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Journal of Educational and Management Studies
J. Educ. Manage. Stud., 3(3): 191-194, 2013 JEMS
The Role of Management Information Systems (MIS) to Increase
Productivity in the Workforce (Case Study of Iran)
1 1 2
Nader Barzegar *, Alireza Araghieh and Morteza Asgarani
1. Department of Educational Administration, Islamshar Branch, Islamic Azad University, Islamshar, Iran
2. Department of Management and Economics, Science and Research Branch, Islamic Azad University, Tehran, Iran

Corresponding author’s Email: Barzegar@iiau.ac.ir; Tel: +009891233538579

ABSTRACT: One of the most important goals in any organization is increasing work force productivity. Information
systems, Systems are the responsibility of their data and their processing of information within the organization
and managers to provide information on important economic decisions making. It will be achieved, using the
systems, technology and training tools that are an integral part of modern management. Also; accurate, related,
and on-time information are second most important factors in this regard. The purpose of this survey research was
to study the role of Management Information System (MIS) in increasing human resource productivity. Statistical
population included all 462 personnel in upper, middle and lower level of the organization under the study. Sample
population by use of Morgan Table was 210, selected by random sampling. Instrument for data gathering was
designed by researcher based on the six characteristics of information introduced. Data collected was analyzed by
use of descriptive methods, central tendency measures, and T test. The study revealed that related information and
cost-effectiveness of information were two most important factors associated with the productivity of human
resources. The study has suggested the benefits of using on-the-job-trainings, management support of IMS
distribution of information through networking.
Keywords: Information Management System, Human Resources, Productivity, Training

INTRODUCTION Savings in labor, Increased consumer surplus,

The human resource of an organization offered Improved customer service quality, Improved
the potential synergy for sustained competitive organizational efficiency, Quicker response to
advantage, when properly deployed, maintained and customers, Deeper knowledge and understanding of
utilized. The organization therefore gains sustained customers.
competitive advantage through people, the Also, the intangible benefits include: Improved
organization workforce. Competitive advantage is decision-making ability, Superior product quality,
simply defined as anything that gives an organization Knowledge /information management and sharing,
an edge over the competitors in its market. According improved coordination/relationships with partners
to Porter (1985), the unique talents among employees, and other forms of competitive advantages.
including flexibility, innovation, superior performance, (Kamuzora, 2006)
high productivity and personal customer service are The conceptual and empirical work relevant to
ways employees provide a critical ingredient in this research has progressed far enough to suggest
developing a firm’s competitive position. There is a that the role of human resources can be crucial.
growing consensus that effective management of (Gerhart et al., 1990; Cutcher-Gershenfeld, 1991;
human capital is critical to an organization’s success Arthur, 1994; Ichniowskiet al., 1994; Huselid, 1995;
(Barney et al., 1998; Jackson et al., 2003; Akhtaret al., MacDuffie, 1995; Huselid et al., 1996).
2008). Each period of technological change carries Literature Review
with it high expectations of societal and organizational The new business context, which is
restructuring of various processes with the aim of characterized by increasing globalization, greater
increasing human resource productivity. Increasing organizational complexity, market competitiveness
the productivity is one of the critical prerequisites for and cutting-edge information communication
socioeconomic development. technology, is prompting organization executives to
MIS provides enormous potential for enhancing take more interest in the deployment and utilization of
productivity of human resources in both public and their human resources (HR). The HR function is
private sectors. These benefits from MIS to therefore playing a far more strategic role in the
productivity can be categorized as tangible and business or corporate strategic planning process in
intangible (Shenget al., 2005). the organization (Inyang, 2010).
The tangible benefits include: Reduced cost, For Example, The Information Communication
Improved productivity, Increased market share, Technology (ICT) and MIS are the driving force behind

To cite this paper: Barzegar N. Araghieh A. and Asgarani M. 2012. The Role of Management Information Systems (MIS) to Increase Productivity in the
Workforce (Case Study of Iran). J. Educ. Manage. Stud., 3(3): 191-194.
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 Barzegar et al., 2013

the Australian economy’s productivity growth. Therefore, by implementing the productivity

