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K.G.MITTALCollege of Arts & Commerce
MALAD (West) Mumbai 400 064.
Information System in Human Resource
Project Submitted By:
Mr: DEEPAK SHARMARoll No.: 3
Under the Guidance of:
Prof: Disha Vaishnav
For The academic year 2011-2012
In fulfillment of the requirement for the Degree of
Bachelor of Management Studies
Third Year-Semester 5
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Executive Summary
This project is based on Information System In HR anoverview... . The belief that a person working for a firm are one of its main assetsand of the decisive factors in determining its results is one thatleaves little room for argument. People are not mere bricks, motor,machineries or inventories. They are humans. Organization entirely
depends on humans for their success and competent environment inthe global world. Human Resource Information System (HRIS) ,refers to the systems and processes at the intersection
between human resource management (HRM) and informationtechnology .
This Project covers in depth information about the InformationSystem in HR(Commonly known as HRIS).That is Introduction toHuman Resource Management, Implementation Of HumanResource Information System, Application of Human ResourceInformation System, Emerging Trends and Future of HRIS . With acase study of Air India, which help us to study this topic moreclearly and on which specific conclusion can be made.
2
http://en.wikipedia.org/wiki/Human_resource_managementhttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Human_resource_managementhttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Information_technology -
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DECLARATION
I, Mr. Deepak Rajesh Sharma of K.G.MITTAL College of Arts &
Commerce of T.Y.B.M.S. (Third Year Bachelor Degree of
Management Studies Semester 5) hereby declare that I have
completed the project on Information System in Human Resource
in the Academic Year.
The information submitted is true and original to the best of my
knowledge.
Place: Mumbai
Deepak .R. Sharma
Date
3
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I would like to thank all the respondents of the team members
questionnaire without whose co-operation my research would not be
realistic. I would also rake this opportunity to express sincere
gratitude to the library staff that provided me with the right
information and study material at the right time.
Lastly, I extend my thanks to my college friends, family
members, for their efforts and creativity which helped in giving finalshape and structure to the project. I am also thankful to all seen and
unseen hands and heads which helped in direct and indirect
completion of the project.
These acknowledgements are one way where I can thank
people who have been instrumental in making the project. Without
their contribution this project would have been deficient.
Place:Mumbai
Deepak.R.Sharma
Date :
5
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Table of Contents
Sr. No. Chapter Name PageNo
1. Introduction to Human ResourceManagement
7
2. Implementation Of Human Resource
Information System
25
3. Application of Human ResourceInformation System
47
4. Emerging Trends and Future of HRIS 66
5. Case Study 78
6. Conclusion 98
7. Bibliography 103
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Chapter 1
Introduction of Human Resource Management
1.1 Evolution of Human Resource Management.
1.2 What is Human Resource Management?
1.3 Status of Human Resource Management.
1.4 Environment of Human Resource Management.
1.5 Planning of Human Resource Information System.
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Chapter 1
Introduction of Human Resource Management
1.1 Evolution of HRM
The belief that a person working for a firm are one of its main
assets and of the decisive factors in determining its results is one
that leaves little room for argument. There is no question regarding
the fact that workers qualities, attitudes and behavior in the
workplace go a long way to accounting for a companys success.
People are not mere bricks, motor, machineries or inventories. They
are humans. Organization entirely depends on humans for their
success and competent environment in the global world. They must
be managed properly and mould effectively so that both individual
and organization goals are accomplished. This can be done by
Personnel management or Human resource Management (HRM).
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HRM, a relatively new term, emerged during the 1970s. During the
4th century BC there existed a sound base for systematic
management of resource in an organization. While this type of
resource is one, over which companies do not have complete capital
control, there do exist certain instruments to enable them to exert
their influence on the quality and performance of the human capital
on which they rely.
In todays information society, human resource managers need to
rethink how to deploy and mobilize the more valuable corporate
resource: human capital. HR management professionals are
becoming strategic business partners in their organization, capable
of contributing to the improvement to the organizations competitive
advantage. Those in the world of human resource management are
often accused of living in an ivory tower, managing the human side
of their organization in ways that lacks relevance in the new
information era. The impetus of the HRM change comes from
recognition of recent development in the HRM profession and arealization of its importance in todays competitive world.
