Evaluating the effectiveness of human resource information system(s) (HRIS) in improving employee performance at Stanbic Bank Uganda
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This study evaluated the employee performance supported with HRIS in Stanbic Bank, Uganda. The study discovered that evaluation of employee performance requires effective HR planning with the support of HRIS. HR management, supported with Resource Based Theory, improves employee performance. The study was guided by three research objectives; to evaluate the employee performance supported by HRIS in Stanbic Bank, to identify the challenges in evaluation of employee performance using the HRIS in Stanbic Bank, and to suggest strategies of improving employee performance evaluation processes using the HRIS to improve overall performance at Stanbic Bank Uganda. The study used a qualitative cross-section survey design and the unit of analysis was Stanbic Bank, Uganda. The unit of inquiry were staff at the bank. Primary data was collected from 23 participants using the interview guide and analyzed with ATLAS.ti: Qualitative Data Analysis. Results revealed that employee performance evaluation, supported by HRIS, is initiated at the start of the year whereby the Bank’s WIGs are shared with the Unit Heads who cascade the same to their team members through the department’s score card. Based on the department’s score card. The team members populate their performance goals into the people fluent system and the set goals are approved by their line manager. In June, through the “Perform to Grow mechanism” in the HRIS, mid-year performance appraisals are conducted whereupon the employee and their line manager discuss the employee’s performance since the year begun. In this discussion, the employee and the line manager agree on what has been achieved, what it is to be achieved and what areas require improved before the overall performance appraisal at the end of the year. In November, the employee carries out self-assessment of their performance for the entire year and populate the system with their findings. The line manager then has a discussion with the employee to agree on the findings from the employee’s self-assessment before they approve in the system, and where necessary, the employee adjusts their findings to what has been agreed upon in the discussion. In January of the following year, in what is termed as “People Day”, the line managers, the Unit Head and HR representative will meet and discuss the performance of each team member. The challenges revealed were inability of officers to respond to ratings of line managers on set goals, inability to input extra unrecognized conversations, unrealistic goals in score card, employee psychological blocks to use HRIS, unrealistic job preview, network failure, lack of management support, and technical pitfalls to set achievable goals. The strategies to improve employee performance evaluation supported with HRIS were weekly performance review, input the face to face discussions in the system, HRIS Analytics, flexibility of the system design, score card with clear activities connected to the WIGS, stable power supply and network to support HRIS, employee empowerment, refresher training course on the use of the system, managerial efficiency to support the bank officers and robustness of HRIS to automate the solutions in setting realistic goals. The study recommends that managers should increase funding to adopt HRIS Analytics, interlinking HRIS with staff emails, train staff on setting SMART goals, stable network to improve employee performance evaluation using HRIS at the bank.