CHAPTER 8 - U.camdemyu.camdemy.com/sysdata/doc/a/a153bdfd0620514b/pdf.pdf · concentrated in a...

CHAPTER 8HR Administration and HRIS

TRANSACTIONAL HR ACTIVITIES

• Transactional activities make up 65–75% of all HR activities

• Examples of HR administration include these: – Benefits administration – Recordkeeping– Employee services

Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018. 2

INTRODUCTION TO HR ADMINISTRATION AND THE HRIS ENVIRONMENT

• HRIS employee master file (EMF) must be carefully constructed– Record and repository for all relevant employee

information– Must be created prior to other modules for programs

• The role of HRIS is to enhance – Efficiency – reducing costs – Effectiveness – adding value for internal customer

satisfaction


JOB ANALYSIS

• Job analysis– The process of systematically obtaining information about

jobs by determining the duties, tasks, or activities of jobs

• Job descriptions – Define the working contract between the employee and

the organization– The “heart” of the HRM system– Critically important that they be accurate and timely


HR department should capture and store the results of the job analysis and job descriptions within the HRIS

STEPS IN JOB ANALYSIS

• Identify sources of information about the job• Identify the type of job information or data• Determine the methods of collecting the job

data– Use standardized techniques to do job analysis

(e.g., functional job analysis, the position analysis questionnaire system, the task inventory analysis, and the critical incident method)


HRIS APPLICATIONS IN JOB ANALYSIS

• The utilization of technology has dramatically increased the availability of information supporting job analysis and the convenience of conducting job analysis. – O*Net Database– hr-guide.com – Vendors offer stand-alone products or components of a larger product

offering.

• Completing job analysis and deriving job descriptions can be accomplished through online survey techniques.

• Maintaining accurate job descriptions can also be aided by an HRIS.


HR ADMINISTRATION & HRIS

• Can improve efficiency of HR administration• Can improve data accuracy • Can speed the process of building reports• Can support differences in reporting

mandated by global governmental jurisdictions

• Can support secure global distribution of data


ENABLING ARCHITECTUREService-Oriented Architecture (SOA)• Collection of internal and

external services that can communicate with each other

Extensible Markup Language (XML)• Allows data sharing across

different information systems across the Internet

• Improves interface technology through platform independence and protocols


SOA BUSINESS MODELING PROCESS


ADVANTAGES OF XML-ENHANCED SOA

• Improved security• Enhanced performance• Added auditing and change capabilities• Enables alternate delivery models


TYPICAL HRM ADMINISTRATION SERVICE DELIVERY ALTERNATIVES


THEORY AND HR ADMINISTRATION

Resource-Based Theory• Physical, organizational, and

human capital• Innovative combinations of

technology, systems, and intellectual capital generate competitive advantage

• e.g., Walmart’s just-in-time supply chain management

Transaction Cost Theory• Choose to purchase goods

and services they need in the competitive marketplace or make those goods and services internally

• Make or buy (e.g., full-time vs. temp employees)


SELF-SERVICE PORTALS AND HRIS

• Employee self-service (ESS) HR portals– Provide an electronic means for a company’s

employees to access its HR services and information

• Manager self-service (MSS) portals– Specialized ESS portal designed to allow managers

to view extensive information about their subordinates and perform many of their administrative tasks electronically


COMMON SELF-SERVICE APPLICATIONS

• Employee self-service– Distribution of pay advice; administration of leave; update

personal details; administer training; employee surveys; distribute reports; timesheet entry

• Manager self-service– Complete job requisitions; view résumés of prospective

applicants; performance appraisals; view and prepare merit increases; view subordinate salary, performance, and training histories

• Nonemployee self-service– Job postings and applications


SAMPLE EMPLOYEE SELF-SERVICE (ESS) FUNCTIONALITY


EVALUATION OF SELF-SERVICE PORTALS

• Advantages– Improved speed and quality of service– Reduced inquiry transactions and dependency on

HR, which reduces costs

• Disadvantages– Security breaches and identity theft– Data privacy– Admin staff pushing admin work to others


SHARED SERVICE CENTERS (SSCs)

• Shared services– A collaborative strategy where staff functions are

concentrated in a semiautonomous organization and managed like a business unit to promote greater efficiency,value generation, and improved service for internal customers. (Goh et al., 2007, p. 252)

• Flexibility over control• Services covered: finance, HR, IT, purchasing, real

estate mgt., legal, general admin, talent mgt., fleet mgt.


