A theoretical framework for measuring the impact of information technology in the human resource function: untapped potential or unfulfilled promises?

The corporate human resource function is an area that has undergone a great increase in computer support. Unfortunately, human resource information systems (HRIS) bring with them problems endemic to system design as well as issues to resolve. The author extends a theoretical rationale from which to examine these problems and a framework from which to examine the impact of HRIS on the human resource function. The theoretical approach is based in the strategic human resource concept of C. Lengnick-Hall (1988) and A.S. Tsui (1984). From it is derived the framework, called the human strategic resource matrix. This matrix plots both internal and external strategic components of an organization against a five-stage model of organizational development: the stages run from initiation of the component to its full integration into use. Each cell in the matrix contains the human resources needed in that area at that stage.<>