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The impact of Human Resources Information Systems on individual innovation capability in Tunisian companies: The moderating role of affective commitment

Nejib Ben Moussa

^a,∗

, Rakia El Arbi

^b

aUniversityofJeddah,CollegeofBusiness,KhulaisBranch,DepartmentofHumanResourcesManagement,KingdomofSaudiArabia

bUniversityTuniselManar,ScienceandManagementFacultyofTunis,ManagementDepartment,GEMAS,Tunisia

a r t i c l e i n f o

Articlehistory:

Received3October2018

Receivedinrevisedform16December2019 Accepted16December2019

Availableonline27January2020 JELclassification:

M15 M31 Keywords:

Humanresourceinformationsystem Individualinnovationcapability Affectivecommitment Creativity

a b s t r a c t

ThisresearchfocusesonthestudyoftheimpactoftheHRIS’useinhumanresourcesdepartment(HR)on individualinnovationcapability.Aresearchmodelwasproposedandtherelatedhypothesesweretested withinhumanresourcesdepartmentofTunisiancompanieswith42respondents.Resultsestimatedby SmartPLSsoftware,showedthatHRISusageenhancesindividualinnovationcapabilityofTunisianHR employees.Moreover,ithasbeenfoundthatemployees’affectivecommitmentmoderatestherelation- shipbetweenHRISusageandindividualinnovationcapability.Infact,moretheemployeesareengaged affectivelytotheirorganizationmoretheHRISimpactispositiveandnoteworthyonindividualinno- vationbehaviorofHRstaff.Thestudyallowsclarifyingsomelineswhichareresponsibleofimproving individualcreativity.

©2020AEDEM.PublishedbyElsevierEspa ˜na,S.L.U.ThisisanopenaccessarticleundertheCC BY-NC-NDlicense(http://creativecommons.org/licenses/by-nc-nd/4.0/).

1. Introduction

The international environment has grown uncertain and becomedifficulttopredict.SinceJanuary14th2011,Tunisia’spost- revolutionenvironmentinducedTunisiancompaniesintochanging theirworkingmethodsand adapting themselvesto anincreas- ingly more and more competitive and uncertain environment (Ben Moussa, 2018). Accordingly, to survive and remain com- petitive,companiesshould havean information systemableto makeavailablereliableandconsistentinformationonallthecom- pany’sactivities.Itisinformationthatnowguidesdecision-making becauseitgeneratesknowledge withintheorganizationand as suchitisessentialforthecontinuityofthecompany’sactivities.

Withtheclassic(non-integrated)informationsystems,companies finditdifficulttomanagealargeamountofinformationcoming fromtheirdifferentpartners.Thishasforcedcompaniesalloverthe worldtogeartowardstheadoptionofinformationsystemsableto integratedataonallofthecompany’sactivities(Markus,Axline,

∗ Correspondingauthor.

E-mail addresses: nejibbenmoussa1503@gmail.com (N. Ben Moussa), rakia-elarbi@hotmail.com(R.ElArbi).

Petrie,&Tanis,2000).Thesesystemsprovideaknowledgeplat- formthatallowsuserstoshareinformationfromdifferentsectors suchasmanufacturing,finance,humanresources,etc.(Davenport, 1998;Purvis,Sambamurthy, &Zmud,2001).These systemsare abletosupportdecision-makingandprovidecompetitiveadvan- tagestotheorganization(Shao,Feng,&Liu,2012;Wu&Wang, 2007).Similarly,TunisianSMEsaremovingmoreandmoretowards theadoptionofnewinformationsystemslikeEnterpriseResource Planning(ERP).Indeed,theseintegratedsystemsallowcompanies toleveragemoreconsistentandreliableinformation.Sincecom- petitivenessismuchmoreaboutknowledgeandcommunication withcustomers,humancapitalisnowbecomingthemainsource ofcompetitiveadvantage.Nordhaug(1993)considershumancap- italasaveryimportantfacetinthedevelopmentandsuccessofthe company.AccordingtoHendricks(2002)theworkforcehasbecome aproductiveassetandnotaburdenthatthecompanyhastobear.

Underaneconomicvision,Becker(2002)definedhumancapitalas theknowledge,skills,creativityandhealthoftheindividual.Simi- larly,Weatherly(2003)andNamasivayamandDenizci(2006)link humancapitaltoknowledge,education,workskillsandpsycholog- icaltraitssuchaspersonality,behavioralstyles,cognitiveabilities, motivations,etc.Humancapitalisacriticalfactorforbusinesssuc- cessingeneraland innovationin particular.Indeed, thehigher

https://doi.org/10.1016/j.iedeen.2019.12.001

2444-8834/©2020AEDEM.PublishedbyElsevierEspa ˜na,S.L.U.ThisisanopenaccessarticleundertheCCBY-NC-NDlicense(http://creativecommons.org/licenses/by-nc- nd/4.0/).

thehumancapacity,thehigherthelearningcapacityofemploy- ees.This,inturn,enhancestheinnovativecapacityofemployees (Schneider,Günther,&Brandenburg,2010).Inordertomaintain and developthis precious humancapital, managersshouldpay particularattentiontothehumanresourcesmanagementfunction (recruitment,training,remunerations,etc.).Thistaskisbeingfacil- itatedbytheacquisitionofhumanresourcesinformationsystems.

