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Human Resource Information Systems
Fourth Edition
To my wife, Barbara, and my sons Sean, Colin, and Timothy, and
especially to my granddaughter, Isabella

—M. J. K.

To my wife, Kelley, and my daughters, Rachel and Katherine

—R. D. J.
Human Resource Information Systems
Fourth Edition

Editors

Michael J. Kavanagh
University at Albany, State University of New York
Richard D. Johnson
University at Albany, State University of New York
FOR INFORMATION:

SAGE Publications, Inc.

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Copyright © 2018 by SAGE Publications, Inc.

All rights reserved. No part of this book may be reproduced or utilized in any
form or by any means, electronic or mechanical, including photocopying,
recording, or by any information storage and retrieval system, without
permission in writing from the publisher.

Printed in the United States of America

Library of Congress Cataloging-in-Publication Data

Names: Kavanagh, Michael J., editor. | Johnson, Richard David, editor.

Title: Human resource information systems : basics, applications, and future

directions / editors Michael J. Kavanagh, State University of New York,
Albany, Richard D. Johnson, State University of New York, Albany.

Description: Fourth edition. | Los Angeles : SAGE, [2018] | Includes

bibliographical references and index.

Identifiers: LCCN 2017008269 | ISBN 9781506351452 (pbk. : alk. paper)

Subjects: LCSH: Personnel management—Information technology. |

Personnel management—Data processing.

Classification: LCC HF5549.5.D37 H86 2018 | DDC 658.300285—dc23 LC

record available at https://lccn.loc.gov/2017008269

This book is printed on acid-free paper.

