Strategies for Implementing Human Resource Information Systems for Nonprofit Organizations

The lack of implementing human resources information systems leads to the inability to link human resources with other organizational processes, leading to a disconnect in the workflow and information sharing process. The absence of a human resources information system can limit senior executives’ abilities to increase organizational performance. Grounded in the resource-based view theory, the purpose of this qualitative multiple case study was to explore strategies senior nonprofit executives use to implement human resources information systems. Participants were 5 nonprofit senior executives in Germany. Data were collected through semistructured interviews and an analysis of internal and publicly available organizational documents. Through thematic content analysis, the emergent themes identified from this study include strategic alignment, financial flexibility, knowledge sharing, sustainability, and longevity. A key recommendation for nonprofit senior executives is to incorporate financial flexibility in the organization’s business strategy increases the capacity to invest in information technology systems that improve human resources functions and organizational performance. The implications for positive social change include the potential for senior nonprofit executives to improve organizational performance. Such changes may include improvements in workforce members retention, recruitment, hiring the nonprofit workforce, and enhancing human resources performance to secure nonprofit organizational sustainability to continue supporting communities and their citizens