Waiting for innovation in the human resources department: Godot implements a human resource information system
通过一家大型能源公司的纵向案例研究，分析了人力资源部门对实施新人力资源信息系统的反应，发现员工技能水平比职位层级更能影响对系统价值的看法，且面对面培训比书面沟通更有效。
Abstract The implementation of a new human resource information system (HRIS) represents a major form of planned organizational change for the Human Resource function, yet little research has been conducted on this issue. This article presents a longitudinal case study of the reactions of the Human Resource community in a large energy company to the planned implementation of a new corporate HRIS. Implementing an HRIS to enhance strategic and business decision‐making has important organizational development implications. A new HRIS (1) represents an attempt to enable Human Resources to become more of a business partner, (2) changes the nature of HR work to encompass a greater information broker and decision support role, and (3) alters power dynamics and communication patterns involving Human Resources. Varying levels of resistance and ambivalence were found regarding the extent to which human resource information systems skills were valued as a critical competency. While there is a trend, toward attitudinal convergence within the human resource community, over time, the results suggest that user skill level may be more strongly related to variance in attitudes toward the value of a new HRIS than to hierarchical level or business unit affiliation. The study also found that face‐to‐face seminars were a significantly more effective intervention than was written communication in influencing favorable intention to use the HRIS.