dc.description.abstract | In an era striving for excellence, human resources become a crucial source of competiveness (Porter,
1998). Pitman, 2004 reported that the five best performing firms in the USA rely not only on
technology, patents, or strategic position but on the management of their workforce for sustained
advantages in the market place. The business community also realizes that after people, information
technology is its most important asset. The study was therefore aimed at identifying the perceived
factors affecting the implementation of Human Resource Information System at Kenya Revenue
Authority. The researcher adopted a descriptive survey design with the population consisting of KRA
employees based in Nairobi. A stratified random method of sampling was used. The study collected
primary data through a questionnaire and the respondents were drawn from KRA staff based in
Nairobi. The data was analyzed using descriptive statistics including frequencies tables, percentages,
mean scores, standard deviation, ranking orders and pie charts. The respondents agreed to the fact that
top management support, effective communication, training, support of ICT department, support of
HR department and user involvement influences the implementation of HRIS at KRA. The study
recommends allocation of adequate resources by management for the implementation and
maintenance of the HRIS. Communication between managers and employees needs to be encouraged.
HR managers should play a proactive role to support HRIS implementation in their organizations.
Academically, the present study has important implications for studies aimed to understanding HRM,
HRIS implementation in developing countries. By highlighting the significance of several contextual
factors, this study also hopes to expand the focus of HRIS. To the public institutions, the study
provides some insights into the implementation of HRIS which should help HR practitioners acquire a
better understanding of the current HRIS implementation status, applications, benefits and barriers. | en_US |