Intheliterature,thearrayoftechnologicalinnovationsappliedto humanresourcesareclassifiedintothreecategories:e-HR:elec- tronic humanresources, humanresources information systems (HRIS)andvirtualhumanresourcesgroups(VHR)(Ngai,Law,Chan,

&Wat,2008).UpgradingtheHRfunctionallowedforimproving thedifferentservicesitoffers,tosharetacitknowledgeacrossthe organizationandtocastontheentirefunctionaratherstrategic dimension.

HRISscontributetomodernizinganddevelopingtheHRfunc- tion. Laval and Diallo (2007) focus on the triple impact of informationandcommunicationtechnologiesontheHRfunction.

TheirfindingsweresupportedbytheresultsofReddick(2009).

TheyconcludedthattheimpactofHRISontheHRfunctionisoper- ationalandrelational.Theoperationalimpactcanbesummedup initsabilitytoincreasetheefficiencyofhumanresourcesoper- ations;automationoftheroutinetasksandoperationsoftheHR function;andfinally,anincreaseintheproductivityofHRstaff.For therelationalimpactitamountstoreducingtheexecutiontime ofcustomers’requests;andimprovingthelevelofsatisfactionof HRstaff and theiracceptance bymembers of theorganization.

Hosnavi and Ramezan (2010) argue that following HRIS usage, employeeswillbeabletoperformtheirtaskswithahighlevel ofprecision,accuracy and speed.HRIS is criticalto thesuccess ofthe HRfunction(Madhuchanda&Tripathy,2009).Lengnick- Halland Steve(2003)pointedoutthat thebenefitsof HRISare speedofresponse,easyaccesstoinformation,increasedadminis- trativeefficiency,improvedreportinganddecision-making.Laval andDiallo(2007)pointoutthatHRISalsoaffectstheoperational andstrategicmanagementofhumanresources.Bidan(2010)high- lightedtheroleofinformationsystemsinsustainabledevelopment, aspaperuseissubstantially reduced.Ina similarvein, Rangriz, Mehrabi, and Azadegan (2011) argue that HRIS helps support strategicdecisions.Indeed,theinformationgeneratedbythesys- temwillbeusedatahighhierarchicalleveltosupportstrategic decisions.Informationreducesuncertaintyrate,minimizesthegap betweenforecastsandactions,andproducesdatathatserveasa basisfordecision-making.Thisexplainswhy,nowadays,compa- niesinvestinhumancapitalinordertodevelopanorganizational competence and guarantee their sustainability. In fact, human resourcesperformancechangesorganizationalsuccesscriteriain aknowledge-basedeconomy(Chakraborty&AbuMansour,2013).

Inordertoenhanceemployees’performance,companiesshould dispose ofthe mostsophisticatedtechnological equipmentand systems.Manystudiesrevealedthemajorroleofhumanresource informationsystems(HRIS)inimprovingindividualperformance and productivity (Lengnick-Hall & Steve, 2003; Reddick, 2009;

Hosnavi&Ramezan,2010).HRISbecamethekeyfactorforallfirms (Chakraborty&AbuMansour,2013).

Thesuccessofanycompanyprojectcanonlybeguaranteedwith thefullcommitmentofemployees.UsingHRISandimprovingindi- vidual’sinnovationcapacityareprobablyinfluencedbyemployees’

commitmentto theorganization. According toSheldon (1971), organizationalcommitmentcanbedefinedasapsychologicalstate thatreflectsthenatureoftherelationshipbetweenemployeesand theorganization.Itdeterminestheirdegreeofbelongingtotheir organization.

Meyer and Allen (1991) distinguished between three types ofcommitment:affectivecommitment,continuitycommitment, andnormative commitment.Normativecommitmentis asense

ofobligationtostayintheorganizationandtocontinueworking (Allen&Meyer,1990).AllenandMeyer(1996)definedcommit- ment tocontinuityby recognizingthecost associated withthe disruptionofactivityandconsideritapsychologicalstate.Com- mitmenttocontinuitycanbeconsideredasa resultofadeficit equation for theemployee, if he/she ever leavesthe organiza- tion.Thisisapurelyrationalreasoning.Affectivecommitmentis appreciatedby thepositive feelings theemployee feels toward hisorherorganization.Itdeterminestheimportanceofthecon- tribution or sacrifice that the employee is willing to make to thebenefitoftheorganization.Inourstudy,we areonlyinter- estedinaffectivecommitmentbecauseweconsiderittobethe mostimportantdimensiononwhich theothertwodimensions depend.Mercurio(2015) considersaffective commitmenttobe attheheartoforganizationalcommitment.Inaddition,affective commitmentcanplayanimportantroleinthesuccessoftheERP projectingeneralandtheHRISmoduleinparticular.Itisableto contributetotheimprovementofemployeecreativityasaresult ofeffectiveuseofHRIS.Indeed,organizationalcommitmentand more specificallyaffective commitmentof employeesfacilitates theadoptionandespeciallytheuseofinformationsystems.This, in turn, enhances the innovative capacity of employees. Given thefairly highfailure rateof ERP (Trkman, 2010; VomBrocke, Zelt,&Schmiedel, 2016), companiesarecalledupon toinvolve theiremployeesbeforeandafteritsimplementation.Itisthere- forenecessarythattheuseofHRISbeaccompaniedbyanaffective engagementofemployeestoensureagreaterchanceofimproving capacityforinnovation.Studyingtheimpactofthisspecifictool onusers’attitudesshowsthemanybenefitsthatanorganization cangenerate.HRIShasmanyeffectsonindividualusers.Besides enhancingtheirperformance, ithasthepotentialofdeveloping individualcreativity(Oldham&DaSilva,2013).Thus,creativity representsthefirststepintheinnovationprocess(Coelho,Augusto,