Acquisitions Editor: Maggie Stanley

Developmental Editor: Neda Dallal

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Brief Contents
1. Preface
2. Acknowledgments
3. PART I • HUMAN RESOURCE INFORMATION SYSTEMS
(HRIS): THE BACKBONE OF MODERN HR
1. Chapter 1 • A Brief History and Overview of Technology in HR
2. Chapter 2 • Database Concepts and Applications in HRIS
3. Chapter 3 • Systems Considerations in the Design of an HRIS:
Planning for Implementations
4. PART II • MANAGING HRIS IMPLEMENTATIONS
1. Chapter 4 • The Systems Development Life Cycle and HRIS Needs
Analysis
2. Chapter 5 • System Design and Acquisition
3. Chapter 6 • Change Management and Implementation
4. Chapter 7 • Cost Justifying HRIS Investments
5. PART III • ELECTRONIC HUMAN RESOURCE
MANAGEMENT (EHRM)
1. Chapter 8 • HR Administration and HRIS
2. Chapter 9 • Talent Management
3. Chapter 10 • Recruitment and Selection in an Internet Context
4. Chapter 11 • Training and Development: Issues and HRIS
Applications
5. Chapter 12 • Performance Management, Compensation, Benefits,
Payroll, and HRIS
6. PART IV • ADVANCED HRIS APPLICATION AND FUTURE
TRENDS
1. Chapter 13 • HRIS and International HRM
2. Chapter 14 • HR Metrics and Workforce Analytics
3. Chapter 15 • HRIS Privacy and Security
4. Chapter 16 • HRIS and Social Media
5. Chapter 17 • The Future of HRIS: Emerging Trends in HRM and
IT
7. Glossary
8. References
9. Author Index
10. Subject Index
11. About the Editors
12. About the Contributors
Detailed Contents
1. Preface
2. Acknowledgments
3. PART I • HUMAN RESOURCE INFORMATION SYSTEMS
(HRIS): THE BACKBONE OF MODERN HR
1. Chapter 1 • A Brief History and Overview of Technology in HR
1. Editors’ Note
2. Chapter Objectives
3. HRIS in Action
4. Introduction
5. HR Activities
6. Technology and Human Resources
1. What Is an HRIS?
2. eHRM and HRIS
3. The Value and Risks of HRIS
4. Types of HRIS
7. Evolution of HRM and HRIS
1. Pre–World War II
2. Post–World War II (1945–1960)
3. Social Issues Era (1963–1980)
4. Cost-Effectiveness Era (1980–Early 1990s)
5. ERPs and Strategic HRM (1990–2010)
6. “The Cloud” and Mobile Technologies (2010–Present)
8. HRIS Within the Broader Organization and Environment
9. Themes of the Book
10. Summary
11. Key Terms
12. Discussion Questions
13. Case Study: Position Description and Specification for an
HRIS Administrator
2. Chapter 2 • Database Concepts and Applications in HRIS
1. Editors’ Note
2. Chapter Objectives
3. Introduction
4. Data, Information, and Knowledge
 5. Database Management Systems
1. Early DBMSs
2. Relational DBMSs
3. Data Sharing Between Different Functions
4. Data Sharing Between Different Levels
5. Data Sharing Across Locations
6. Key Relational Database Terminology
1. Entities and Attributes
2. Tables
3. Relationships, Primary Keys, and Foreign Keys
4. Queries
5. Forms
6. Reports
7. MS Access—An Illustrative Personal Database
1. Designing an MS Access Database
2. HR Database Application Using MS Access
3. Other HR Databases
8. Data Integration: Database Warehouses, Business Intelligence,
and Data Mining
9. Big Data and NOSQL Databases
10. Summary
11. Key Terms
12. Discussion Questions
13. Case Study: Building an Application Database
3. Chapter 3 • Systems Considerations in the Design of an HRIS:
Planning for Implementations
1. Editors’ Note
2. Chapter Objectives
3. HRIS in Action
4. Introduction
5. HRIS Customers/Users: Data Importance
1. Employees
2. Nonemployees
3. Important Data
6. HRIS Architecture
1. HRIS Evolution
2. Client-Server (Two-Tier) Architecture
 3. Three-Tier and N-Tier Architecture
4. Cloud Computing—Back to the Future?!
5. Mobile Access
6. Security Challenges
7. Best of Breed
1. Talent Management
2. Time and Attendance
3. Payroll
4. Benefits
8. Planning for System Implementation
9. Summary
10. Key Terms
11. Discussion Questions
12. Case Study: Vignette Revisited
1. Industry Brief
4. PART II • MANAGING HRIS IMPLEMENTATIONS
1. Chapter 4 • The Systems Development Life Cycle and HRIS Needs
Analysis
1. Editors’ Note
2. Chapter Objectives
3. HRIS in Action
4. Introduction
5. The Systems Development Life Cycle
6. Analysis
7. Needs Analysis
1. 1. Needs Analysis Planning
2. 2. Observation
3. 3. Exploration
4. 4. Evaluation
5. 5. Reporting
8. Summary
9. Key Terms
10. Discussion Questions
11. Case Study: “Planning the Needs of Other Organizations”
1. Industry Brief
2. Chapter 5 • System Design and Acquisition
1. Editors’ Note
 2. Chapter Objectives
3. HRIS in Action
4. Introduction
5. Design Considerations During the Systems Development Life
Cycle
1. Logical Design
2. Two Ways to View an HRIS: Data Versus Process
3. Logical Process Modeling With Data Flow Diagrams
4. Creating and Using the DFD
5. Physical Design
6. Working With Vendors
1. Vendor Selection
7. Assessing System Feasibility
1. Technical Feasibility
2. Operational Feasibility
3. Legal and Political Feasibility
4. Economic Feasibility
8. Summary
9. Key Terms
10. Discussion Questions
11. Case Study: Vignette Continued
1. Industry Brief
3. Chapter 6 • Change Management and Implementation
1. Editors’ Note
2. Chapter Objectives
3. HRIS in Action
4. Introduction
1. Change Management
2. The Change Management Process: Science and Art
5. Models of the Change Process
1. Overview of Organizational Change
6. Selected Change Models
1. Lewin’s Change Model
2. Change Equation Formula
3. Nadler’s Congruence Model
4. Kotter’s Process of Leading Change
5. Important Reminders Regarding Change Models
 7. Why Do System Failures Occur?
1. Leadership
2. Planning
3. Communication
4. Training
8. HRIS Implementation
1. Data Migration
2. Software Testing
3. System Conversion
4. Documentation
5. Training
6. Resistance to Change
7. User Acceptance
9. Critical Success Factors in HRIS Implementation
10. Summary
11. Key Terms
12. Discussion Questions
13. Case Study: The Grant Corporation
4. Chapter 7 • Cost Justifying HRIS Investments
1. Editors’ Note