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The following table will show the evolution of HRM in
India:
Period
Development Status
Outlook Emphasis Status
1920-1930s
Beginning Pragmatismof capitalist Statutory,welfare, paternalism.
Clerical
1940-1960s
Strugglingfor recognition
Technical,legalistic
Introduction of techniques.
Administrative
1970-1980s
Achievingsophistication
Professional, legalistic,impersonal
Regulatoryconforming,impositionof standardson other functions.
Managerial
1990-2010s
Promising Philosophical
HumanValues,Productivity through
Executive
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people.
1.2 What is HRM?
Humans are an organizations greatest asset; without them,
everyday business functions such as managing cash flow, making
business transactions, communicating through all forms of media
and dealing with customers could not be completed. Humans and
the potential they posses drive an organization. Todays
organizations are continuously changing. Organizational change
impacts not only the business but also its employees. In order to
maximize organizational effectiveness human potential-individuals
capabilities, time and talents must be managed.
Human Resource management (HRM), also called as
personnel management, consist of all the activities undertaken by an
enterprise to ensure the effective utilization of employees towards
the attainment of individual, group and organizational goals. Human
resource management works to ensure that employees are able tomeet the organizational goals. In other words, (HRM) is a
management functions that help managers to select, recruit, train
and develop members for an organization.
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An organizations HRM function focuses on the people side of
management. It consist of practices that help the organization to deal
effectively with its people during the various phases of the
employment cycle, including the pre-hire, staffing and post hire.
The pre-hire phase : -
It involves the planning practice. The organization must
decide what type of job openings will exists in the upcoming periodand determine the necessary qualifications for performing these
jobs. During the hire phase the organization selects the employees.
Selecting practice include recruiting applicants, assessing their
qualifications, their physical fitness, family background etc and
ultimately selecting those who are deemed to be most qualified
The staffing : -
It states maintaining of selected and existing employees. Both
the job description (details of the job) and the job specification
(specification required in the candidate for a particular job) are
useful tools for staffing process. Someone (e.g. a departmentmanager or some event (e. g. an employee is leaving) within the
organization usually determines a need to hire a anew employee.
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In large organization employee requisition must be submitted to the
HR department that specifies the job title, the department and the
date the employee is needed. It is the duty of human resource
management to maintain the employees for a longer period of time.
The post hire phase : -
In the post hire phase the organization develops HRM
practice for effectively managing people once they have come
through the door. These practices are designed to maximize the performance and satisfaction levels of employees by providing them
with necessary knowledge and skills to perform their jobs and by
creating conditions that will energize, direct and facilitate
employees effort towards meeting the organization objectives.
The following three points collectively give a simplistic explanation
of HRM:
HRM is a series of integrated decisions that form the
employment relationship; their quality contributes to the
ability of the organizations and the employees to achieve their
objective. Their functions are confined to businessestablishments only.
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HRM are concerned with people dimensions in management.
Since every organization is made up of people, acquiring their
services, developing their skills, motivating them to higher
levels of performance and ensuring that they continue to
maintain their commitment to the organization which are
essential in achieving organizational objectives. This is true
regardless the type of organization-business, government,
education, health, recreation or what so ever it is.
HRM is the planning, organizing, directing, controlling of the procurement, development, compensation, integration,
maintenance and separation of human resource to the end that
individual, organizational and societal objectives are
accomplished.
1.3 Status of HR
Status of human resource management/ department in the
total organizational structure depends on whether the unit is small or
large.
In most of the small organizations, there is no separate
department to co-ordinate the activities relating to personnel. In fact,there may not be any personnel managers also.
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Service of outsiders who specialist in maintaining accounts and
records relating to provident fund, pension and other statutory
requirements are retained for a fee. Alternatively, a low placed
employee may be entrusted with the task of attending these
functions. This typically takes place in a small scale unit.
Chart below clearly shows HRM in small unit.
A large scale unit will have a Manager / Director heading the
Hr department. His or her status will be equal to that of any
executive. This arrangement holds well when the company has
single unit. Where the company has multiple plants located indifferent parts of the country, there may be centralized HR/
personnel department at the main or registered office and each plant
will have separate HR/ personnel departments.