SHARED SERVICE CENTERS

• To demonstrate its value to the organization, SSCs should establish measures/metrics that demonstrate the following:– Customer satisfaction levels– Productivity– Cost controls– Quality


SHARED HR SERVICES

• Internal HR dept. as a strategic business unit (SBU) competes with outside providers for providing these services to other internal departments– Costs– Quality– Value


EVALUATION OF SHARED SERVICES

• Advantages– Focus on delivering timely, high-quality

transactions; focus on customer satisfaction; encourage efficiency and standardization; facilitate development of measures of efficiency, quality, and customer responsiveness

• Disadvantages– Costs overriding long-term quality; lack of synergy;

power shifts between depts; depersonalization (technology replacing people touch)


OUTSOURCING AND HRIS

• Practice of contracting with vendors to perform HR services and activities

• Focus on core competencies – core and noncore functions and processes


HR PROCESSES OUTSOURCED


TYPES OF HR OUTSOURCING

• Discrete/selective outsourcing– Outsourcing only particular function (e.g., recruitment) or

part of a function (e.g., executive recruitment)

• Multiprocess/blended outsourcing– Outsourcing all of one or more related HR functions (e.g.,

recruitment and selection; defined and 401K retirement plan administration)

• Total outsourcing– Having all—or nearly all—HR functions handled by one or

more external vendors


EVALUATION OF OUTSOURCING

Advantages• Cost savings• Performance improvements• Flexibility• Focus on core activities

Disadvantages• Loss of control• Strategic benefits realized

by very few• Loss of knowledge or

internal expertise• Loss of jobs – insecurity• Managing costs• Costs of mismanagement


OUTSOURCING

• Backsourcing– Bringing HR functionality back “in-house” after

originally outsourcing

• Offshoring– HR outsourcing with vendors outside the country– Enabled by broadband and Internet technologies– Primarily utilized to reduce costs and increase

profits


MOTIVATIONS FOR OFFSHORING


TYPES OF HR OFFSHORING

Offshore Ownership• Opening a subsidiary• Joint venture• Purchasing an existing firm

Offshore Outsourcing• Traditional contractual

relationship with an existing firm


OFFSHORING

• HR managers reported that most common offshoring includes the following: – Manufacturing (43%)– IT (29%) – Computer programming (22%)– Customer call centers (29%)– HR functions (16%)


Esen, 2004

CONSIDERING OFFSHORE OWNERSHIP?

• Higher risk associated with offshore ownership• Important to consider

– Availability of employee knowledge, skills, and abilities– Information and communication systems compatibility

with HRIS– Government regulations and legal employment regulations– Political stability of the country and employee security– Cultural differences


LEGAL COMPLIANCE

• U.S. employment laws underpin the general principles used in the practice of HRM.

• Compliance with local, national, and international labor laws – EEO, AA, employment awards and agreements, and health and safety

• HRIS assists in the following:– Increasing efficiency, quality, and cost reduction in fulfilling reporting

requirements– Accurate, timely recordkeeping and reporting – Better tools: self-reporting and electronic report submission

• Enhancing data privacy and security: need-to-know basis


HR ADMINISTRATION AND EQUAL EMPLOYMENT OPPORTUNITY

• U.S. Civil Rights Act of 1964, Title VII– Provides EEO Requirements

• Additional requirements for federal contractors (with over $50K in business)– Affirmative action plan (AAP)– Age Discrimination in Employment Act (ADEA)– Americans with Disabilities Act (ADA)

• Equal Employment Opportunity Commission (EEOC) – Gathering data– Investigating alleged violations– Bringing legal charges against employers who fail to comply


EEO-1 REPORT (Standard Form 100)

• Employers with 15 or more employees must keep records regarding compliance– Law-based category (professional, technical, managerial, and craft)– Sex – Race/ethnicity

• Revised reporting instructions include these:– Designated racial/ethnic categories– Columns for reporting individuals who specify more than one

race/ethnicity– Employees “self-identify” rather than relying on the employer’s visual

categorization (EEOC, 2006)


