9. Discussion and Results
Strategic integration was hypothesized to have a significant relationship with human resource
management functionalities. The result of this study found that this hypothesis was not
supported. This result does not agree with the fact that human resource management plays an
important role in the implementation of corporate strategy within an organization as Markova
(2012) commented that "for a long time, HRM has been seen as a key functional area that
assures strategy implementation. With the increased importance of HR, HRM is gaining a
more prominent role in the strategic decision-making in organizations" (P. 83). This also does
not agree with the fact that HRIS plays an important role in the strategic vision of the
organization (Rivard et al., 2006). Furthermore, it does not agree with the previous studies
carried out by Boateng (2007) and Troshani et al. (2011) who commented that HRIS plays a
significant role ensuring that human resources objectives are connected with the
organizational overall strategic objectives. Strategy is considered to be a crucial factor in the
success of any organization. Not supporting this hypothesis can be argued by the fact that
banks in Jordan plan for their strategies but fail to properly implement them (Obeidat, 2008).
Nutt (1999) commented that organizations care about formulating their corporate strategies
but fail to implement them. Successful implementation can be done by formulating other types of strategies which are business and functional strategies. Human resources strategy is
considered to be a type of functional strategies which organizations should plan for carefully,
however, this study shows that banks in Jordan do not link HRIS presented in strategic
integration with their HRM functionalities on one side with their overall corporate strategy,
on the other side.