Title: Does the evolution of the human resources practices imply the implementation of an information system? For a contextualism of practices

Authors: Julie Tixier

Addresses: Paris-Dauphine University, CREPA 314, rue des Pyrenees, F-75020 Paris, France

Abstract: This paper studies the possible effects of the implementation of an HRIS (human resources information system) on human resources job within a multinational company. I study the case of the Rexel group which, in particular, by the implementation of an HRIS, seeks to transform HRM practices of its various subsidiaries. These have an HR strategy centred around two main orientations: harmonisation of tools and practices of management staff (ADM), and development of human resources management (HRM). Each subsidiary developed a strategy according to its own organisational, historical and legal context; therefore, the HRD group seeks to harmonise current practices. It is within the development framework of the HRM policy and its harmonisation, that the information system is established in the subsidiaries of the group. Moreover, this evolution is accompanied by a major change within the Rexel group: through the implementation of the HRIS as an HRM tool, the management of the group will show its interest in the contents of local HR policies and not merely in financial data from the subsidiaries. The reporting system being then centred on HR policies constitutes on its own a migration of the coordination process in the group.

Keywords: human resources information system; evolution; human resources practices; implementation process; multinationals; HRM; human resource management.

DOI: 10.1504/IJHRDM.2004.005048

International Journal of Human Resources Development and Management, 2004 Vol.4 No.4, pp.414 - 430

Published online: 23 Aug 2004 *

Full-text access for editors Full-text access for subscribers Purchase this article Comment on this article