&Lages,2011).Insummary,severalresearchers(e.g.:Laval&Diallo, 2007;Reddick,2009)havepointedtotheusefulnessofthehuman resourcesinformationsystem.Theyhighlightedamultitudeofben- efits,suchaseasyaccesstohumanresourcesinformation,reduced timetocompletetasks,improvedplanningprograms(Hosnavi&

Ramezan, 2010; Madhuchanda& Tripathy,2009; Lengnick-Hall

& Steve, 2003). However, very little research has paid partic- ular attention to thecontribution of HRIS to the development ofemployee innovationcapacity.Inthis paper,ourinterestlies in the studyof the moderatingeffect of affective commitment on the relationship between HRIS and employees’ innovation capacity.

Indeed,fewstudiesoninformationsystemsdidintegratemod- elswithmoderators(Lacroux,2010;Chin,Marcoin,&Newested, 1996).Ourstudyextendsthislineofresearchandcontributesto its enrichmentinthe management field. Infact, toourknowl- edge,thecombinedeffectofHRISuseandaffectivecommitment oninnovationcapacityhasneverbeenstudied.

Awareoftheimportanceofemployees’affectivecommitmentto thesuccessofanycompanyproject,wetrytostudyitsmoderating roleinimprovingtherelationshipbetweenHRISusageandcapacity innovation.Itgoeswithoutsayingthatwhenemployeesfeelno positivefeelingfortheirorganization,theywillneverallowforan efficientHRISuse.Therefore,ourmainresearchquestionis:What istheimpactofaffectivecommitmentontherelationshipbetween HRISusageandemployeeinnovationcapacity?

Our aim then is tostudy, first, the effect of HRIS usage on improvingthecreativityofemployees.Second,wewillstudythe moderatingeffectofaffectivecommitmentonthisrelationship.

ThispaperisanadditiontoHRISresearchandexaminesitsimpact onindividualinnovationcapacity.Furthermore,thepurposeofthis studyistoclarifythenatureofthemoderatingeffectofaffective commitment.

Then,ourpaperisstructuredasfollows.Section2reviewsthe literatureonHRISandotherresearchdisciplines.Section3develops andtestsourresearchmodelthroughanempiricalstudyofasam- pleofTunisiancompanies.Section4presentstheresults.Finally, section5discussestheresultsandpresentsthelimitationsofthis study.

2. Literaturereview

2.1. Humanresourceinformationsystem(HRIS)usage

HRISinvolvesmaterials,software,staff,data,andproceedings (Bidan,2010; Reix,2004; Tixier,2004)which allowfor acquir- ing,storing, processing,analyzing, retrieving anddisseminating informationaboutanorganization’shumanresources(Chandra, 2009;Reix,2004).HRISimplementationwithinanHRdepartment showedmany benefits:automating HRfunction tasksand rou- tineoperations,reducingclientrequesttimeexecution,increase efficiency of operations, improvingHR quality service (Laval&

Diallo,2007;Reddick,2009)developingemployeeproductivityand knowledge(Lengnick-Hall&Steve,2003;Chandra,2009;Hosnavi

&Ramezan,2010;Sadiq,Khan,&Ikhlaq,2012).Previousstudies (e.g.:Hosnavi&Ramezan,2010;Sadiq etal.,2012)hadalready coveredHRISadoptionadvantagesforthefirmandemployee.In fact,itsusageallowsforreducingcostsbydecreasingthenumber ofemployeesandthemagnitudeofpaperusage.Itimprovesdevel- opment programs and planning and promotes communication betweenemployeesbycreating knowledgemanagement flows.

It offersalso theopportunitytoimprove organizationalperfor- mance,facilitatescommunicationbetweentopmanagementand employees,producesrelevantinformationanddatawhichrepre- sentsthebaseformakingdecisionsinanorganization(Chandra, 2009; Bhavsar, 2011; Ngai et al., 2008; Razali & Nehari, 2011;

Chakraborty&AbuMansour,2013).Itwasshownthat thesus- tainableusageofthistoolallowstheHRfunctiontoreducedaily operationssothatitcanfocusonstrategicdecisions(Lengnick-Hall

&Steve,2003;Bhavsar,2011).Thus,thesystem’sgeneratedinfor- mationformsabaseforstrategicdecision-making(Rangrizetal., 2011).Theliteratureputsanemphasis,atthesametime,onthe roleofinformationsystemsandinformation technologyingen- eralindevelopingemployees’performance(Razali&Nehari,2011) in addition to developing theirinnovation capacity (Qutaishat, Khattab,Abuzaid,&Al-Manasra,2012).Inthisstudy,wetryto determinethedirectHRISimpactonemployees’innovationcapac- ityintheHRdepartmentandtopointoutwhetherthisrelationship ismoderatedbyaffectivecommitment.

