ترجمه Pdf.pdf

Talent management is increasingly considered critical to organizational performance, especially during periods of change. A case study examines a company's decision to transition from a bespoke HRIS to a vendor-supplied integrated system. The study shows how this transition ultimately led to a redefinition of the organization's understanding of talent needs in HR and IT, resulting in a new approach to talent management. The use of a social constructivist approach (SCOT) is crucial for individuals involved in the study and practice of technology transition to talent management.

Key terms: HRIS, E-HR, talent management, social constructivist approach (SCOT).

Introduction:
Changes in population demographics, the "war for talent", skill shortages, and other factors have forced organizations to consider new ways to manage human capital effectively. One response is to recognize that "our people are our greatest asset" and to demonstrate commitment to this claim by providing timely policies and practices designed to activate the organization in managing, hiring, and developing individuals considered "talent".

Organizations' ability to implement talent management policies and practices effectively relies on leveraging information technology. A wide range of technologies can be used for this purpose, including E-HRM, web-based HR, virtual HR, and HRIS. This study focuses on HRIS, considered one of the most dynamic and potentially useful technologies for business.

Previous studies on HRIS have focused on selection and implementation, technological advancements, and organizational changes accompanying these projects. However, there is a lack of empirical research that simultaneously contributes to our understanding of both HRIS and talent management and the nature of their interrelationship.

This research aims to address this gap by exploring how the transition to a new HRIS can lead to a redefinition of an organization's understanding of talent needs in HR and IT. The study examines how this transition can shape the organization's approach to talent management and the role of HR and IT functions.

The remainder of the article consists of six sections. Section 2 reviews the literature on HRIS and talent management, with a focus on the relationship between technology and talent management. Section 3 presents the theoretical approach, while Section 4 discusses the methodology and design of the study. Section 5 provides an overview of the organization and its approach to HRIS, and Sections 6 and 7 present the findings and analysis, concluding with recommendations for academics and practitioners.

2. HRIS and Talent Management:
There are debates surrounding the definition of HRIS, focusing on the type of technology, who uses it, and how it is used. Additionally, there are discussions about the definition of talent management, given the early stages of research in this field.

2.1 Definition of HRIS:
The definition of HRIS has been discussed by several academics, with a general consensus that HRIS is a system used to acquire, store, analyze, retrieve, and distribute information related to an organization's human resources. HRIS includes hardware, software, people, policies, procedures, and data. There is also agreement that HRIS is an information system related to HR functions, and the primary users of these systems are human resource personnel.

As a direct result, it has been argued that there is a fundamental difference between HRIS and electronic HR (E-HR), with the latter being a more technical unlocking of HRIS for all employees in an organization.