This new dimension of individual-level consequences is also important when discussing HRIS implementation success
models (e.g., Lippert and Swiercz, 2005). In this context, Lippert and Swiercz (2005) define HRIS implementation as a success if a new system completely replaces a previous system, if functionality of the new system is realized, and if its acceptance permeates the entire organization. Nevertheless, it is a least worthy of discussion whether one can still classify a system implementation as successful if the aforementioned preconditions are fulfilled and employees begin to use the system, but their job satisfaction is declining and even some of them quit their jobs. Based on our results, we recommend extending this definition of HRIS implementation success to include individual-level consequences as an additional dimension to the organizational success dimension. On the one hand, we suggest that an HRIS implementation is unsuccessful if employee job satisfaction decreases and turnover intention increases. On the other hand, we propose that an implementation is a sufficient success when it does not affect job satisfaction and turnover intention of HR personnel at all and a significant success when job satisfaction increases and turnover intention decreases. By considering these (un)intended consequences as an additional dimension of HRIS implementation success, the individual-level consequences (Parry and Tyson, 2008) can be discussed in more detail in addition to the well-researched organizational consequences (Buckley and Monks, 2004; Caldwell, 2003; Wright, 2008).