2.2. HRISusageandHRemployees’innovationcapacity

Innovationisconsideredtobethecornerstoneofthesuccess andsurvivalofcompanies(Moises,Casadesús,&Petnji,2016;Yesil

&Sozbilir,2013)inthisinformationalera.Infact,itprovidesthe foundationsforthecompanytoincreaseitsperformance(Kalyar, 2012).Resourcestheorystipulatesthattheindividualinanorgani- zationrepresentsasacredresource.Inlinewiththislineofthinking, wesupportthecrucialroleofemployeesinthecreationofinno- vation(Yesil&Sozbilir,2013).Innovationandcreativityshownby employeesarethefirststepintheinnovationprocess(Coelhoetal., 2011; Reinhardt,Gurtner,&Griffin,2018).Thiswillingness and capacityofindividualstoinnovateensurethetransferofinnovation withintheorganization(Yesil&Sozbilir,2013).Tobetterunder- standtheconceptofinnovationcapacity,firstofallitisessential todefineit.ForDeSousa,Pellisier,andMonteiro,2012,p29),the capacitytoinnovaterepresents“anemotionalandacognitivepro- cessrelativetocreativity“.AccordingtoIqbal(2011),p2),creativity

orinnovationofanindividualcouldbedefinedas“Novelanduse- fulideas,processesorproductsofferedbyanemployee,asjudged byrelevantothers”.Inageneralmanner,innovationofanindivid- ualorinnovationingeneralshouldmeetawell-determinedneed andspeciallyshouldbeuseful.Inthesameperspective,Lewisand Wright(2012)claimthatinnovationisaprocessthatconsistsof passingfromdivergenceofideastoconvergenceofsolutions.The literaturestudiedindividualinnovationcapacityunderdifferent perspectives.Somestudiespointedoutthatcreativityrepresentsan importantfactorforinnovation(Coelhoetal.,2011;Ernst,Kahle, Dubiel,Prabhu,&Subramaniam,2015;Gutiérrez&Vernis,2016;

Story,Boso,&Cadogan,2015).Tothisend,organizationsshould encouragetheiremployeestobemoreinnovativebyputtingat theirdisposalappropriatesystems(Yesil&Sozbilir,2013).Inthe samevein,Borjesson,Elmquist,andHooge(2014)advocatethat organizationsshouldbe awareof thecritical needsof theper- manentdevelopmentofindividualinnovationcapacity.Theyadd thatinnovationcapacitydevelopmentrequiresinvolvingmanagers throughoutthelearningprocess,andsettingupadequatepolicies andchangesliketheusageofavailableresources.

Previousstudieshighlightedfactorsthatarelikelytoboostindi- vidualcreativity.Amongthosefactors,severalstudiesinsistedthat transformationalleadershipwithfront-lineworkhasdirect and significantimpactonemployees’creativity (Wang,Tsai,&Tsai, 2014).Moreover,intrinsicmotivation alsoproves tobea factor witha significanteffectoncreativity(Coelho etal.,2011).Yesil andSozbilir(2013)pointedtothedirectandpositiveimpactof thedimension‘Openinguptoexperience’onindividualinnovation.

AsforKalyar(2012),individualinnovationresultsfromcreativity andself-leadership.Actually,theauthorstipulatesthatcreativity shouldbestrengthenedbyself-leadershipwhichhelpstheindi- vidualtodevelopandsustaintheircreativeideas.HRISisthefocus ofourstudy.Inparticular,weareinterestedthenintheimpact of this tool oninnovation at an individual level. Many studies revealedthenatureoftherelationshipbetweenHRISandindivid- ualinnovationcapacity.Gordon,Tarafdar,Cook,Maksimoski,and Rogowitz(2008)indicatedthattheusageofITtoolsandapplica- tionsimprovesandboostsoperationalefficiency.Ontheonehand, accordingtotheseauthors,thesetoolsallowforsharingandtrans- ferringknowledge.Ontheotherhand,andasaconsequence,this knowledgehelpsindividuals,inthefirm,togenerateideasthat are creativeand potentially useful at thesame time. Similarly, Qutaishatetal.(2012)identifiedthedirectandsignificantimpact ofERPimplementationonthecapacityofemployeestoinnovatein telecommunicationfirmsinJordan.Inaveryrecentstudy,Oldham andDaSilva(2013)claimthatinformationanddigitaltechnologies arelikelytoimproveandpromoteinnovationofindividualsand theorganizationitself.Accordingtothem,thesedigitaltechnolo- giesensureandprovidethenecessaryconditionsfortheemployees toperfect theirjobsandespeciallygeneratecreativeideas.This studyhighlightsthecrucialroleofdifferenttools,informationsup- port and applicationsin thecreation of newoutstanding ideas andtheshapingoftheseideastobeactuallyimplementedintoan innovativeproduct.OldhamandDaSilva(2013)statethatinstanta- neousaccesstonewinformationprovidestheemployeewithnew approachesandideas.Moreover,computerapplicationspromote individualcreativity.Bearingontheaboveproposals,weformulate thefollowinghypothesis:

H1. HRISusageimprovesHRemployee’sinnovationcapacity.