Owner / Manager Owner / Manager
ProductionManager
ProductionManager
Office Manager Office Manager Sales Manager Sales Manager
Personnel
Assistant
Personnel
Assistant
AccountantAccountant
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Chart below shows the composition of HR. personnel
department.
1.4 Environment of HRM
Environment is an important variable in the HRM model.
Environment may be understood as all those forces which have their
bearing on the functioning of the HR department. The forces are-
political and legal, economic, technological, cultural, unions,
organizational culture and conflict, and professional bodies. Thefirst four together forms the external environment and the last three
factors constitute the internal environment of the HR department.
Owner/Ma-nager
Owner/Ma-nager
Manager-PersonnelManager-Personnel
Manager-Administrati
-on
Manager-Administrati
-on
Manager-HRD
Manager-HRD
Manager-IR
Manager-IR
AppraisalAppraisalTraining of
employee
Training of
employeePRPR CanteenCanteen
MedicalMedical WelfareWelfare
HR
Planning
HR
PlanningHiringHiring
GrievanceHandling
GrievanceHandling
Compensation
Compensation
TransportTransport LegalLegal
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Before examining its forces, it is useful to understand the utility of
analyzing the environment in which HR managers have to work
Analysis of the environment is useful for the HR manager
and his/her team in order to become proactive and not to remain
reactive to the environment. Reactive strategy serves the purpose
when the environment is fairly stable and competition is less severe.
Proactive steps are vital for any organization if it has to survive in
such an environment.
Internal Forces :
Unions: -
Unionization as an external factor was examined earlier. The
same has been included here as an internal environment. This
is justified because a firms personnel activities will be
influenced by its own unions as well as the unions of the other
plant. A trade union may be understood as an association of
workers or management formed to protect their own individual
interests. All HR activities- recruitment, selection, training,
compensation, IR and separation are carried out in consultation
with union leaders. Thus it plays an internal factor for HRM.
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Organizational Culture and Conflict: -
Every organization as mentioned has its own culture.
Organizational culture is the product of all the organizational
features- its people, its success and its failures. Organizational
culture reflects the past and shapes the future. It is the job of
HR specialist to adjust proactively to the culture of the
organization. For example, objectives can be achieved in
several acceptable ways. This idea, called equifinality, means
there are usually multiple paths to objectives. The success is picking the path that best fits the organizational structure.
Professional bodies: -
Professional bodies have not been able to prescribe its
accreditation as a pre-requisite for HR practitioners. In fact it
has not even prescribed a minimum academic qualification for
an HR professional. It is now expected by an HR practitioner
to declare their allegiance to the code. This is also a striving
internal force for HR management.
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External Forces :
Political-Legal: -
The political environment covers the impact of political
institutions on the HRM department. In a democratic Political
setup (as opposed to a totalitarian system), there are three
institutions which together constitute the total political
environment. They are- the legislature, the executive and the
judiciary. The legislature, also called parliament at the central
level and Assembly at the state level, is the law making body.The plethoras of labor acts which are in force are enacted by
the legislature. The executive popularly known as the
government is the law impending body. The legislature
decides and the executive acts. Above these two is the
judiciary which has the role of watchdog. The main function of
the judiciary is to ensure that both the legislature and the
executive work within the confines of the constitution and in
the public interest.
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Economic: -
Economic environment refers to all those economic forces
which have a bearing on the HR function. Growth strategy,
industrial production, agriculture, population, national and per
capita income, money and capital markets, suppliers,
competitors, customers, and industrial labor are the
components of the economic environment.
Technological: -Technology as a systematic application of organized
knowledge to practical tasks. Science and technology enabled
man to overcome distance; control birth rate, save lives,
generate, preserve and distribute energy, discover new
materials and substitute existing ones, introduce machines to
do the work for humans, substitute mental work with
computers, unravel the mysteries of the seas and the space, and
provide managers with a lot of leisure and comfort in the
process.
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Cultural Forces: -
Culture refers to the complex whole which includes
knowledge, belief art, morals, laws, customs and other
capabilities and habits acquired by an individual as a member
of a society. Culture trains people along particular lines,
tending to put a personality stamp upon them. Thus, we have
Indians, Japanese, Americans, British, and Germans and so on.
