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The increased use of technology and the changed focus of the HRM function as adding value to the organization’s product or service led to the emergence of the HR department as a strategic partner. With the growing importance and recognition of people and people management in contemporary organizations, strategic HRM (SHRM) has become critically important in management thinking and practice. SHRM derives its theoretical significance from the resource-based view of the firm that treats human capital as a strategic asset and a competitive advantage in improving organizational performance
Traditional: Transactional activities involve day-to-day transactions that have to deal mostly with record keeping In this case study the tradional functions are entering payroll information, employee status changes, and the administration of employee benefits. Traditional activities involve HR programs such as planning, recruiting, selection, training, compensation, and performance management. These activities can have strategic value for the organization if their results or outcomes are consistent with the strategic goals of the organization.
Transactional: Transactional activities are the routine bookkeeping tasks—for example, changing an employee’s home address or health care provider etc.
Transformational : Transformational activities are those activities that add value to the organization. In this case ,transformational activities are cultural or organizational change, structural realignment, strategic redirection, and increasing innovation.
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Introduction:
Human resources information systems (HRIS) can play an important part in a company’s HR function. Implementing an effective HRIS can