2. Chapter Objectives
3. HRIS in Action
4. Introduction
1. Justification Strategies for HRIS Investments
2. Evolution of HRIS Justification
3. Approaches to Investment Analyses Make a Difference:
Some Guidelines
5. HRIS Cost-Benefit Analysis
1. Identifying Sources of Value for Benefits and Costs
2. Direct Benefits
3. Indirect Benefits
6. Implementation Costs
7. Estimating the Value of Indirect Benefits
8. Estimating Indirect Benefit Magnitude
1. Direct Estimation
2. Benchmarking
3. Internal Assessment
 9. Mapping Indirect Benefits to Revenues and Costs
10. Methods for Estimating the Value of Indirect Benefits
1. Average Employee Contribution
11. Estimating the Timing of Benefits and Costs
1. The Role of Variance in Estimates
12. Avoiding Common Problems
13. Packaging the Analysis for Decision Makers
14. Summary
15. Key Terms
16. Discussion Questions
17. Case Study: Justifying an HRIS Investment at Investment
Associates
1. Industry Brief
5. PART III • ELECTRONIC HUMAN RESOURCE
MANAGEMENT (EHRM)
1. Chapter 8 • HR Administration and HRIS
1. Editors’ Note
2. Chapter Objectives
3. HRIS in Action
4. Introduction
5. Technical Support for Job Analysis
1. Approaches and Techniques
2. HRIS Applications
6. The HRIS Environment and Other Aspects of HR
Administration
7. HRM Administration and Organizing Approaches
1. Service-Oriented Architecture and eXtensible Markup
Language
2. Advantages of XML-Enhanced SOA
3. Theory and HR Administration
4. Self-Service Portals and HRIS
5. Shared-Service Centers and HRIS
6. Outsourcing and HRIS
7. Offshoring and HRIS
8. Summary of HR Administration Approaches
8. Legal Compliance and HR Administration
9. HR Administration and Equal Employment Opportunity
 1. U.S. Civil Rights Act of 1964, Title VII, and the EEO-1
Report
2. EEO-1 Report (Standard Form 100)
3. EEO-1 and HRIS
4. Occupational Safety and Health Act Record Keeping
5. OSHA Form 300 (Log of Work-Related Injuries and
Illnesses) and HRIS
6. Technology, HR Administration, and Mandated
Governmental Reporting
7. Summary of Government-Mandated Reports and Privacy
Requirements
10. HR Strategic Goal Achievement and the Balanced Scorecard
1. HRM and the Balanced Scorecard
2. HR Scorecard and Balanced Scorecard Alignment
11. Summary
12. Key Terms
13. Discussion Questions
14. Case Study: Talent Management at CalleetaCO
2. Chapter 9 • Talent Management
1. Editors’ Note
2. Chapter Objectives
3. HRIS in Action
4. Introduction
1. Defining Talent Management
2. Importance of Talent Management
3. The Talent Management Life Cycle
4. Attributes for Talent
5. Job Analysis and Human Resource Planning: Part of TM
1. Job Analysis
2. Human Resource Planning (HRP)
3. Phase 1: Setting HRP Objectives
4. Phase 2: Planning HR Programs
5. Phase 3: Evaluation and Control
6. Workforce Management/Human Resource Planning With
an HRIS
7. Long- and Short-Term Strategic Importance of Talent
Management
 6. Talent Management and Corporate Strategy
7. Anticipating Change and Creating an Adaptable Workforce
8. Talent Management and Corporate Culture
9. Talent Management and Information Systems
1. The Link Between Talent Management and Human
Resource Information Systems
2. Talent Management Software Packages
10. Trends in Talent Management Software
1. Recruiting Top Talent Using Social Networking Sites
(SNSs)
2. Using Information Systems to Set Goals and Evaluate
Performance
3. Using Analytics for Talent Management
4. Workforce Analytics and Talent Management
5. Measuring the Success of Talent Management
11. Summary
12. Key Terms
13. Discussion Questions
14. Case Study: Vignette Case Continued
1. Industry Brief
3. Chapter 10 • Recruitment and Selection in an Internet Context
1. Editors’ Note
2. Chapter Objectives
3. HRIS in Action
4. Introduction
5. Recruitment and Technology
1. The Impact of Online Recruitment on Recruitment
Objectives
2. Attributes of the Recruiting Website
3. Recruitment Strategies and Social Networking
4. The Relationship of e-Recruiting and HRIS
6. Online Recruitment Guidelines
7. Selection and Technology
1. What Are Selection Tests and Assessments, and Why Are
They Used?
2. Why Is Understanding Assessment Important for HRIS?
3. Technology Issues in Selection
 4. Applying HRIS to Selection and Assessment
5. Demonstrating the HRM’s Value With HRIS Selection
Applications
8. Summary
9. Key Terms
10. Discussion Questions
11. Case Study: Recruitment and Selection in a Global
Organization
4. Chapter 11 • Training and Development: Issues and HRIS
Applications
1. Editors’ Note
2. Chapter Objectives
3. HRIS in Action
4. Introduction
5. Training and Development: Strategic Implications and
Learning Organizations
1. Systems Model of Training and Development
6. Training Metrics and Cost-Benefit Analysis
7. HRIS Applications in Training
1. HRIS/Learning Applications: Learning Management
Systems
2. HRIS T&D Applications: Implementation Issues
8. Summary
9. Key Terms
10. Discussion Questions
11. Case Study: Training and Development at Meddevco
1. Industry Brief
5. Chapter 12 • Performance Management, Compensation, Benefits,
Payroll, and HRIS
1. Editors’ Note
2. Chapter Objectives
3. HRIS in Action
4. Introduction
1. The Meaning of Work
5. Performance Management
1. Overview
2. Typical Data Inputs
 3. Typical Reports
4. Data Outflows
5. Decision Support
6. Compensation
1. Overview
2. Typical Data Inputs
3. Typical Reports
4. Data Outflows
5. Decision Support
7. Benefits
1. Overview
2. Typical Data Inputs
3. Typical Reports
4. Data Outflows
5. Decision Support
8. Payroll
1. Overview
2. Typical Data Inputs
3. Typical Reports
4. Data Outflows
5. Decision Support
9. Summary
10. Key Terms
11. Discussion Questions
12. Case Study: Grandview Global Financial Services, Inc.
6. PART IV • ADVANCED HRIS APPLICATIONS AND FUTURE
TRENDS
1. Chapter 13 • HRIS and International HRM
1. Editors’ Note
2. Chapter Objectives
3. HRIS in Action
4. Introduction