According to a government report released in March improvement processes, an organization can improve
2006, the ICT and MIS in industry contributed to some the productivity of Knowledge Workers. Knowledge
85% of productivity growth in the manufacturing worker's performance and productivity can be
sector and up to 78% in the services sector in the last improved by providing access to relevant information;
two decades. Another set of research findings environments that promote this information's desired
corroborating the above accounts inform that in the use, continuing educational opportunities, and a
service industry environment, between 59 and 78 balance between guidance and autonomy.
percent of productivity growth can be attributed to Research Purposes
technological factors and between 22 and 41 percent The main purpose of the present research is the
to institutional reform (Hart, 2005). identification of the role of MIS in increasing efficiency
Labor productivity experienced in the US in the of manpower in the Tehran Municipality. Also its sub-
1990s was to a good extent attributed to the growth in purposes are consisted from the identification of the
MIS investment. For example, Oliner et al. (2000) related role of information, accuracy and correctness,
stated that concluded that slightly over 20 percent of security, speed and economy of the information in
U.S. increasing efficiency of manpower.
Moreover, 37 percent of labor-productivity Research Questions
growth is attributed to "capital deepens" from the use What is the role of MIS in increasing efficiency of
of ICT. Also, Jorgenson et al. (2000) calculated even a manpower in deputy of coordination and
higher contribution of approximately 43 percent to programming of the Tehran Municipality?
total labor-productivity growth.
Canada is another country with discernable MATERIALS AND METHODS
information on the impact of ICT and MIS on labor In the present research descriptive research
productivity. For example, in a study by the Bank of method from measurement type has been used. The
Canada, revealed that over the 1996- 2000 period, ICT statistical inferential of this research has been formed
contributed 0.53 percentage points of the 4.75 per from all employed manpower in groups of Top
cent growth in business sector output. (Khan et al., Managers, MiddleManagers and supervisors and
2002). Also, Goldstein et al. (2002) assert that experts in deputy of coordination and programming
introduction of ATMs has definitely increased labor- Tehran Municipality. Statistical Population was 462
productivity but not necessarily the total factor persons that 210 persons by using Morgan Table
productivity. This demonstrates that effects of through accidental classification sampling have been
computer diffusion on growth were concentrated in a selectedbetween all of them.
number of industries (OECD, 2003a).
The impact of MIS on the overall growth of the RESULTS
economy can be observed by looking at the In order to analyze the data and answering to
multifactor productivity factor (MPF) measurement. In the questions of the research, descriptive and
OECD countries, MPF coefficients have been found inferential statistics have been used. In the descriptive
higher in economies and more specifically in sectors section, frequency, percent, average, variance and
with higher investments in MIS. (Irene Bertschek, et al., deviation standard have been used and in inferential
2004). Evidence from several countries suggests that section T Test of one sample has been used. In tables
the MIS revolution is skill-biased and increases (1) and (2) the obtained results have been shown.
demand for high-skilled relative to low-skilled workers. The table 1 shows that the average of security
Jorgenson et al. (2000) point out that high-skilled element of information (16.24) is lower compared to
workers are likely complementary to ICT, while low- the other elements. In total, the averages and the
skilled workers are substitutable. amount of scattering in each element is nearly close to
The following are some of the processes for each other. Of course, economic element of
improving productivity of Knowledge Workers : E- information and speed of information have the
Learning ICT, Enabled Education, Empowering the highest average which are 17.76 and 17.25
Knowledge Worker with Internet Learning, Information respectively.
Technology, Information and communications Question- What is the role of MIS in increasing
technology (ICT) & Internet, Mobile & Wireless ICT, efficiency of manpower in deputy of coordination and
Integration of IT Related Technologies or Support programming of the Tehran Municipality?
Groups, Weblogs, Knowledge Management (KM) and The results of data in table (2) show that the
Change in Attitude (Mohanta, et al., 2006). average of variable of management information has

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meaningful difference with the theoretical average Based on these results, MIS Lead to increase
and is higher than the experimental average. efficiency of manpower.

Table1: Descriptive Indicators of Management Information System Elements

Management Information Systems
Average Standard Deviation Minimum score Maximum score
Factors

Related information 17.41 2.83 10 24

Accuracy of information 16.60 3.08 6 24
Correctness of information 16.79 3.13 6 24
Security of information 16.24 3.22 6 23
Speed of information 17.25 3.08 7 24
Economy of information 17.76 3.38 6 24
Elements MIS 102.45 15.33 54 136

Table 2: Results of T Test with a Related Sample with the Management Information System Variable
Indicator of measurement
Freedom
variable T Meaningful level Difference of test average
degree

Management information system 87.20 178 0.001 99.95

DISCUSSION Gershenfeld, J. C. Cutcher (1991). The impact on

The findings of the research show that role and economic performance of a transformation in
effectiveness of MIS in the dimension of human workplace relations. Industrial and Labor
resources includes: training human resources, giving Relations Review, 44: 241-260.
speed to the assigned duties and better usage from Goldstein, A. & O’Connor, D. (Eds.). (2002). Electronic
the resources of MIS and technology are effective in Commerce for Development. Paris: OECD.
increasing efficiency and productivity. For better Hart, D. (2005). The “Wise” Supply Chain: Knowledge as
effectiveness and efficiency, measures such as; a Component of its Success. Retrieved July 29,
teaching information and concepts, methods of 2005, from www.rangelands-australia.com.au/
working with computer, designing and database publications/005 _ Wise Supply Chain_ ARS_DH.
establishment, comprehensive and integrated data for Huselid, M. A. (1995). The impact of human resource
all units, proper culture making for complete set of management practices on turnover, productivity,
systems for analyzing MIS and considering Strengths and corporate financial performance. Academy of
and weaknesses points, financial and spiritual support Management Journal, 38: 635-672.
of senior managers should be taken into Huselid, M. A., & Becker, B. (1995). High performance
consideration. work systems and organizational performance.
Paper presented at the annual meeting of the
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