Alignment of Human Resources and Information Technology: A Case Study of a Major Australian Bank

While there is significant evidence to suggest that the alignment of Human Resources(HR) and Information Technology(IT) planning and implementation processes have a positive impact on firm performance, there is little discussion on how to achieve alignment. Industry evidence suggests there are limited communications or connections between HR and IT executives, and significant problems in translating alignment intentions into executive understanding and actions. This research looks at the case of a major bank through the lens of the Reich and Benbasat social alignment framework to contribute to an understanding of the issues that enable or inhibit alignment between the IT and HR strategic functions. Findings support the view that shared domain knowledge, and history of IT and HR implementation success impact on the communication and planning activities that ultimately determine levels of social alignment. Other factors of geographical location, structural power, accountability, and leadership have been added as a result of this research.