1. Types of International Business Operations
2. Going Global
3. Differences in HRM in MNEs
4. Key HR Management Issues in MNEs
5. HR Programs in Global Organizations
 1. International Staffing
2. Selecting Global Managers: Managing Expatriates
3. Training and Development of Expatriates
4. Performance Appraisal in MNEs
5. Managing International Compensation
6. HRIS Applications in IHRM
1. Introduction
2. Organizational Structure for Effectiveness
3. IHRM–HRIS Administrative Issues
4. HRIS Applications in MNEs
7. Summary
8. Key Terms
9. Discussion Questions
10. Case Study: Global Issues in a Multinational Company
2. Chapter 14 • HR Metrics and Workforce Analytics
1. Editors’ Note
2. Chapter Objectives
3. HRIS in Action
4. Introduction
5. A Brief History of HR Metrics and Analytics
6. Limitations of Historical Metrics
7. Contemporary HR Metrics and Workforce Analytics
1. Understanding Workforce Analytics Practices
2. HR Metrics
3. Workforce Analytics
8. HR Metrics, Workforce Analytics, and Organizational
Effectiveness
1. A Common and Troublesome View
2. Maximizing the Impact of Workforce Analytics Efforts
3. Triage in Evaluating Workforce Analysis Opportunities
9. So Where Are the Best Workforce Analytics Opportunities
Likely to Be Found?
1. HR Process Efficiency
2. Operational Effectiveness
3. Strategic Realignment
4. Starting With the End in Mind
10. An Example Analysis: The Case of Staffing
 1. Evaluating Recruitment Effectiveness (D3)
2. Evaluating the Effectiveness of Job Offer Decisions (D4)
3. Evaluating Job Acceptance Performance (D5)
4. Assessing the Financial Impact of Staffing Decisions:
Utility Analysis
11. Building a Workforce Analytics Function
1. Getting Started
2. Understanding Why
3. Putting HR Metrics and Analytics Data in Context
4. Reporting What We Find
5. HR Dashboards
12. Useful Things to Remember About HR Metrics and Analytics
1. Don’t “Do Metrics”
2. Bigger Is Not Always Better
3. HR Metrics and Analytics Is a Journey—Not a
Destination
4. Be Willing to Learn
5. Avoid the Temptation to Measure Everything
Aggressively
6. Workforce Analytics and the Future
13. Summary
14. Key Terms
15. Discussion Questions
16. Case Study: Regional Hospital
3. Chapter 15 • HRIS Privacy and Security
1. Editors’ Note
2. Chapter Objectives
3. HRIS in Action
4. Introduction
5. Employee Privacy
1. Unauthorized Access to Information
2. Unauthorized Disclosure of Information
3. Data Accuracy Problems
4. Stigmatization Problems
5. Use of Data in Social Network Websites
6. Lack of Privacy Protection Policies
6. Components of Information Security
 1. Brief Evolution of Security Models
2. Security Threats
7. Information Policy and Management
1. Fair Information Management Policies
2. Effective Information Security Policies
3. Contingency Planning
8. Summary
9. Key Terms
10. Discussion Questions
11. Case Study: Practical Applications of an Information Privacy
Plan
4. Chapter 16 • HRIS and Social Media
1. Editors’ Note
2. Chapter Objectives
3. Introduction
4. Global Usage of Social Media
5. Social Media and HR Practices
1. Organizational Recruitment and Selection
2. Training and Development
3. Internal Communication and Engagement
6. Concerns Over Social Media
7. Corporate Social Media Policies
1. Recruitment and Selection
2. Validity of SMWs in Selection
3. Privacy Concerns
4. Diversity Concerns
5. Federal and State Guidelines
8. Research-Based Tips for the Use of Social Media in HR
9. Summary
10. Key Terms
11. Discussion Questions
5. Chapter 17 • The Future of HRIS: Emerging Trends in HRM and
IT
1. Editors’ Note
2. Chapter Objectives
3. Introduction
4. Future Trends in HRM
 1. Health and Wellness
2. Business Intelligence and People Analytics
3. Demographic Workforce Changes
4. Employee Engagement
5. Growing Complexity of Legal Compliance
6. Virtualization of Work
5. Future Trends in HRIS
1. Bring Your Own Device
2. Gamification
3. Web 2.0 and Social Networking
4. Internet of Things
5. Open-Source Software
6. An Evolving Industry
7. Evolving HRIS Technology Strategy
8. HRIS Moves to Small Businesses
6. Future Trends in Workforce Technologies
7. Summary
8. Key Terms
7. Glossary
8. References
9. Author Index
10. Subject Index
11. About the Editors
12. About the Contributors
Preface
In his book Good to Great, Jim Collins notes, “Great vision without great
people is irrelevant.” In a sense, this quote gets at the heart of human
resources—attracting, hiring, motivating, training, and retaining the best
people for your organization. However, to be truly successful in this mission,
organizations have to invest in technology to support all aspects of their
human resources. In this fourth edition of Human Resource Information
Systems: Basics, Applications, and Future Directions, we have several goals.
First, we want to update the text to reflect the current use of technology in
organizations. The core human resource information system (HRIS),
although still the center of any human resources (HR) technology
investments, is no longer the only technology supporting HR. New
technologies such as mobile devices and social media are driving changes in
how organizations deploy technology in HR. Second, we wish to continue to
improve the content and the usefulness of the content for faculty and
students. Third, we continue with our goals of presenting a broad-based
perspective on HRIS, one which includes a focus on developing and
implementing these systems, an understanding of how these systems impact
the practice of HR across a number of functions, and finally, a discussion of
timely and important developments in these systems (e.g., metrics, social
media, international human resource management [HRM]). Although there
have been several books on HRIS published, most authors have focused only
on one aspect or dimension of the HRIS field, for example, on e-HRM, Web-
based HR, or the strategic deployment of HRIS in a global context.

