at the Central Bank of Lesothe resulted in resistance to change and prevailing difficulties in the acceptance and usage of the system Human respurce (Ha) functions ar OBL were performed manually since the establishment of the Bank h 980 in ta90 the first computer installech was a unigue payroll system responsible for payroll administration functions
TWo departments performed the payroll administration duties namely HR and Finance. The HR was responsible for all paperwork for payment of salaries and staff benefits. The finance department was capturing all payments and deduction transactions on the system. It was difficult for the two departments to manually process payroll monthly.
An increase in the number of employees resulted in an increase of paperwork for HR to do payroll manually daily. Staff personal information was kept in files and little information like staff terminal benefits spreadsheets were kept on the computers. The finance department was overloaded with work every month to prepare spreadsheets for deductions and do manual calculations for overtime payments and taxes. People were working tirelessly day and night to ensure that employees are paid on time.
HR functions such as application of employee leaves, recruitment and selection, training and performance management system were performed manually at CBL. Managers were faced with difficulties of managing employee records because the information was misfiled in the human resources division. Management was reluctant to automate human resources functions because of the high costs of installation and system maintenance. HR office was under pressure to automate their processes due to the high demand of information for reporting to management pertaining to human resources.
n 2010 HR functions were automated to improve service delivery. After the automation, the Bank was faced with the problems of acceptance and reluctance in the use of the new HRIS. There was perceived resistance from employees who were using the system because of the movement from the old manual system to automated human resources functions, and that hindered development and positive progression in the organisation. The HRIS was installed in 2013 with automation of payroll, leave management and self-services where staff view pay slips online and change their personal details.
CBL was faced with a challenge of resistance from employees which resulted in the slow progress in noticing the opportunities brought by the system to improve service delivery. HRIS is used by individuals to run the operations of the Bank and it is important to examine individual perceptions to use the system and how they are adapting to the system daily. In order to have successful usage of the any information technology, research revealed that resistance should be dealt with by raising users awareness to the advantages of the system implemented
The perceived resistance to change by individual employees who are users of HRIS makes it difficult for the system to be fully utilised: individual cecisions to use the system may be influenced by colleagues views which might cause negative or positive attitudes towards the use of the system he transition to the use The perceived resistance to change by individual employees who are users of HRis makes it difficult for the system to be fully utilised. Individual decisions to use the system may be influenced by colleagues' views which might cause negative or positive attitudes towards the use of the system. The transition to the use of technology has changed employees' relationships because of the human-computer interaction Taiwo & Downe, 2013). Readiness and preparedness of the Bank to enable the smooth switch from the old system to new HRIS technology is another challenge faced by CBL.

Management support is vital in the implementation of any system to build a supportive environment and provide required resources. There is a serious need to address the issues of acceptance and usage of the HRIS at CBL. The Government of Lesotho is in the process of implementing the same project for all ministries in the country. The problem of acceptance and usage of technology still exists when looking at government employees. The employees' experience in using computers is very minimal and the government has to be ready to deal with the challenges of acceptance and usage of HRIS. Existing internal factors such as employees are very critical in the implementation of HIS as users. Critically analyse the provided case study and identify the key benefits of shifting from the manual mode of performing work towards the utilisation of the Human Resource Information System (HRIS). Further, highlight some of the underlying challenges faced by the Central- Banks of Lesotho with the implementation of HRIS in the organization.

In light of the above case study, provide recommendations of appropriate measures that should be taken by the Central-Banks of Lesotho to ensure a smooth transition to an automated system for the HRIS to be used effectively and efficiently