When the emphasis is on Resource Management, then in the formal accounts of any enterprise, people appear only as costs. However, they can also be thought of as assets in the sense that they are a productive resource, requiring proper maintenance and renewal.
This unique identity is often referred to as the culture of the enterprise, and as the enterprise develops so does its unique culture.
The cultural diversity of enterprises is reflected in their implementation and use of information systems. It is generally true that all companies need a human resource information system. However, the information they require, its structure, and the means by which they obtain it, produce a different system in every case.
Packaged systems solutions like Oracle HRMS provide a core system, which each enterprise customizes to meet its own needs. Customization involves the definition of special information requirements, structures, and processes. It also involves analysis of the working practices associated with day-to-day maintenance and use of the system.
This role was primarily reactive in nature. Human Resources responded to the needs of both managers and employees, but did not anticipate them.
In the last few decades, human resource management has evolved and assumed a more proactive role. This reflects the recognition of the importance of managing people in the successful achievement of enterprise objectives.
The result now is that this function within many enterprises encompasses responsibilities that include a wide ranging spectrum of activities.
Often this has been a reactive and operational role in which payroll staff responded to the needs of both line managers and employees.
Human Resources and Payroll Activity Cycles