In the preface to the first edition of this book, we note that Kavanagh et al.
(1990) stated that “among the most significant changes in the field of human
resources management in the past decade has been the use of computers to
develop what have become known as human resource information systems
(HRIS)” (p. v). We also argued that the introduction of computers to the field
of HRM during the 1980s and early 1990s was a revolutionary change. That
is, HRM paper systems in file cabinets were replaced by HRM software on
mainframes and PCs. To keep up with these technological changes in HRM,
companies were forced to adapt, even though it was quite expensive, in order
to remain competitive in their markets. Although we have previously
suggested that the changes since the early 1990s were evolutionary, it is clear
that in the past five years, we have entered another period of revolutionary
change. No longer are companies purchasing an HRIS, customizing it to fit
their needs, and installing it locally. Instead, today organizations are moving
to cloud computing where they “rent” space to maintain their data and rely on
the vendors to manage and support the system. In addition, HR is taking
advantage of systems outside of organizational control, such as Twitter,
Facebook, Instagram, YouTube, and more to support employees throughout
the employment life cycle. Thus, managers and organizations must develop
policies to address this vastly different environment, where much of the data
supporting HRIS is accessed remotely and often is stored on systems not
under the direct control of the organization.

Along with these changes in technology, a revolution has come to the

practice of human resources. By adopting software to support HR
functioning, HR now has more information on employees, and can use this
understanding to better attract candidates, hire better employees, and more
effectively manage them. In other words, these changes have meant that there
have been significant advances in the use of people resources in managerial
decisions. Thus, the role of HRM has evolved so that now it is increasingly
viewed as a strategic partner in the organization. In addition, the role of an
HR professional is changing, and the most successful HR professionals will
have both HR expertise, as well as strong knowledge and appreciation for a
how a variety of technology tools can support “people practices” within HR
and within the firm.

What do these changes mean for the new learner with a background in HRM
or information technology (IT), who is trying to understand the HRIS field?
Although it may be tempting to think that the optimal approach is to train
students on the latest HRIS software and the latest trends in HRIS, in reality
this would be like starting with Chapter 17 of this book and then proceeding
backward through the book. Unfortunately, many people do, in fact, focus on
learning the actual software tool itself (e.g., the HRIS) and the technological
advances in HRIS without understanding the basics first. The approach we
take in this book, and one we recommend, is to start with an understanding of
the evolutional changes to technology and how these changes have
transformed HR practices (e.g., how HRM moved from using paper records
in file cabinets to the computerization of the HR function), and how this
interplay between technology and human resources has changed, and will
continue to change, the field of HRIS. Only after understanding these
changes will the learner be able to effectively understand how advances in
technology can help their organization manage their HR function more
effectively.

New Aspects of the Fourth Edition

As we do in each edition of the text, we have made substantial revisions in
response to feedback from adopters and advances in the field of HRIS.
Consistent with the previous version of the text, we have four main parts to
the book, but we have adjusted the chapters to more directly relate to the
themes of

HRIS: The Backbone of Modern HR

Managing HRIS Implementations
Electronic Human Resource Management (eHRM)
Advanced HRIS Applications and Future Trends

In our first section, we discuss the modern HRIS, the role that databases play
in HRIS, and the key IT architectures and people who interact with the HRIS.
Chapter 1 has been rewritten to more clearly describe how technology is
transforming human resources, define what an HRIS is, discuss how an HRIS
contributes to HR functioning, and the advantages and risks of using HRIS.
In our second section, “Managing HRIS Implementations,” we focus on the
development and implementation of an HRIS in an organizational setting.
Chapters 6 and 9 from the previous edition were combined with a greater
focus on change management and systems implementation issues (Chapter
6). The major motivation for this change is that with the increased influence
of cloud-based systems, fewer and fewer organizations are choosing to build
or customize HR software. Thus, success is increasingly dependent upon
strong change management processes.

Section 3 focuses on eHRM, or the management and delivery of HR

functionality enabled by technology. In this section, each chapter focuses on
a major functional area of human resources (e.g., recruitment, selection,
training, etc.) and discusses how technology is changing its practice. In
addition, these chapters bring in some of the latest research-based
recommendations for using HR technology. In Chapter 11, we welcome
aboard Steven Charlier, who has brought in some of the latest research
findings on e-learning to inform the recommendations made in the e-learning
chapter.

The final section of our book focuses on advanced HRIS topics. The chapters
in this section have undergone substantial changes. Miguel Olivas-Luján has
joined the authors of the international HRIS chapter and has updated the
chapter to more fully bring out the issues associated with implementing HRIS
in a global organization. Chapter 14 (previously Chapter 7) has been updated
to bring out the importance of the decision-making processes to metrics, as
well as provide fuller examples of the use of metrics in staffing. Stephanie
Black is has joined us in this edition and has contributed a new chapter on the
role of social media in HR (Chapter 16). This is an important and timely topic
as many organizations are embracing social media despite the potential risks
involved. Finally, Chapter 17 has been updated with a discussion of the latest
trends in HR and HRIS that will shape the future of the field.

In addition, we have added a number of “industry briefs” to several chapters

in the book. In each industry brief, leaders briefly discuss the importance of
the chapter’s topic and how it plays out in their firm or industry. Continued
positive feedback has contributed to our decision to retain our feature “HRIS
in Action.” We did these things to improve the text as a learning and teaching
tool—we wanted the text and each chapter within it to present a complete
learning experience. Thus, we also continued the consistent structure across
all chapters that was introduced in the previous edition. Chapters contain, in
the following order, (1) an editors’ note, (2) chapter objectives, (3) chapter
content, (4) chapter summary, (5) a list of key terms, (6) chapter discussion
questions, (7) a case with student discussion questions, and (8) the industry
brief (where included). This internal consistency for each chapter was
established by emphasizing the same chapter learning points for the chapter
objectives, chapter summary, key terms, and chapter discussion questions.
We felt that this within-chapter consistency would aid the learning process of
the students and aid the faculty in identifying the important content of each
chapter. Likewise, the websites and additional readings have been expanded
because of recent changes in the field. In determining to make these changes
in the book, the coeditors worked to make the fourth edition a textbook they
would personally be comfortable using to teach their HRIS courses.