2.3. Moderatingroleofaffectivecommitment

AllenandMeyer(1990)definedaffectivecommitmentasthe attachmentoftheemployeetotheirorganization.Theemployee determinesthedegreeofhisorherinvolvementandidentification.

Khan(2011),p3)defineaffectivecommitmentas“Theemployee’s emotionalattachmenttotheorgan

ization, his identification and involvement with it». Consis- tencybetweentheemployee’svaluesandtheorganization’svalues canonlyreinforcetheiridentificationandtheirdegreeofbelong- ing to the organization. According to Meyer and Herscovitch (2001),affectivecommitmentreducesemployeeabsenteeismand improves their organizational behavior and job performance.

In addition, Jaros,Jermier, Koehler, and Sincich (1993)showed that affective commitment enhances organizational citizenship behavior.MeyerandAllen(1991)identifiedthreefactorsdetermin- ingorganizationalcommitment:workexperience,organizational characteristicsandemployeedemographics.Digitizingthehuman resourcesmanagementfunctionisaradicalchangethatrequires thetotalcommitmentofemployees(Xuetal.,2008).Moreover, thesuccessofanewprojectdependsonthereceptivityofemploy- eesandtheirpropensitytoadoptnewideas(Popa,Soto-Acosta,

&Martinez-Conesa,2017;Rubera&Kirca,2012).Fernandezand Moldogaziev(2011)highlightedthatinnovationcapacitydepends onthedegreeofemployees’commitment.Thehigherthecommit- mentofemployees,themoretheytrytoadoptnewtechnologies suchasHRIS(Gruman&Saks,2011).Amongthecausesoffailure oftencitedisemployeeresistancetochange(Abdolvand,Albadvi,&

Ferdowsi,2008).Wecannotconsiderindividualinnovationcapac- ityas separatefromcommitmentand involvement.In fact,the employeecanbecreativeonlywhentheyfeelcomfortablewithand involvedintheirorganization.Asaresult,sharingthefirm’svision anddisseminatingrelevantinformationencouragetheemployee toparticipateintheimplementationofglobalstrategies andto beproactiveinsearchingforsolutionstoproblems(Coelhoetal., 2011).Manystudiesinsistontheroleofcommitmentinimprov- ingperformanceandindividualmotivation(Nadeem,2010;Yesil&

Sozbilir,2013).Meanwhile,motivationleadstocreativitydevelop- ment(Coelhoetal.,2011;Khan,2011).OldhamandDaSilva(2013) pointtothreenecessaryconditionsfordevelopingemployees’cre- ativityandsubsequentlyenhancingindividualandorganizational innovation.Oftheseconditions,theauthorsdistinguishedcommit- ment.Theyalsoemphasizedthatcreativityandthecapacityfor innovationcannotsurfaceandcannotdevelopunlesstheemployee is fullycommittedtohis work.Theresultsof Akinyemi(2012) confirmed that affective commitment promotes organizational citizenshipbehavior.Inaddition,theirresultsshowthatorgani- zationalcitizenshipbehaviorimprovesorganizationeffectiveness, efficiencyandinnovation.Soto-Acosta,Popa,andPalacios-Marqués (2016)andKmieciak,Michna,andMeczynska(2012)showedthat staffcommitmentcontributestoimprovinginnovationcapacity.

Infact,themoreemployeesdevelopanemotionalaffinitywitha company,themorelikelytheyaretoremainmembersoftheorga- nizationandtoachievethegoalsofthecompany(Allen&Meyer, 1990).TheuseofHRISisenhancedwhenemployeesareaffectively committedtotheirorganization.HRISimplementationanduseis perceivedbyemployeesasanopportunitytobeseizedtoimprove thefunctioningofthecompany.

Bearingontheseassumptions,wecanproposethataffective commitmentimprovesindividualinnovationcapacity.Thisisrefor- mulatedintothefollowinghypothesis:

H2. Affectivecommitmentmoderatestherelationshipbetween HRISusageandinnovationcapacityofHRstaff.

Thefollowingfigureshowsourresearchmodelandhypotheses (Fig.1).

3. Methodology

Our research methodology consists in administering ques- tionnairesfor SMEs thathad already implemented HRIS. These

Fig.1. Researchmodel.

Table1

Distributionofrespondentsaccordingtodemographiccharacteristics.

