ERP系统在人力资源管理中的应用研究

ERP系统在人力资源管理中具有至关重要的作用,在企业的人力资源管理中应该重视ERP系统的建设和实施。本文简要介绍了ERP人力资源管理系统的运行机理,对ERP系统的作用和规则、主要特征进行了细致的分析,并对ERP系统在人力资源管理中的应用进行了探讨。     

ERP在企业人力资源管理中的应用探究

人力资源管理模块是ERP的重要组成部分,是信息化时代的资源配置模式。本文阐述了建设ERP人力资源系统的意义及ERP在人力资源管理中的具体应用并提出了提高ERP实施成功率需注意的问题。     

ERP在企业人力资源管理中的应用探究

人力资源管理模块是ERP的重要组成部分,是信息化时代的资源配置模式。本文阐述了建设ERP人力资源系统的意义及ERP在人力资源管理中的具体应用并提出了提高ERP实施成功率需注意的问题。     

试论ERP系统对高校食堂管理的优化

ERP系统是一种主要面向制造行业进行物质资源、资金资源和信息资源集成一体化管理的企业信息管理系统。本文通过将ERP系统的管理特点与高校食堂的业务相结合,分析出ERP系统在供应链管理、生产控制管理、财务管理和人力资源管理方面为高校食堂管理所带来的优化。论述了ERP系统在高校食堂信息化管理方面的价值。     

试论ERP系统对高校食堂管理的优化

ERP系统是一种主要面向制造行业进行物质资源、资金资源和信息资源集成一体化管理的企业信息管理系统。本文通过将ERP系统的管理特点与高校食堂的业务相结合,分析出ERP系统在供应链管理、生产控制管理、财务管理和人力资源管理方面为高校食堂管理所带来的优化。论述了ERP系统在高校食堂信息化管理方面的价值。     

企业ERP项目中人力资源管理系统应用

在人力资源管理过程中,管理者希望能对人力资源的整个流程状态、数据信息等了如指掌。企业内部的人力资源越来越受到企业的关注,被视为企业的资源之本。在这种情况下.人力资源管理作为一个模块,被加入到了ERP系统中.和ERP系统中的财务、生产系统组成了一个高效的、具有高度集成性的企业资源系统。     

浅谈ERP系统对人力资源管理工作的积极影响和应注意的事项

人力资源是企业的第一资源，是企业的核心竞争力。随着企业的成长和发展，在产业结构调整和管理优化等方面对人力资源管理工作提出了新的要求， ERP人力资源管理系统的应用恰逢其时。本文从应用角度，分析本企业深化ERP人力资源管理系统应用对人事工作带来的变化和诸多积极影响，同时也提出了一些应该注意的事项。     

基于ERP的人力资源管理信息化研究

信息技术的高速发展,为人力资源管理带来了发展机遇,同时也使其面临着一些新的挑战。ERP(企业资源计划)以先进的企业管理思想为基础,面对整个企业资源,应用信息技术实现集成化管理。人力资源是ERP中很重要的一部分,因为人力资源也是一种特殊但是重要的资源。未来企业要想提升自身竞争实力,有效管理和运作人力资源是重要手段,通过在人力资源管理中引入计算机等先进手段和技术,可促进现代企业人力资源管理的良性发展。     

ERP系统在企业中的应用

目前全球排名靠前的大型公司中,超过90%的企业都已经应用了ERP系统,用来提升管理水平,增加核心竞争力.ERP系统是基于企业现代化管理理念,将财务、采购、销售、生产、库存等业务功能综合集成的信息系统.ERP系统具有集成人财物产供销所有资源统一化管理,提高了企业管理效率和人力资源的利用率,优化了各项资源的配置.本文先是讲解了企业中ERP系统的特点,然后分析了企业中ERP系统的应用,最后提出了企业应用ERP系统还需要注意的问题     

南方公司基于ERP系统的培训需求控制分析

本文主要研究对南方公司培训需求控制的改进，重点分析技术工人的培训需求。通过对南方公司的人力资源、培训管理以及ERP现状的分析，提出通过ERP系统提取技术工人培训需求的方法。即将企业与生产有关的资源按生产要素分为产品、设备、工艺和人力资源4个部分，在分析其相互间逻辑关系的基础上，找出其间的联系以及对培训需求的影响，然后分别从ERP系统中提取，利用具体的实现算法，得出培训需求，为科学开展培训管理提供保障。     

基于ERP的人力资源管理系统研究

本文从作者多年从事企业管理软件开发及商业ERP实施的经验出发,结合ERP理论和实践的最新进展,充分应用动态数据库技术及颁布式事务处理的方法,提出了面向中、小型企业的ERP的人力资源管理系统的基本框架,帮助企业理顺业务流程和节省运营成本以及提高工作效率,有一定的实用性和理论参考价值。     

宣钢再生资源的网络信息化管理

通过介绍宣钢再生资源管理网络信息化模式的构建,阐述了ERP信息系统在再生资源管理的实施应用情况。     

Shared leadership in enterprise resource planning and human resource management system implementation

Human resource management systems (HRMS) integrate human resource processes and an organization's information systems. An HRMS frequently represents one of the modules of an enterprise resource planning system (ERP). ERPs are information systems that manage the business and consist of integrated software applications such customer relations and supply chain management, manufacturing, finance and human resources. ERP implementation projects frequently have high failure rates; although research has investigated a number of factors for success and failure rates, limited attention has been directed toward the implementation teams, and how to make these more effective. In this paper we argue that shared leadership represents an appropriate approach to improving the functioning of ERP implementation teams. Shared leadership represents a form of team leadership where the team members, rather than only a single team leader, engage in leadership behaviors. While shared leadership has received increased research attention during the past decade, it has not been applied to ERP implementation teams and therefore that is the purpose of this article. Toward this end, we describe issues related to ERP and HRMS implementation, teams, and the concept of shared leadership, review theoretical and empirical literature, present an integrative framework, and describe the application of shared leadership to ERP and HRMS implementation.     