It is not that all people are alike in particular there are sub
cultures within a culture. When people with different cultural background promote, own and manage organizations, they
themselves tend to acquire distinct cultures. Thus, the culture
of the Tata group of companies is different from that of the
enterprises owned and managed by the Birlas. The culture of
these groups of companies differs from that prevailing in the
new economy firms.
1.5 Planning of Human Resource Information System (HRIS)
Some refer to HRMS, HRIS planning as the pay me now,
pay me later syndrome. The organization must do a proper study,
engage a consultant to do it, or bypass the step entirely, or
eventually pay a price. Sometimes management that a new HRMS
will solve the organization problems.
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Perhaps some managers or technicians want others to perceive them
as current; perhaps the organization has periodic but difficult to
define deficiency in management information reporting. The drive
for a new system should come from two related bases:
1. Understanding the current business, organizational and
environmental conditions that require correction or
enhancement, and
2. Understanding what computer systems for human can andcannot do.
In other words the purpose for planning human resource
management system or information system is to enable organization
to anticipate their future HRM needs and to identify practices that
will help them to meet those needs. HR planning may be done on a
short or long term (three or more years) basis. Its aim is to ensure
that people will be available with appropriate characteristics and
skills when and were the organization needs them. The user of HR
planning enables companies to gain control of their future by
preparing for their likely events. That is, they can anticipate changeand device appropriate course of action. When companies learn how
to capitalize on future events, their own future improves.
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As valuable as HR planning is, many companies ignore this
opportunity. Some see to it as too difficult and frustrating, while
others simply do not see the need for it. However when failing to
properly plan for the human resource, employers are forced to
respond to events after they occur, rather than before; they become
reactive; rather than proactive. When this outcome occurs, an
organization may be unable to correctly anticipate an increase in its
future demand for personnel. At best, such a company would be
forced to recruit personnel at the last minute and may fail to find the best candidates. At worst the company may become seriously
understaffed.
If company remains understaffed for a prolonged period, it may
ultimately suffer a variety of consequences.
For instance, the under staffing could cause existing
employees to experience a great deal of stress as they attempt to
meet additional demand without adequate resources and assistance.
If required work is not getting done, the firm ultimately may
experience an increase in back orders, which could cause a decrease
in customer goodwill, an increase in competition and loss of market
share.
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The following tabular column will show the result of improper
planning of human resource which will show the decline in number
of employees with an increase in the number projected sales for the
coming years .
Years 2006 2007 2008 2009 2010Projected sales (thousands of
dollars) 10,2008,7007,8009,50010,000 Number of employees 240 200 165 215 ?
Chapter 2
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Implementation of Human Resource Information System
2.1 Role of consultant in Information System HumanResource.
2.2 Implementation planning of HRIS.
2.3 Maintaining of Human Resource Information System.
2.4 Performance Appraisal in HRIS.
2.5 Evolving Role of HRIS Manager.
Chapter 2
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Implementation of Human Resource Information System
2.1 Role of consultant in HRIS
The term consultant refer to any professional who offers
human resources and IS advice to client for a fee, the explosion in
the number of firms and individuals offerings HRMS consulting
services demonstrates not only the growth in computerized human
resource applications but also the recognition that different
circumstances benefit from different types of consultants. The best
consultant for small manufacturing company may not be the best
one for an international banking firm. Every organization must carry
out its own process of consultant selection and not rely solely on the
experiences of a competitor or an organization for which humanresources staff worked in the past.
The HRMS project team should screen potential consultants
concerning experience, areas of expertise, availability, rates and
personal compatibility. Selecting the rich consultant depends on
both quantitative and qualitative factors. In developing a prospective
consultant and in evaluating consultants proposal. Project manager
should consider following points:
Technical and human resource knowledge:-
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An effective HRIS consultant must understand computer
systems and human resource issues and practices. The
consultants approach to HRIS and whether it fits the specific
project must be evaluated.
Experience with similar projects:-
Some consultants offer planning services only; others offer a
combination of implementation services as a part of their total
package. Some concentrate only on payroll systems, someonly on human resource systems, others work on all aspects of
an HRIS. A firm should select a consultant whose technical
expertise, experience and services match the needs of this
specific project.
