The Impact of Management Information Systems on the Security Crisis Management “A Study on the General Directorate of Passports in Riyadh-KSA” (Published)
The study aimed to investigate the impact of management information systems on crisis management through the application on the General Directorate of Passports in Riyadh and its relationship with some variables for the year (1437-1438). Random sample was selected consist of (135) employees, to achieve the objectives of the study, A questionnaire was constructed and consisting of (33) items distributed on five paragraphs (the impact of information systems in predicting the crisis, the impact of information systems to contain the crisis, the impact of information systems for mitigating the detriment of the crisis, the impact of information systems to regain control, the impact of information systems in taking lessons from the crisis). After confirmation of the suitability and stability of the study tool, a questionnaire has been applied to the sample. The results showed that the impact of information systems was seen on all the paragraphs where they were all hypotheses acceptance, while the results did not show significant differences attributable to changes in the academic level, experience, and age, with the exception of the paragraph except for the paragraph of “the impact of information systems for mitigating the detriment of the crisis.” and differences came in favor of master or higher, and the paragraphs of the impact of information systems in predicting the crisis, the impact of information systems to take lessons from the crisis, the differences came in favor of the experienced (20-25). in light of these findings set of recommendations have been out , most notably the need to update systems management information in the Directorate of immigration and the need to prepare prior plans to cope with crises.
Relationship between the Use of Management Information Systems and Employee Job Performance: Evidence from Kenindia Assurance Company Limited (Published)
Organizations are continually changing their information systems in order to keep up with the ever-changing business environment and, more importantly, to stay competitive. These changes do affect employee performance, either positively or negatively. Management information systems (MIS) should facilitate planning, especially in large organizations where managers often do not have a good personal touch with the scene of operations. In this regard, therefore, a good management information system helps to decentralize authority to enable effective management of organizational processes to be undertaken making control easier. MIS should facilitate coordination by integrating specialized activities and keeping each department or function of the organization aware of the problems of the other departments. Based on a study of Kenindia Assurance Company in Kenya, this paper examines the influence of management information as a strategic tool of management on employee performance. The respondents of the study were the branch managers, underwriting officers, claims and legal managers, information technology managers and operations managers. The study adopted a qualitative research design. Data was collected through interviews and questionnaires. Inferential statistics and parametic methods, like the Likert and Ordinal scale, were used to analyse data. The study findings revealed that the use of MIS had enhanced access to resources and employee satisfaction. The results of the study indicate that the new IS tends to cause fear and anxiety among employees who think that the system is out to take their jobs. This is also attributed to confusion of responsibilities and duties of IS among employees. In addition, some of the senior officials in management feel that information systems usurp their power and authority. However, from the study findings, it is clear that employees generally improve their performance whenever IS are used. Based on the results of the case study at Kenindia Assurance Ltd., it is recommended that MIS should be used as a strategic tool to improve employee performance. Managers must have appropriate managerial skills in order to stipulate their core functions of management such as coordinating, directing, controlling, organizing and planning. Moreover, the increase in financial gains owing to improved employee performance should be a motivator to some managers to relinquish their fears that IS are meant to usurp their official powers rather than enhance organizational performance.