Nowadays, corporations have to consistently advance the value of human assets in their own organizations for maintaining their competitiveness. To achieve this goal, the Human Resource (HR) Dept. plays a decisive role in the aspects of selection, training, employment, and retaining of human resource in the organization. How to improve the efficiency of the HR Dept. and enhance its status in the organizations has become the top agenda to enterprises. The development of Information Technology (IT) transforms the role of the HR Dept. in the organization. It enables HR to be a real strategic partner of corporations through the process of Organization Development. A Human Resource Information System (HRIS) based on the network technology will change the working environment of HR and further lead the transformation of the functions and roles of the HR Dept. Through conducting interviews with 9 companies, this research tries to answer the question, that is, what is the impact to the effectiveness of Human Resource Management when a HRIS is leaded in. It used literature research to analyze the characteristics of Human Resource Management (HRM) and HRIS and sorted out the possible impacts. It also used case study to sharpen the insight by sampling 9 companies which had used HRIS, including foreign and local ones. By doing the work, it drew a conclusion of the impact brought by HRIS and provided a direction of HRIS vendors. The study found that the factors of successfully leading HRIS into a company include the integration with original data, combination with the existing Enterprise Resource Planning System (ERPS), the compatibility of the existing HRIS, HR people¡¦s inability of maintaining HRIS, the suitability of HRIS for company¡¦s specific needs, and the support from high-level management. Leading in a HRIS could benefit the company from decreasing the inconvenience of human operations and increasing the quality of HR¡¦s services. The impacts on the effectiveness of HRM can be seen as the indexes which have positive reaction to HRIS: 1. Reward Management: HRIS provides fast calculation of payment and less human operations. Its tracing function in Payment Module and integration with ERPS help data exchange between HRIS and ERPS. 2. Training Development: HRIS keeps thorough training records of employees. It also can display the average training hours per person, training cost, training results, and etc. 3. Appraisal Management: The whole appraisal process can be done through HRIS, even crossing areas. 4. HR Strategy and Planning: Since HRIS is able to provide more precise data analysis, the quality of decision making of high-level management is enhanced with a great progress. 5. Team Management: Through humanity design of HRIS, more participation from employees is involved. Management spreading in different places still can use HRIS as a platform to exchange HR related information.

This research, based on literature discussion related to issues on intraorganizational power, aims to discover the critical factors affecting the power of HR department within a firm and measure their causal relation as well as correlation through questionnaires. The questionnaires, being sent to any possible representative firms within each industry on our lists, were distributed in a convenient way. They mainly contain two sets of items, one for the HR department manager, another three for the line department manager. In the HR manager one, the questionnaires has 10 questions on HR departmental power index as dependent variable in our study; in the line manager one, it has 15, 5 and 5 questions on HR effectiveness, Top Management Support and HR Innovativeness respectively as independent variable. Based on our findings after statistical analysis, we conclude the followings: 1. As the HR effectiveness increases, the power of HR department does in the same. 2. As the Top Management Support increases, the power of HR department does in the same. 3. As the HR Innovativeness increases, the power of HR department does in the same.

Mémoire numérisé par la Direction des bibliothèques de l'Université de Montréal. / New economic realities are putting pressure on HR to widen its focus from the administrative role it has traditionally played, to a broader strategic role as a business partner. This transition has been difficult for many HR functions because in order to play a more strategic role, they have to measure their effectiveness. To date very few have met this challenge. There are many schools of thought on measuring the effectiveness of the HR function. Sorne authors propose a quantitative or a qualitative approach, while others propose a global approach. However, they all have limitations. An alternative approach is the Balanced Scorecard concept, which enables organizations to translate their strategy into a balanced set of metrics, combining qualitative and quantitative, and financial and non­financial metrics, helping the organization assess current and predict future performance. Therefore, the objective of this research has been to design a balanced scorecard for the Human Resources function as a potential approach to evaluating its effectiveness. Based on the literature, the research methodology focused on the design of a scorecard for a large international organization. First, the HR strategy for this organization was clarified and articulated into a series of cause and effect relationships, presented as tangible goals. To assess the performance of these strategic goals, measures were then selected and defined for each one, resulting in a feasible scorecard composed of 3 8 metrics. The scorecard is ready to implement as a strategic measurement system, enabling the Function' s effectiveness to be assessed over time. Due to the exploratory nature of this research, this application study will hopefully provide insight on the use of the balanced scorecard as an approach to evaluating the effectiveness of the HR function. In the current context facing HR functions, it is key that they find a way to evaluate their effectiveness that will support their evolution as business partners. / Les réalités économiques étant ce qu'elles sont, une forte pression est exercée sur la fonction ressources humaines (RH) afin d'élargir son horizon du rôle administratif traditionnel, à un rôle stratégique accru en tant que partenaire d'affaires. Cette transition a été difficile pour les fonctions RH car, afin d'assumer un rôle plus stratégique, elles se doivent de mesurer leur efficacité. À ce jour, très peu d'entre elles ont relevé ce défi. Il y a plusieurs écoles de pensées sur le sujet de la mesure de l'efficacité du rôle des RH. Certaines proposent une approche quantitative ou qualitative, alors que d'autres suggèrent une approche globale. Cependant, toutes ces approches accusent certaines limites. Le concept du Tableau de Bord Équilibré est une approche qui permet aux organisations de mettre sur pied leurs stratégies sous forme de mesures équilibrées, combinant mesures qualitatives et quantitatives, financières et non-financières, permettant ainsi à ces organisations d'évaluer les performances actuelles et d'anticiper les performances futures. En résumé, l'objectif de ce travail a été de concevoir un tableau de bord équilibré comme une approche susceptible de mesurer l'efficacité de la Fonction des Ressources Humaines. Basée sur la documentation existante, la méthodologie de recherche se concentre sur la création type d'un tableau de bord pour une organisation de taille internationale. D'abord, la stratégie des RH pour cette organisation a été exprimée et conçue en séries de relations de cause à effet, présentées sous forme d'objectifs tangibles. Pour évaluer la performance de ces objectifs stratégiques, des mesures précises furent sélectionnées et définies donnant comme résultat un tableau de bord réalisable composé de 38 mesures. Le tableau de bord est donc prêt à être mis en œuvre en tant que système de mesure stratégique, permettant ainsi d'évaluer l'efficacité de la Fonction au fil du temps. Ce travail étant de nature exploratoire, il est à prévoir que cette étude d'application fournira un modèle quand à l'utilisation du tableau de bord en tant que méthode d'évaluation de l'efficacité de la fonction RH. Face au contexte actuel, il est essentiel que les fonctions RH trouvent un moyen d'évaluer leur efficacité afin de supporter leur évolution en tant que partenaire d'affaires.