Frequency Percent

Age:

• [20–25] 1 2.38%

• [26–35] 25 59.52%

• [36–45] 11 26.20%

• Olderthan45 5 11.90%

Total 42 100

Academiclevel

• University 39 92.9%

• Secondary 3 7.1%

Total 42 100

Seniority

• Morethan5years 30 71.43

• Between1and5years 10 23.80

• Lessthan1year 02 4.77

Total 42 100

sectorofactivity

• industry 12 28.57

• service 30 71.43

Total 42 100

companies operate in different sectors which can be classified undertwocategories:industryandservice.Sincewedonothave pre-established statistics on theorganizations that use HRIS, a conveniencesamplingmethodisadopted.Wesent120question- nairesto28TunisianSMEsusingHRIS.TheseSMEsarealllocated inTunis.ThequestionnaireisaddresseduniquelytotheHuman Resources departmentwhere HRIS isdeployed (HRDor human resourcesmanager,trainingofficers,recruitmentmanager,theper- formanceevaluationmanager,theentireHRteam).Only12SMEs replied, witha total of46 respondents.Duringdataprocessing, itwasrevealedthat4questionnaireswereunusablebecauseof ahighrateofomittedquestions.Then,only42wereretainedwith a35%returnrate.Inthissurvey,measurementscalesofourcon- structswereadaptedfromtheliterature(Appendix1). ¨HRISusage¨is measuredbyusefrequencyona7-itemscale(Ruel&Kaap,2012;

Straub,Limayem,&Karahanna-Evaisto,1995).Employees’innova- tioncapacityismeasuredby3itemsadoptedbyGanesanandWeitz (1996)andadaptedbyCoelhoetal.(2011).

Finally, anabridgedversion ofthe scaleof Allenand Meyer (1990)wasadapted tomeasure“affectivecommitment”with4 items.Thethreeconstructsofourresearchmodelaremeasuredby a5-pointLikertscalerangingfromzerotoverystrong.Inorderto validateourscales,firstweusedtheSPSSsoftwaretopurifyour measurement scales.Second,we usedthePLSsoftware(Ringle, Wende,&Becker, 2015)totest thehypothesesof ourresearch model.

3.1. Descriptivestatisticsofthesample

TheresultsinTable1showthatoursampleconsistsofSMEs operatingintwosectors:industry(28.57%)andservice(71.43%).

Thesurveyedemployeesare59.52%youngpeoplebetween26and 35yearsold.Similarly,26.20%arebetween36and45yearsold.

Employeesovertheageof45 representonly11.90%. Theyhave

Table2

DescriptivestatisticsforfunctionalityofHRISUsage.

HRISUsage Min Max Mean S.D

1 payroll 2 5 4.19 ,804

2 personneladministration 2 5 3,98 ,924

3 timeandlabormanagement 2 5 3,79 ,925

4 e-recruitment 2 5 3,50 1,088

5 compensationandbenefitsadministration 2 5 3,26 1,270

6 e-performanceevaluation 2 5 3,31 1,115

7 e-traininganddevelopment 2 5 2,79 ,898

senioritythatexceeds5years(71.43%).Mostsurveyedemployees (92.9%)pursueduniversityeducation.

ThedescriptivestatisticsshowninTable2showadifference intheuseofHRIS.TheemployeesofthesurveyedSMEsusethe7 functionalitiesoftheHRIS,buttodifferentdegrees.Thesurveyed companiesusetheHRISmodulemainlyforthefollowingpurposes:

payroll(mean=4.19),personaladministration(mean=3.98),time andlabormanagement(mean=3.79),e-recruitment(mean=3.50), andcompensationandbenefitsadministration(mean=3.26).On theother hand, e-performanceevaluation (mean=3.31) and e- training and development (mean=2.79) dimensions are poorly usedbyTunisianSMEs.

Tovalidateourmeasurementscales,weconductedaprincipal componentanalysis(PCA).TheconstructHRISusagecontains 7 items.Theresultsofthe(PCA)showedthattwoitemshavelow coefficientsinthecorrelationmatrix,thenitwasdeemedneces- sarytoapplyanotherprincipalcomponentanalysiswithoutthese twoitems(item4anditem5).

The new results validate the measurement scale and con- firm the unidimensionality of “HRIS usage” with a KMO (Kaiser–Meyer–Olkin)equalto0,772.Thesameprocedureiscon- ductedtovalidatetheothertwomeasurementscales,“employees innovationcapacity”and“affectivecommitment”.Theresultscon- firm theirvalidity, with a KMO equal to 0,751for ’employees’

innovationcapacity’and 0,641for “affectivecommitment”.In a secondstep,weusedthePLSsoftware(Ringleetal.,2015)tocheck thereliabilityofourmeasurementscales.PLSallowedustocal- culateCronbach’sAlpha coefficientofeachvariable.Theresults indicatethattheitemsarehomogeneous.Then,weconcludeabout thereliabilityandunidimensionalityofourmeasurementscales.

Cronbach’sAlphais0,905forHRstaffinnovationcapacity,0,814 foraffectivecommitmentand0,747forHRISusage.Table2reports thecorrelationsandCronbach’sAlphacoefficients(Table3).

4. Results

Thetestofthefirsthypothesis(HRISusageimprovesHRstaff innovationcapacity)yieldedthefollowingresults:ontheonehand, thestructuralcoefficientis0,569,whichindicatestheimportance oftheeffect.Ontheotherhand,thecoefficientofdetermination R²is0,361,whichvalidatesthemodel.TheBootstrapprocedureof theSmartPLSsoftwareisusedtomeasurethesignificanceofthe relationship.Table4showsthatthet-statisticis7,917>1,96,which confirmsthesignificanceoftherelationship.Thismodelissignif- icantandexplains36%ofvarianceinthedevelopmentofHRstaff innovationcapacity.Then,themoreHRemployeesuseHRISfea- turesintheirdailyoperations,themoretheydevelopandimprove theirinnovationcapacity.Subsequently,hypothesis1isretained.