Fourth Edition Summary

In summary, in this fourth edition, we have described the major advances in
the field of HRIS and the relation of HRIS to managerial decision making
while, at the same time, exploring the basic concepts of developing,
implementing, and maintaining an HRIS. The book represents the
intersection of the best thinking and concepts from the two fields of HRM
and IT. It was the early intersection of these two fields that changed the role
of HR in organizations from record keeper to strategic partner. After
introducing the basic concepts of an HRIS combined with new approaches to
the operation of HRM in the organization, we then proceed to the more
advanced, and evolutionary, technical changes. The basic philosophy of this
book is that the integration or harmonization of technology with people
management in an HRIS will create a distinct competitive advantage for
organizations. We hope that you, the reader, gain this understanding and that
you enjoy this book.

Companion WEBSITE
A password-protected instructor resources site includes test banks,
PowerPoint® presentations, case notes, detailed lecture outlines, sample
answers to discussion questions in the text, suggested class activities, a
selection of full-text SAGE journal articles, and web resources. These
materials are available at study.sagepub.com/kavanagh4e.

Students can also log on to the companion site and access the SAGE journal
articles, eFlashcards, and Web resources at study.sagepub.com/kavanagh4e.

Acknowledgments
Undertaking a book like this cannot be done without the contribution of many
individuals. Each of you have our thanks, for without you, this book would
Other documents randomly have
different content
Davy Brent was going round to Plymouth, where he
expected to find vessels bound for France and Germany.
Arthur was well supplied with money by his father, and Sir
John had also provided Jack with a well-filled purse. They
proposed to travel in the guise of students, and to make for
Wittenburg where they would be in safety.

Mr. Harland had scarcely taken his leave, when Cicely

summoned Master Lucas to the sick-chamber.

"Anne hath opened her eyes and spoken," said she,

weeping. "She is quite herself, but I fear—"

Master Lucas hastily obeyed the summons, and the moment

he entered the room he saw the state of the case.

Anne's eyes were open and rational, but that awful shadow
rested upon her face which once seen cannot be mistaken.

"My dearest daughter," was all her father could say, as he

bent over her and took her hand.

"Jack?" whispered Anne, with a look of eager inquiry.

"I trust truly that he hath escaped and is in safety,"

whispered her father in return. "I have had a letter from
him written on shipboard, and there is every reason to hope
that both he and Arthur will make their way safely to
Germany. He sent his love specially to you."

Anne smiled sweetly, and lay silent for a few minutes. Then
she said faintly but clearly—

"Dear father, you have forgiven me?"

"As fully and truly as I hope myself to be forgiven, dear

child."
"I have not been a good or dutiful daughter," said Anne
slowly. "I have lived in a strange, foolish dream all my life,
but I see all clearly now—how you have forgiven and borne
with and pitied me all the time I was fancying myself so
superior and learned and wise—so far above all the rest of
you. But, father, I did try to serve God—"

"I know you did, daughter. I knew it all the time," said her
father.

"You have been the best of fathers to me, and you will have
your reward," continued Anne dreamily. "Father, what
became of the little book I sent Jack?"

"I do not know, my love. I suppose he took it with him."

"That book finished the work which Agnes began," said

Anne. "I fought against it—I fought against my own
conscience, with all my might, but God would not let me be
lost. Father, if you are ever able, I pray you, for my sake
and Jack's, to read and study the Gospel. Never mind what
men may say or how they may treat you. The truth is worth
it all, and the truth shall make you free."

These were the last words she said. Cicely would have sent
for a priest, but even while she was speaking of it, all was
over. The weary overworked body and the wounded spirit
found repose.

Toward the close of a pleasant day in the latter part of May,

1538, a gentleman rode through the street of Bridgewater,
looking around him with great interest, not so much like a
stranger as like one who, having been long away, takes
cognizance of things which have happened in his absence.
He was a scholarly-looking man of perhaps six or eight and
twenty, well dressed and riding a good horse. He turned
into Bridge Street and alighted at the door of "John Lucas,
white and brown baker and dealer in sweetmeats and
spices," as was set forth on a huge signboard decorated
with a most ramping lion.

"I see no changes here, save that the old lion has been
regilt and painted since my day," said the horseman,
deliberately surveying the front of the house. "And as I live,
I should say there was the very same old cat sitting on the
end of the counter. But that can hardly be. I do not see my
father, but he may be out."

A stout, respectable-looking journeyman came forward to

attend to the stranger, who looked at him with attention,
and then asked courteously—

"Are Master Lucas or any of his family within?"

"Not at present," was the reply. "My master and mistress

have gone to hear the Bible reading, and Dame Cicely has
gone out also. Will it please you to sit down and await their
return?"

"To the church, to hear the Bible reading!" repeated the

stranger with a smile. "That would have been a strange
sound years ago, when I left this place. Do they then have
regular Bible readings in the church?"

"Ay, sir, every afternoon."

"And do many people attend to hear?'

"Oh, yes, sir. My master hardly ever misses, and, beside

that, he reads in the Bible to his family every morning. You
may see the great book lying yonder beside his chair."
"Is your master well in health?"

"Ay, sir, extraordinary well and stout for a man of his age,
specially since he married my mistress."

"So he is married!" exclaimed the visitor. "And who is the

new dame?"

"I do not know her right name," returned the shopman.

"She used to live here years ago, and then we called her
Madam Barbara. She was a nun once in the same convent
with poor Mistress Anne, or so I have heard. Anyhow, she is
a good mistress and makes my master a very happy home.
But will you not sit down, sir? They will soon be home."