EEO-1 CHANGES AND HRIS

• Recent changes to EEO-1 reporting may cause organizations to need to update their systems– Track race separately from ethnicity– Separate codes for Asian and Native Hawaiian or Other

Pacific Islander– Modify limitations on reporting to allow reporting of more

than one race– Ensure queries can identify all individuals in a particular

category (e.g., American Indian), even when individuals self-identify as two or more race categories


EEO-1 REPORT


OCCUPATIONAL SAFETY AND HEALTH ACT (OSHA) RECORDKEEPING

• Developed to establish that employers must provide a workplace free of known hazards likely to cause death or serious injury

• Requirements– For businesses with 11 or more employees, OSHA

compliance officers are required to arrive unannounced for an OSHA inspection

– Required to notify OSHA within 8 hours of any accident involving fatality or in-patient hospitalization of three or more covered employees

– Complete an annual OSHA Form 300Kavanagh, Human Resource Information Systems 4e.

SAGE Publications, 2018. 35

OSHA Form 300


Family Medical and Leave Act (FMLA)

• The federal law specifies that its provisions apply to private employers with 50 or more employees in at least 20 weeks of the current or preceding year (U.S. Department of Labor, 2007).

• California law applies the provisions of the FMLA to allemployers with 50 or more employees.

• In contrast, Oregon applies the provisions of the FMLA to employers with 25 or more employees in at least 20 weeks of the year.

• HR managers operating in both California and Oregon would be required to provide annual reports demonstrating that they have complied with both the federal and the state laws that are applicable.


Americans with Disabilities Act (ADA)

THE LAW: The Americans with Disabilities Act of 1990 (ADA) prohibits discrimination and ensures equal opportunity for persons with disabilities in employment, State and local government services, public accommodations, commercial facilities, and transportation. It also mandates the establishment of TDD/telephone relay services. The current text of the ADA includes changes made by the ADA Amendments Act of 2008 (P.L. 110-325), which became effective on January 1, 2009. The ADA was originally enacted in public law format and later rearranged and published in the United States Code. (for more information: http://www.ada.gov/)


http://www.ada.gov/

IMPROVED GOVERNMENTAL REPORTING WITH TECHNOLOGY

• HRIS records can be established at time of employee application

• Simple queries can secure required employee data • Required reporting information can be sent quickly• Reduced disruption of operations

– HR employees can handle the complete reporting function– Changes in mandated reporting requirements can be

handled mechanically by HR

• Electronic reporting ensures timely receipt of reports


HRM AND THE BALANCED SCORECARD

• Balanced scorecard – Both a management and measurement system – “Enables organizations to clarify their vision and strategy

and translate them into action, . . . [providing] feedback around both the internal business processes and external outcomes to continuously improve strategic performance and results” (Arveson, 1998).

• Measures reflect the value-added nature of HRM in leveraging human capital and are linked to the strategic goals reflected in a firm’s balanced scorecard.


Balanced Scorecard Components


SAMPLE HR-BALANCED SCORECARD LINKAGE


ALIGNING THE HR SCORECARD & ORGANIZATION BALANCED SCORECARD

• Specify the business strategy to be supported (e.g., customer retention)

• Identify leading (e.g., on-time order delivery) and lagging (e.g., customer satisfaction levels) indicators

• Identify associated internal processes (e.g., worker productivity and product quality)

• Identify HR linkages (e.g., training and rewards)• Specify the HR strategy (e.g., offer enhanced productivity training

for workers to reduce product time to market and ensure on-time order delivery)

• Measure: worker productivity increase, on-time deliveries, and customer complaints to demonstrate the strategic value of HR training in the “learning” and “growth” balanced scorecard categories Kavanagh, Human Resource Information Systems 4e.

SAGE Publications, 2018. 43

SAMPLE HR SCORECARD MEASURES LINKED TO FIRM BALANCED SCORECARD


CHAPTER 8 - U.camdemyu.camdemy.com/sysdata/doc/a/a153bdfd0620514b/pdf.pdf · concentrated in a...

Documents

Transcript of CHAPTER 8 - U.camdemyu.camdemy.com/sysdata/doc/a/a153bdfd0620514b/pdf.pdf · concentrated in a...