Infact,theuseofHRISmakesitpossibleforreducingcostsover timebyminimizingtaskexecutiontimeaswellasreducingHR employeesandpaperwork.Itimprovesdevelopmentprogramsand planning,stimulatescommunicationbetweenemployees,devel- ops employees’ knowledge through the creation of knowledge management flows thatcirculate throughout thecompany and feedall departments. It alsooffersthe opportunityto improve

organizational performance, facilitates communication between topmanagementandemployees,andproducesrelevantdataand informationas abasis fordecision-making withinthecompany (Bhavsar,2011;Chandra,2009;Ngaietal.,2008).Asaresult,not onlytheadoptionofanHRISallowstheHRdepartmenttobehighly effective,butalsoitcontributestotheoveralldevelopmentofthe company.HRISalsoallowstopmanagementtohaveattheirdis- posaloperationalstaffandfutureplansreadyforanynewproject.

Dashboardfollow-up,automaticallygeneratedbyHRISfollowinga specificrequest,allowsformonitoringtheevolutionofworkcon- ditionsandthealarmssetontheworkingenvironmentandsafety atwork.Repetitiveabsencesreportedinadepartmentorteamare detectedquicklytodiagnosetheiroriginandtoquicklyfindsolu- tionsforthem.Infact,whenaccessible,relevantinformationcan helpmanagersandemployeesrespondmorequicklytochanges.

Hypothesis2assumesthattherelationshipbetweenHRISusage andHRstaffinnovationcapacityismoderatedbyaffectivecom- mitment.Firstofall,theresults,reportedinTable5,showedthat therelationshipbetweenHRISusageandHRstaffinnovationcapac- ityremainssignificantwiththepresenceofthemoderatorvariable

“affectivecommitment”.T-Statisticofhypothesis1inthepresence ofthemoderatoris5184.Therefore,hypothesis1isretained.Then, themoderatoreffectissignificant.Comparingthecoefficientof determinationofhypothesis1beforeandafterincludingthemod- erator“affectivecommitment”,wenotice thatR² hasimproved (R=0,456>R=0,361).

TheresultsoftheBootstrapprocedurevalidatethesignificance oftherelationshipwithat-statisticof(3173>1,96).Affectivecom- mitmentmoderatestherelationshipbetweenHRISusageandHR staffinnovationcapacity.Therelationshipisstrongwhenaffec- tivecommitmentis strong.Therefore, hypothesis 2 isretained.

Anothercontributionistohighlighttheroleofemployees’affective commitment.Infact,sharingthecompany’svisionandinvolving employeesindiscussingthestrategyandthefutureofthecompany helpstodevelopemployees’commitment.Affectivecommitment inanHRISprojectenhancesemployees’innovationcapacityasthey seektobringnewcreativeideastotheirorganization.

5. Discussion

Inanenvironmentthatisbecomingincreasinglyuncertain,cre- ativityis theright wayto survive and stay competitivein the domesticandinternationalmarkets.Toachievethisgoal,managers shouldinvestinnewtechnologiesandmovetowardsintegrated information systems suchasERP.Our study firstexaminesthe natureoftherelationshipbetweenHRISusageandHRstaffinno- vation capacity. Then, it measures a moderating effect in this relationship. Our resultsindicate that using the different HRIS applicationsandfeaturestendstofosterthedevelopmentofHR employees’innovationcapcity.First,theinterviewedHRemploy- eesclaimedthateverydayuseofHRISapplicationscouldenhance theircreativity.This isin linewiththeresultsofGordon etal.

(2008);Kalyar(2012)and Qutaishatetal.(2012).Last,thedata collectedfromthesurveyprovesthataffectivecommitmentmod- eratestherelationshipbetweenHRIS usageandHR employees’

innovationcapacity. This resultsupports those of Khan(2011).

Theyfound that employees’commitmentallows for expanding andincreasingtheircreativityandsatisfaction. Indeed,employ- ees’affectivecommitmentencouragestheindividualtoflourish,to bringnewcreativeideasandtotapontheirindividualknowledge forthegoodoftheorganization.

Thisstudyenriches otherstudiesthatexaminedinformation systemswiththepresenceofa moderatingvariable.SMEssuch asTunisianfirmscanindeedinvestinthesesophisticatedinfor- mationsystemstogrow.Infact,anHRISprojectintheTunisian

Table3

Cronbach’sAlphaandcorrelations.

CronbachAlpha Innovationcapability Affectivecommitment HRISusage

Innovationcapability 0.905 1.000

Affectivecommitment 0.814 0.195 1.000

HRISusage 0.747 0.576 0.042 1.000

Table4

PLSresultsbeforeincludingaffectivecommitment.