"I thank you, but I will walk toward the church and meet
them," said Jack Lucas; for as our readers have guessed, it
was none but he. "I have been long abroad, but I was bred
here and know all the streets of the town well."

A few minutes after, Jack entered the church of St. Mary,

where a tolerable congregation was assembled. The great
Bible, chained safely to its stand, was placed in the open
space in front of the chancel, and a young man whom Jack
recognized as a former schoolmate was reading from the
Gospel of St. John. Around him were grouped people of all
classes: gentlemen and ladies, citizens with their wives and
children, and sailors from the river, all eagerly listening to
the Word of God, while at the edge of the crowd stood two
or three priests with scowling brows, evidently highly
displeased with the whole affair.

"Oh, Father William, could you but have lived to see this
day!" thought Jack. "But you gained your martyr's crown in
good time."
Jack had no difficulty in finding out his father, who, with his
family, was seated very near the reader. Master Lucas had
grown old within ten years, but still looked hale and hearty.

His wife, bright and cheerful as ever, sat by his side, and
next her was a very old man in the dress of a priest, who
sat leaning his two hands on the head of his staff, and
listening evidently with the closest attention. Jack looked at
the group, and the tears rose to his eyes as he thought of
one who should have been with them. He waited till the
reader ceased and the congregation rose to depart, and
then drew near his father, who was helping the old man to
his feet.

"Let me give you a helping hand," said he, as if speaking to

a stranger. "The venerable father seems infirm."

"He can walk very well when he gets to his feet," said
Master Lucas. "He is very old, but nothing will keep him
from the Bible readings in the church."

"Yes, yes, I am an old man—I am almost ninety years old,"

said the father, in a feeble but cheery voice. "I am an old
man, but I am very well—and everybody is good to me."

"That is the burden of his daily song," said Master Lucas.

"Truly, it is a privilege to be allowed to tend him in his age,
and I love him like a father."

"It is much to say," returned Jack in an unsteady voice. "I

have ever found a father's love the warmest and truest in
the world!"

Something in the tone caused Master Lucas to look round

suddenly. At the same moment his wife exclaimed—
"Surely, surely—this is our Jack come home. Master Lucas,
do you not know your own son?"

We pass over the greetings and questionings, the

exclamations and rejoicings on the part of the whole
household. Jack soon found himself seated at the family
supper table, bountifully spread as in old days, with as
many of his favorite dishes as Cicely could provide at such
short notice.

"You did not expect to find a step-dame, did you, Jack?"

asked his father.

"Why, no, not exactly," replied Jack. "And yet I was no ways
surprised, but greatly pleased to find that you had taken
our good Madam Barbara to wife. You know I always liked
the notion."

"You see the house was very lonely, latterly," said Master
Lucas; "and we were both growing older. Then the convents
were all broken up, and the nuns had leave to do what they
would, so I even broke the matter to the lady, and she was
content to take up her living with us. Then our good Father
John grew infirm and lonely in his house at Holford, and so
we brought him home here, where he is as happy as the
day is long. His mind hath grown somewhat dazed the last
year, some time ago, and, above all things, he loves the
Bible readings. Father John, do you not know our Jack—Jack
Lucas, whom you did so much for?"

"Ay, ay," returned the old man readily. "I remember Jack
Lucas. A towardly boy he was, and full of good gifts, though
he was careless in throwing stones, I remember. They said
he was a heretic and that the devil carried him off, but I
never believed that."
"If he did, he brought him back," said the baker, laughing,
"for here he sits, as you see."

"But Jack was only a lad, and this is a grown man,"

returned the old priest in a puzzled tone.

"He will get hold of the matter presently," said Dame Lucas,
as we must now call her. "I would not trouble him. Never
mind, dear father, you will understand all by and by."

"And where have you been all this time, that we have not
heard from you?" asked Master Lucas. "We have written
again and again, but have heard nothing, and had almost
given you up for lost."

"I have been in many lands," replied Jack. "I have been
hearing medical lectures in Padua and Milan, and travelling
all over Germany—even so far as Hungary and Bohemia.
But I have my diploma now, and can settle where like; so I
have even come to see whether this town of Bridgewater
can afford a living to a poor surgeon."

"You are just in the nick of time, for old Master Burden is
dead and there is no one to take his place," said his father.
"But do you really mean to settle down here? I thought you
would be for going to London or Bristol."

"I wished to be near you, father," said Jack; "and, besides,

my chances are better here than in London, where doctors
are far more plenty than blackberries."

"Did you see Master Fleming as you came through?" asked

Dame Lucas.

"Oh yes, mother—if you care to be called mother by such a

well-grown son."
Dame Lucas smiled and nodded, while his father looked
greatly pleased.

"I abode a week with the good gentleman, and he hath sent
you all various tokens of good will, which are in my mails."

"I warrant he rejoices in the new times," remarked Master

Lucas.

"He rejoices, though with trembling, as do all who live near

the court," said Jack gravely. "He does think the times are
not at all settled, and that the King may yet lay on us a
yoke as heavy as that of the Pope. But we will not talk of
these things here or anticipate evil. How are the family at
Holford?"

"Well and hearty, all that are left. The old knight is gone,
but my lady survives and rejoices over the birth of her
grandchild."

"What has been done with Uncle Thomas's cottage?"

