Reports on the results of a survey of 220 front-line supervisors in Hong Kong using the job descriptive index (JDI) to investigate the perceived impact of total quality management (TQM) programmes on job satisfaction. Shows that the respondents were much less satisfied with the work dimension than with other JDI dimensions such as supervision and co-workers. TQM programmes seemed to have no impact on pay and promotion. The respondents perceived that the TQM programmes had led to a variety of changes which made their jobs more demanding, requiring greater individual skill and accuracy, but did not make their jobs more interesting and important. Discusses significance of these findings in the context of the need to provide employee satisfaction in total quality management.

There are many studies address the issues of finding the critical success factors of projects. In this study, we focus on the performance of the people who manage projects. A performance evaluation model for project managers is constructed on the basis of managerial practices. This model incorporates leadership behaviors that lead to managerial practices with some essential factors that may affect them. An analytic network process that borrows the idea of stochastic transiting process is employed to identify the interdependence between these two groups of elements. The model first calculates the relative importance of the leadership behaviors for the performance evaluation of project managers with respect to each of those influence factors. In the analytic network process approach, the relative importance of those leadership behaviors as well as the relative intensity of the factors that influence them is determined simultaneously. As for the relative weights of the managerial practices in each leadership behavior is determined in a similar way. Finally, the relative importance of those leadership behaviors and weights of their corresponding managerial practices will be involved to the model for evaluating the performance of project managers. The intensities of those influence factors will be used to aid the understanding of how the influence factors affect the leadership behaviors.

Purpose – To present a comprehensive literature review of human resource information systems (HRIS) and to report the results of a survey on the implementation of HRIS in Hong Kong.

Design/methodology/approach – A structured questionnaire was designed, pre-tested, modified, and used to capture data on a cross-section of HRIS users in Hong Kong. The questionnaire was
pilot-tested by practicing HRIS consultants and by HR andMIS managers. Based on the feedback from the pilot-test, the questionnaire was modified and a final questionnaire was developed and mailed to companies in Hong Kong.

Findings – Most Hong Kong industries perceived that the greatest benefits to the implementation of HRIS were the quick response and access to information that it brought, and the greatest barrier was insufficient financial support. Moreover, there was a statistically significant difference between HRIS adopters and non-adopters, and between small, medium, and large companies, regarding some potential benefits and barriers to the implementation of HRIS.

Research limitations/implications – Further research should address the status of internet/ intranet-based HRIS. An internet/intranet-based HRIS will undoubtedly be of much more benefit than the traditional HRIS, but its adoption will pose some challenges to practitioners. Practical implications – Provides some insights into the implementation of HRIS by Hong Kong companies, which should help HR practitioners acquire a better understanding of the current status,
benefits, and barriers to the implementation of HRIS.

Originality/value – Little research has been done to address the perceived benefits and potential barriers to the implementation of HRIS. This study is timely and important in that it examines the current status of HRIS in Hong Kong. It also compares differences in perception between HRIS
adopters and non-adopters as well as in the size of organizations in relation to the adoption of HRIS.