RM staff to total employees), the best practices of HRM (using human capital indices and benchmarks), the Balanced Scorecard strategy for goal realization, and a model employing causal chains to link employee variables to financial outcomes.
These are just a few of the kinds of datasets and processes that can turn HRM into a decision science with the capacity to assist the organization by providing meaningful input regarding how human capital is being maximized via HRM activities and û more importantly û how these activities improve the financial performance of the organization (Bodreau & Ramstad, 2002). Integral to this approach to maximizing the value of HRM is the use of selected information technologies and data analysis software programming that can explore causal relationships between discrete variables. A survey reported in a recent edition of Human Resource Department Management Report (What IT technologiesà, 2002) that was conducted by an industry group suggests that HRM is using self-service technologies in larger numbers than ever before in order to enhance existing technology. These systems are seen as creating within HRM the kinds of immediately significant databases that provide up-to-date real time data that HRM can use to provide management and decisionmakers with information on present and future hiring needs, career development, succession planning, and training and performance management.
Other enhancements that are available with respect to IT use in HRM activities include:
. Intranet-based knowledge base and transaction systems.
. System capabilities to handle FMLA and education and
. A global system that integrates with other functions
. Wireless systems that maximize knowledge sharing and
. Automatic tracking of paid time off (What HR
Integrating HRM and payroll is yet another way identified in this study which suggests that HRM can contribute significantly to decisionm...