"Nothing. Old Margery stayed there as long as she lived,

and since her death, it has been shut up. Sir Arthur hath
ever considered it your property, and he also holds quite a
sum of money which Uncle Thomas left you. Sir Arthur is
not strong, and I fear will not live many years."

"I will ride out and see him soon," said Jack. "Are the Brents
well?"

"Well and flourishing. Davy has a fine vessel and is growing

a rich man, and here is Peter to speak for himself," as the
tall journeyman entered the room; "and a fine fellow he is,
too, as ever kneaded up a batch of dough. He hath been
more like a son than a servant to me, and I have used him
accordingly. I suppose you heard all about poor Sir William
from Master Fleming?"

"Yes, and received the remembrance he left me," replied

Jack. "I could but wish as I entered the church this
afternoon that he were there to see and hear."

"He is in a better place, if ever man was," said Master

Lucas. "His memory is green in this place, I can tell you.
When the news came of his death and the manner of it, the
people were ready to break their hearts. But it grows late,
and the good father is already asleep. I dare say Cicely has
your old room ready for you."

A few days after his return, Jack rode over to Holford to

visit his friend Sir Arthur, and the place where he had first
learned to know and value the Scripture.

"You will find everything as it was in the old man's time,"

said the steward, as he gave Jack the key of the cottage,
"save that the storm last night has somewhat shattered the
tree at the house end."

Jack found the place unchanged, as the steward said. A

high wind the night before had blown down part of the great
old oak, which, no doubt, had been a tree in the time of the
Saxons, exposing a hollow in the trunk.

Jack drew near and examined it. Suddenly uttering an

exclamation, he put in his hand and drew forth a good sized
square bundle wrapped in leather and carefully secured with
thongs of the same. Jack carried his prize into the cottage,
and undoing the wrapper with some difficulty brought to
view a large volume written on parchment, well bound and
clasped with iron.
Reverently, he opened the book. It was the Bible of Wickliffe
—the very Bible which had been hidden away a hundred
years before, and which had given the crown of martyrdom
to both Thomas Sprat and his father.

The Hidden Treasure of the old cottage had become the

treasure of all England.

There is little more to add. Father John lived to be a century

old, and died, carefully tended by his adopted children, and
murmuring with his latest breath that everybody was good
to him.

Master Lucas died soon after, leaving his business to Peter

Brent, who had long managed it for him.

Madam Barbara lived to teach reading and embroidery to

Jack's little girls, cherished as a mother by himself and his
wife.

Jack himself survived many perils to see the Protestant

religion firmly established in the reign of Elizabeth.

UNIFORM WITH THIS VOLUME

THE GREAT WHITE QUEEN by Wm. Le Queux.

KING ALFRED THE GREAT Gordon Stables.
THE KNIGHTS OF THE WHITE ROSE George
Griffith.
BEHIND THE VEIL. A Story of the Conquest E. S. Holt.
WON AT LAST; or, Mrs. Briscoe's Nephews Agnes Giberne.
WINNING AN EMPIRE. The Story of Clive G. Stebbing.
UNDAUNTED. A Tale of the Solomon Islands W. C. Metcalfe.
OUT IN GOD'S WORLD; or, Electa's Story J. M. Conklin.
THE STORY OF MARTIN LUTHER E. Warren.
ROBIN TREMAYNE. A Reformation Story E. S. Holt.
HER HUSBAND'S HOME. A Tale E. Everett-
Green.
A REAL HERO; or, The Conquest of Mexico G. Stebbing.
ALL'S WELL; or, Alice's Victory E. S. Holt.
WAITING FOR THE BEST; or, Bek's Story J. M. Conklin.
THE KING'S DAUGHTERS. A Martyr Story E. S. Holt.
A KNIGHT OF TO-DAY L. T. Meade.
SISTER ROSE; or, The Eve of St. Bartholomew E. S. Holt.
JACK. The Story of an English Boy Y. Osborn.
THE CHILDREN'S KINGDOM L.T. Meade.
LADY SYBIL'S CHOICE. A Tale of the Crusades E. S. Holt.
THE KING'S LIGHT-BEARER M. S. Comrie.
CLARE AVERY. A Story of the Spanish Armada Emily S. Holt.
OUR HOME IN THE FAR WEST M. B. Sleight.
LADY ROSAMOND; or, Dawnings of Light L. E. Guernsey.
GOLDEN LINES; or, Elline's Experiences Lady Hope.
OLDHAM; or, Beside all Waters L. E. Guernsey.
TWO SAILOR LADS. Adventures on Sea and Land Gordon Stables.
BEATING THE RECORD. A Story of Geo. Stephenson G. Stebbing.
DOROTHY'S STORY. A Tale of Great St. Benedicts L. T. Meade.
ENGLAND, HOME, AND BEAUTY Gordon Stables.
THE CHILDREN OF DEAN'S COURT Emma Marshall.
FACING FEARFUL ODDS. The Siege of Gibraltar Gordon Stables.
LIFE ON THE OCEAN WAVE Gordon Stables.
LADY BETTY'S GOVERNESS L. E. Guernsey.
A STRANGE HOUSE Catherine Shaw.
LIFE-TANGLES Agnes Giberne.
WELL WON. A School Story J. T. Thurston.

More than Forty Volumes in Series.

LONDON: JOHN F. SHAW & CO., 48, PATERNOSTER ROW,

E.C.

No. 1961
 *** END OF THE PROJECT GUTENBERG EBOOK THE HIDDEN
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