Enterprise resource planning systems and its implications for operations function

Over the last decade, our world has changed dramatically due to the growing phenomenon of globalization and revolution in information technology. There is tremendous demand on companies to lower costs, enlarge product assortment, improve product quality, and provide reliable delivery dates through effective and efficient coordination of production and distribution activities. To achieve these conflicting goals, companies must constantly re-engineer or change their business practices and employ information systems.In 1990s, Enterprise Resource Planning (ERP) systems have emerged as an enabling technology, which integrates various functional (operations, marketing, finance) information systems into a seamless suite of business applications across the company and thereby, allowed for streamlined processing of business data and cross-functional integration. Thus, ERP systems provide an enticing solution to managers who have struggles with incompatible information systems and inconsistent operations policies. However, successful implementation of ERP systems requires active participation from senior-level managers from various functional areas so as to delineate its impact on the business level as well as functional level strategies.In this paper, we have endeavored to provide operations managers a brief overview of ERP systems and highlight its implications for operations function. Specifically, the objective of this paper is to give a broad based overview of enterprise resource planning systems. Using SAP R/3 as an example system, we discuss how an ERP system can assist in enhancing strengthening business strategy and making consistent operations decisions: process design, production planning and scheduling, inventory management, quality management, human resource management.     

HR,ERP, and knowledge for competitive advantage

Enterprise resource planning (ERP) systems are a strong fit with organizations dominated by routine, highly programmed technologies, and tightly regulated operations. However, while these settings are best suited for ERP implementation, they also have the greatest difficulty making use of the knowledge ERP systems generate because of their inherent rigidity, inertia, and resistance to change. This article examines how human resource management practices can help a firm overcome the problems and capitalize on the opportunities that ERP technology presents by facilitating an effective dual‐core structure through an emphasis on knowledge management, human capital stewardship, and relationship building. © 2006 Wiley Periodicals, Inc.     

A method for improving ERP implementation success by the principles and process of user-centred design

Enterprise resource planning (ERP) systems are implemented to increase the productivity and operational efficiency of companies. However, the implementation activities and changes within operational processes pose a temporary threat to productivity. Reported difficulties in implementation projects frequently relate to organisational and human-centred issues; like the ability and motivation of the organisation to accept the new ERP system. User-centred design (UCD) is a multidisciplinary process that aims at improving human working conditions by early user involvement in the system design, e.g. user observation or usability testing. UCD was originally developed for the design of interactive computer systems. The underlying question for this research is how the principles and process of UCD can be applied to ensure the usability of an ERP system. This article presents: first, a literature review of ERP implementations; second, a literature review of UCD applications; third, a method to combine the UCD and ERP system implementation processes; and finally a discussion of the UCD approach for ERP implementation.     

企业实施ERP后的人力资源管理

ERP企业人力资源计划系统是在运用信息技术的前提下,将系统化管理思想运用于企业运行和决策,协助企业管理者或员工进行决策和管理的平台。这种现代化的企业运行模式综合运用现代化管理思想及先进的信息科学技术,充分体现了社会发展对企业资源合理调配,以确保企业利益最大化,企业要想发展,必须借助于人力资源系统。     

实施ERP对企业绩效的影响

现代企业面临着越来越激烈的竞争,为了提高经济效益,提高竞争力,企业开始走向了信息化之路,而采用ERP是企业迈向信息化的一种途径。ERP是现代管理思想和管理方法的综合运用,它将企业内部所有资源整合在一起,对采购、生产、成本、库存、分销、运输、财务、人力资源进行规划,从而达到最佳资源组合,取得最佳效益。最近几年ERP在我国有了迅速的发展,许多企业通过实施ERP提高了企业的管理水平,改善了业务流程,取得了良好成效。文章利用方差分析方法,探讨了安徽辖区一些上市公司在实施ERP后给公司带来的绩效影响。     

HR系统在人力资源管理中的应用

文章以鹤壁煤业集团有限责任公司人力资源信息管理系统为例,通过阐述HR系统在人力资源管理中的应用,进而在一定程度上为HR系统在人力资源管理中的应用提供参考依据。     

Risk assessment for enterprise resource planning (ERP) system implementations: a fault tree analysis approach

Enterprise resource planning (ERP) system implementations are often characterised with large capital outlay, long implementation duration, and high risk of failure. In order to avoid ERP implementation failure and realise the benefits of the system, sound risk management is the key. This paper proposes a probabilistic risk assessment approach for ERP system implementation projects based on fault tree analysis, which models the relationship between ERP system components and specific risk factors. Unlike traditional risk management approaches that have been mostly focused on meeting project budget and schedule objectives, the proposed approach intends to address the risks that may cause ERP system usage failure. The approach can be used to identify the root causes of ERP system implementation usage failure and quantify the impact of critical component failures or critical risk events in the implementation process.