Analyzing the impact of HRIS implementations on HR personnel’s job satisfaction and turnover intention Christian Maier a,⇑ , Sven Laumer a , Andreas Eckhardt b , Tim Weitzel a a Centre of Human Resources Information Systems, University of Bamberg, Department of Information Systems and Services, An der Weberei 5, 96047 Bamberg, Germany b Centre of Human Resources Information Systems, University of Frankfurt am Main, Institute for Information Systems, Grueneburgplatz 1, 60323 Frankfurt am Main, Germany article info Article history: Available online xxxx Keywords: (Un)intended individual-level consequences Work-related outcomes IT acceptance Job satisfaction Turnover intention HR identity e-Recruiting system HRIS Implementation abstract An in-depth case of an e-Recruiting system implementation is used while focusing on the level of Human Resource (HR) employees to research unintended consequences during the implementation of Human Resources Information Systems (HRISs). We develop a model that integrates the belief and attitude component of the technology acceptance literature with work-related consequences. We provide evidence for an indirect effect of attitudes toward the HRIS on turnover intention that is fully mediated by job satisfaction. Our results contribute to the literature on systems implementations and technology adoption by sug- gesting work-related outcomes as important additional success variables. Ó 2012 Elsevier B.V. All rights reserved. 1. Introduction While advances in technology and management have routinely been used to advance primary business processes, the professionalization of Human Resources (HRs) processes often lags behind. Despite the widely acknowledged importance of ‘‘human capital’’ for firm success, HR processes are often typical of other support processes that are not well strategically aligned, suffer from low Information Systems (ISs) support, and hence can hardly help realize the strategic potential hidden in Human Resources Management (HRM). A key move toward realizing that potential is to go from HRM to e-HRM by imple- menting Human Resources Information Systems (HRISs). Like enterprise resource planning systems in other areas, an HRIS can automate HR activities in the HR department (Bondarouk et al., 2009; Lee, 2007; Strohmeier, 2007, 2009; Tansley et al., 2001) and provide efficient HR services for the entire organization (Ulrich, 1996), thus making the HR department a strategic player within the firm (Hussain et al., 2007). During this transformation of HR from administrative expert to strategic partner (Wright, 2008), the tasks, work routines, competencies, and capabilities of HR employees change as well. Thus, two key questions are whether HR staff will accept these changes (Wiblen et al., 2010) and whether there are unintended consequences. Despite well researched organiza- tion-level consequences of this strategic transformation, individuals working in the HR department in particular are strongly affected, often in unanticipated ways. Drawing on insights from a large-scale strategic e-HRM implementation project at a global automotive supplier, we find that HRIS implementation not only affects HR staff job satisfaction (Boudreau and Robey, 0963-8687/$ - see front matter Ó 2012 Elsevier B.V. All rights reserved. http://dx.doi.org/10.1016/j.jsis.2012.09.001 ⇑ Corresponding author. Tel.: +49 951 863 3919; fax: +49 951 863 2872. E-mail address: christian.maier@uni-bamberg.de (C. Maier). Journal of Strategic Information Systems xxx (2012) xxx–xxx Contents lists available at SciVerse ScienceDirect Journal of Strategic Information Systems journal homepage: www.elsevier.com/locate/jsis Please cite this article in press as: Maier, C., et al. Analyzing the impact of HRIS implementations on HR personnel’s job satisfaction and turnover intention. J. Strateg. Inform. Syst. (2012), http://dx.doi.org/10.1016/j.jsis.2012.09.001