Statistict RSquare ␤ HRISusage->Innovationcapability 7917 0,361 0,569

Table5

PLSresultsafterincludingaffectivecommitment.

t-Statistic RSquare HRISusage->Innovation

capability

5184 0,456

HRISusage*Affective commitment->Innovation capability

3173

context,assuggestedbyourresults,notonlyfacilitatesworkinthe HRdepartmentbutalsodevelopsemployees’individualinnovation capacity.Inordertooptimizeemployees’creativity,itisimpor- tantandrequiredtohighlighttheroleofaffectivecommitmentin theprocess.Acommittedemployeebringsnewcreativeideasand improvesone’swork.Thecombinationofaffectivecommitment andHRISusefurtherenhancesthecreativityoftheorganization.

Managersarerequiredtoconvinceemployeesoftheutilityof theuseofHRIS. InvestmentinHRIS isaprojectthatrequires a reorganizationofthecompany.Amongtheemployees,thereare alwaysthosewhorefusetoabandontheoldmethods.Thisresis- tancetochangecanbemitigatedbytheaffectivecommitmentof employees.OurresultscanserveHRmanagersintheireffortsto develop theircompanies.AnHRIS projectcannot onlyfacilitate theworkintheHRdepartmentbutalsocontributestothedevel- opmentofstaffinnovationcapacityandimprovesservicequality.

Ourresultscouldhelpmanagersvisualizethebenefitsofimple- mentinganHRISproject.Indeed,acarefulimplementationshould bepursuedandprogrammedtosucceedandtoachievetheobjec- tivesalreadyset.Infact,HRISsimplifiestheHRfunction,automates administrativetasks,eliminatesduplicatetasks,reducescosts,and improvesservicequality.

Inasimilarvein,Lengnick-HallandSteve(2003)pointoutthat e-HR,thedifferentinformationsystemsandinformationandcom- municationtechnologiesappliedtohumanresourcesmanagement havethepotentialtoaffecttheeffectivenessandefficiencyofthis function.Fromamanagementpointofview,thisstudymayencour- agemanagerstoimplementhumanresourcesinformationsystems

giventheircontributionstothecompany.Itseaseofuseandappro- priationwillcontributetoincreasingtheindividualproductivityof employees,improvingtheircapacityforinnovationandimproving service quality. Management practices that favor the develop- mentofemployees’commitment,involvementandorganizational skillswillhelpreachtheresultsalreadymentioned.Managersare expectedtoconsidertheaffectivecommitmentofemployeeswhen using HRIS.In fact, theability toinnovateis betterwhen HRIS useiscombinedwithaffectivecommitmentofemployees.Affec- tivecommitmentreducesresistancetochangebyemployees.This resistanceisoftenrecognizedasafailuresourceforERPprojects.

Ourresultsarenotonlymeantformanagersandconsultants, butalsoforemployeeswhowanttoaccumulatetacitknowledge and improve their work. Although it advanced some interest- ing insights,our studyis not withoutlimitations. First, sample size isrelatively small,only 42 participants.Anotherlimitation relatestosomestatementsinourquestionnaire.Thesestatements probed therespondents on theiractivity sector, age,academic levelandpositionheldinthecompany.Thedatacollectedfrom thesestatementswasusedonlyintheexploratoryanalysis(the descriptivestatisticsofthesample).Futurestudiesshouldtakeinto accountthesestandarddatatodeterminewhethertheyaffectthe contributionofrespondents.Futurestudieswouldbeabletocom- prehensivelydeterminetherelationshipbetweenhumanresources information systems(HRIS)and individualemployeeproductiv- ity ortherelationshipbetweenHRIS and thequalityof human resourcesservice,ortherelationshipbetweenHRISandthesetwo variablesatthesametime.

Futureresearchcanalsotestourmodelindifferentcontextsto checkthattheseresultsremainvalidacrossculturalcontexts.This studycanalsobereplicatedasadetailedqualitativecasestudyor inseveralcasestudiesinwhichHRISwillbecloselyexaminedand whereourresultscanbecompared.

Itisalsoimportanttocheckwhetherorganizationalcitizenship behavior(OCB)isabletoaffecttherelationshipbetweenHRISusage andemployeeinnovationcapacity.Finally,itispossibletotestthe effectofdemographicvariablesasmoderators.

Acknowledgement

Theauthorsthanktheeditorsandreviewersfortheirconstruc- tivefeedbackonanearlierversionofthispaper.

Appendix1Variablemeasurementitems

Constructs Items Auteur(s)

Employees’innovationcapability • TheuseofHRISallowedmetoimprovemylevelofcreativityinwork

• UsingtheHRIShasallowedyoutoexperimentwithnewapproacheswhen carryingoutmywork

• ThecontinueduseoftheHRIShasallowedmetoincreasemylevel inventivewaytobringnewsolutionsincaseofemergenceofproblems

Ganesan&Weitz,1996 Coelhoetal.,2011

HRISusage(frequencyofuse) • Payroll

• Personneladministration

• Timeandlabormanagement

• e-recruitment

• compensationandbenefitsadministration

• e-performanceevaluation

• e-traininganddevelopment

Ruel&Kaap,2012 Straubetal.,1995

Affectivecommitment • Thedegreeofmyprideinbeingpartofthisorganizationis:

• Thedegreeofresemblanceofmyownvaluesandthoseoftheorganization is:

• Thefeelingofsharedproblemsofmycompanyandmyownproblemsis:

• Mysenseofbelongingtomyorganizationis

AllenandMeyer(1990)

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