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The effect of HRIS implementation success on job involvement, job satisfaction and work engagement in SMEs


Purpose
The purpose of the study is to highlight the effect of human resources information systems (HRISs) implementation success on the job involvement, job satisfaction and work engagement of the employees in small and medium enterprises (SMEs).


Design/methodology/approach
Following an investigative study, a quantitative research is done with a positivist approach. A sample of 1,082 responses from 163 SMEs in different economic sectors is analyzed using statistical package for social sciences and structural equation modelling.


Findings
The results show that HRIS successful implementation explains the variation in job involvement and work engagement to a limited extent while it does highly affect employees’ job satisfaction. Moreover, the correlation between job involvement and both HRIS implementation success and job satisfaction is negative.


Research limitations/implications
The researchers were not able to conduct intersector analysis for differences among economic sectors. Existing gender differences in job involvement, work engagement and job satisfaction are hinted to and need further analysis.


Practical implications
The HRIS users with higher educational background tend to display a more open approach toward using the system and seeing the system’s implementation succeed. Tenured managers display low enthusiasm toward HRIS success, although being highly involved and engaged in the SME’s life. This provides for not only a steady work-flow but also fosters resistance to change. The successful implementation of the HRIS is a new dimension in the hands of managers at work, facilitating their supervisor work routines and affecting employees’ satisfaction, involvement and engagement.


Social implications
The HRIS success allows more flexibility at the supervisor level of daily work, opening a window toward flexible working hours and indirect supervision. It allows users some freedom and flexibility and the application of their own ethical beliefs when self-reporting.


Originality/value
Although most research looks at corporations and the factors leading to HRIS implementation success, this study goes beyond the implementation to dwell into Small and Medium Enterprises (SMEs), looking at HRIS after its implementation success, as a potential tool for motivating, involving and engaging employees.
