HRMG8GO-Human Resource Information Systems Report Writing – Management Assignment Help

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Grant Corporation:

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The Grant Corporation is a financial services firm based in Chicago, Illinois. Its revenue exceeded $1 billion, with a net income of $530 million. It has just over 1,000 employees. While the organization has been in business for almost 10 years, it has experienced rapid growth in the previous 2 years due to tremendous business growth and a merger with the Enelrad Group, another local firm. They have had difficulty keeping up with this growth especially in the HR area which has been stretched thin to keep up with staffing needs and their other mainly administrative duties.

Six months ago, the CEO, Ted Jackson, recognized the need to expand the size and functionality of the HRM specifically in the area of HRIS and Julia Woodland was hired as the Director of HR, reporting directly to him. This was a newly created position, and itsincumbent would replace the HR Administrator who had previously reported to the VP of Finance, and who decided to retire when the new HR position was announced. When Woodland was hired, Jackson told her that she would have “full reign” to create a more strategically focused HR department that would be better equipped to handle the organization’s HR needs. She had had quite a bit of experience at her previous company and was eager to take on the task.

Although the organisation used advanced technology for their business applications, HR still used a basic payroll processing software programme and Excel spreadsheets to track various  categories of employee information which included personal data, benefits enrolments, performance evaluation schedules and compensation. All payroll and benefits information were manually entered into their respective systems and much of the information had to be entered into multiple spreadsheets when there was a change. Departments could not keep up with the information needs — new employees were getting paid incorrectly, or not at all. Benefits enrolments were delayed or contained mistakes, and performance evaluations and pay raises were late. The printed employee handbook, benefits binder and orientation materials were in serious need of updating. In addition, 16 positions remained vacant and stacks of resumes everywhere. It was no wonder that the HR Administrator had decided to retire prematurely!

Julia Woodland spent long hours trying to determine what she could do to address the immediate and long-term concerns of her new department She brought in a temporary employee to help her staff file, process paperwork and enter data. She focused on hiring two higher level HR representatives and a payroll clerk. She turned to a staffing agency to help them identify candidates for their Open positions, including those in HR. Finally, she proposed the purchase of an integrated payroll/HRIS that was capable of integrating the Finance department’s System as well as their benefit and 401 (K) providers’ systems. It also offered the option of a Web-based employee portal, which would allow employees to view information online and change their personal data. Jackson responded favourably and told her to “go-ahead and do whatever she needed to do to fix the mess.” The next day Woodland contracted with the HRIS provider.

Woodland spent the next week meeting with her new HRIS vendor representative to discuss the installation and implementation of the system. Because she was so overwhelmed and wanted to get the new system in as quickly as possible, she didn’t have time to discuss the project with her staff right away, but she knew that they would be excited about the new system and the opportunities it would open up for them as the burden of administrative tasks eased.

She closed her doors during the meetings, so participants could concentrate. She wanted to be able to implement the system by January 1. so that their year-end payroll data were accurate, and managers could track other data on an annual basis with a full year of data. Since she had been through the process in the past and was familiar with such systems, she figured that she could manage the implementation with the help of IT and her staff as needed. She would make all key decisions to move the project along and meet her deadline.

The current HR staff consisted of an HR Assistant and two generalists who seemed to function as clerks and recruiters. They had all been hired at the same time more than 5 years ago, when the HR Administrator was the sole member of the department. They were very proud of how they had worked so hard together to build HR and keep up with the increasing demand. They were just getting used to working with Woodland but thought that she was very nice and had high hopes for the improvement and new strategic focus that she would help them implement. Day by day, the staff watched the vendor representative come and go. along with a parade of candidates for the new HR Representative positions sent over by the agency. They soon began to wonder about all the changes that their new boss was making and what these changes would mean for them. They started making assumptions that had them very concerned.

Woodland contacted the IT Director to tell him about the project. He expressed concern over the ability of their server to handle the new system and how they would address firewall issues with the portal. Furthermore, all his staff were tied up with a critical upgrade to their customer service system which had caused more than its share of problems. He demanded to know why they had not been involved sooner and told her that it would be unlikely that they would be able to participate in the implementation or help her meet her deadline. Upset, she called Todd Jackson, who advised her not to worry about it — he would tell them get it done.

When she contacted Finance to obtain information that the HRIS vendor needed to link the HRIS to that department’s system, the finance manager was more than willing to help — but she did not know where to get the System information from and did not understand how the information would flow from one system to another. She asked why they couldn’t just keep the systems separate and enter the necessary data into the finance system from reports provided by HR. “That’s the way we’ve always done it,” she said. “It doesn’t take long, and it will be much simpler that way.”

In the meantime, morale was declining in HR. Whenever Woodland asked them for information about payroll or their Excel spreadsheets, they seemed uneasy and never provided her with exactly what she was looking for. She didn’t understand their antiquated forms or their backward processes but decided she could fix those after the new system was in. Also it felt like the rest of the company was suddenly treating her differently. They had all made her feel so welcome 6 months ago when she came on board. Now employees approached her with caution, and managers always seemed abrupt.

Julia Woodland began to wonder if this was the right role for her. Why were things so difficult? She thought that everyone would be thrilled about the new system and its efficiencies and would be eager to help. Was it her problem or theirs?

She thought that perhaps people didn’t realize the impact she was making in the organization. She decided to make an announcement about the exciting new system that would help make things more effective and efficient in HR and help the employees simplify their lives as well. She sent out a companywide e-mail announcing the new payroll/HRlS and outlining its ability to interface with other systems and its Web-portal capabilities. To her disappointment, no one seemed to understand the significance or even pay attention. A few employees asked her if their salaries would be delayed as a result. She wondered how she would ever get through this and what she needed to do to get everyone. 


Identify potential reasons for the HRIS implementation failure at Grant Corporation and recommend how each of the reasons that you have identified could have been avoided and/or mitigated in the first place. Use literature, theories, charts or tables wherever possible to support your analysis and recommendations. Cohesive and logical arguments reflecting critical thinking is encouraged.


“HRIS needs analysis refers to the process of gathering, prioritising, and documenting an organisation’s HR information requirements”. Critically evaluate the success factors that you would consider for conducting an HRIS needs analysis at Grant Corporation that would integrate and inform further steps in the system development life cycle (SLDC).



The following legislations have been enacted which have implications on how information is managed in the workplace.

  • The Promotion of Access to Information Act, Act 2 of 2000
  • The Protection of Personal Information Act, Act 4 of 2013, and
  • The Protected Disclosures Act, Act 26 of 2000

Discuss the implications of the above legislations for HRIS. Give specific examples to substantiate your responses. 

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