The Impact of The HRIS Usage in Human Resource Management Practice, Employee Innovation, and Job Satisfaction to Increase Employee Performance

Febri Yona; Yohana Cahya F. Palupi  Meilani

doi:10.35877/454RI.qems2716

Febri Yona Faculty of Economics and Business, Universitas Pelita Harapan, Universitas Pelita Harapan, Jl. M.H. Thamrin Boulevard No.1100, Tangerang, 15811, Indonesia (ID)
Yohana Cahya F. Palupi Meilani Faculty of Economics and Business, Universitas Pelita Harapan, Universitas Pelita Harapan, Jl. M.H. Thamrin Boulevard No.1100, Tangerang, 15811, Indonesia (ID)

https://doi.org/10.35877/454RI.qems2716

Keywords: Human Resource Management Practice, Employee Innovation, Job Satisfaction, Employee Performance

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Abstract

The objectives of this research are research aims to understand the influences of human resource management practices, employee innovation, and job satisfaction on the usage of human resource management information systems (HRMIS) and employee performance. It also investigates how HRMIS usage affects employee performance and examines the mediation effects of HRMIS on the relationships between human resource management practices, employee innovation, job satisfaction, and employee performance. The study is descriptive quantitative and classified as explanatory research, with a sample of 30 employees from PT.GSI, and it employs Structural Equation Modeling Partial Least Squares (SEM PLS) for data analysis. The results showed that; The study found that Human Resource Management Practices (HR), Employee Innovation (EV), and Job Satisfaction (JS) each have a positive and significant effect on the Human Resource Information Systems (IS) of PT GSI employees. Additionally, HR and JS have a positive and significant impact on Employee Performance (EP), whereas EV has a positive but insignificant effect on EP. The IS itself positively and significantly influences EP. Moreover, IS mediates the effects of HR, EV, and JS on EP, enhancing the relationship between these variables and employee performance.

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