Effective communication skills:-
The human resource staff and management should feel that the
consultant hears what they say, speaks clearly in ways they
understand and communicate well with both orally and in
writing with those who will be involved in the project.
Independence:-
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An HRIS consultant must have no ties to any particular
vendor. This is, of course, unlikely if the consultant has a
relationship with vendor. This can occur when the consultant
specializes in implementing the systems offered by particular
vendor. In such situation, the consultant has a vested interest in
which vendors system a client selects. At very least, the client
should require that potential HRIS consultant disclose any
financial or other working relationships with vendors before
contacting for consultant services
If the role of consultant is effectively functioned in an organization,
it will have a great impact not only on the members working in it but
also the employees who are on path of joining. The future prospects
of any organization depend upon the role of the consultant. He is
considered to be the backbone of the organization and his character
plays a vital role for selecting a right type of candidate. The
information between the consultant and the organization should be
transparent. A typical flow of information between a consultant and
an employee can be clearly seen in the diagram
Consultant Satisfied Client
29Marketing and
Business
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2.2 Implementation planning of HRIS
30
Reporting andProject review
Proposal of services/
Deliverables
Development of Specific Proposal
Analysis of Needs/Problem
Definition.
Contract Letter of
Service /Deliverables.
Initial PersonalContact/ face-to-face Meeting
Request for services/ Request
for Proposal
Modification andNegotiation.
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Human Resource Information System implementation
planning must integrate two types of priorities: the goals of the
human resource department and the primary targets of the IS
(Implementation Schedule) department for system development in
the future in many cases, human resource can set implementation
schedule only with the cooperation and participation of IS
management, often through negotiation and compromise.
HRMS planning also must take into account restrictions on
staff and technical resources availability imposed by no computer priorities, as well as how such outside priorities may influence data
and procedures that affect the HRMS. To establish implementation
priorities, the HRMS project manager should give department or
functional heads opportunities to explain their perspectives on how
and when to integrate their functions into new HRMS. The HRMS
project team should develop the implementation plan before
finalizing any equipment or software purchases or introducing even
one piece of the new HRMS. Given below are the steps involved in
implementation process of Human Resource Information System.
Implementation Schedule
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In HRMS implementation, as with most projects, scheduling is
a critical component in planning and development and,
ultimately, in management success. Only by developing,
monitoring, and maintaining an accurate schedule can
managers control costs and resource effectively.
The schedule should include estimated start dates, end dates,
and elapsed time or duration of each implementation task or
activity. The team should then estimate tome requirements
based on the experience of staff, vendor and consultant withsimilar projects. Delivery dates and the schedule of
deliverables from outside source should be double checked.
Draft copies of the schedule should be sent to all HRMS
project team members and management staff, and their input
should be solicited before dates are finalized. Every member
of the HRMS implementation team should have the
opportunity to participate in the development of the schedule.
Staffing for Implementation
During the HRMS planning and design stages, the principle
people involved are the humans resource staff and projectmanager or consultant. During implementation, the number of
people involved in the new HRMS increases dramatically.
Virtually the entire human resource staff plays some role
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outside department such as IS and the facilities also take part.
Several specialists who were not involved earlier participate as
a part of implementation team. Some of these new members
and their functions are as follows:
Human Resource manager:
Immediately following implementation, management
responsibility of the new system shifts from the HRMS Project
manager to the actual HRMS manager, sometimes called ashuman resource system center (HRSC) manager. The HRMS
manager supervises and assumes responsibility for the ongoing
system, staff and user relations. The individual who has served
as HRMS project manager may or may not be the best system
manager. Sometimes skilled and challenged by project
planning, development and implementation may not wish to
serve as administrator of a comparatively steady state system.
The project implementation plan should include benchmarks
and dates for shifting responsibility from the HRMS project
manager to the HRMS manager.
Implementation specialist:
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In certain situations, a consultant who is an implementation
specialist provides important planning, administrative and
technical guidance. An implementation specialist may be part
of the vendors staff or an experienced consultant.
IS (Implementation Schedule) Auditor:
This function is not generally part of the implementation team.
The IS auditor reviews the operations of the HRMS from areliability standpoint to ensure that the system performs as
expected, process transactions consistently, and calculates
valid totals.
Training Coordinator:
Training takes place at various points during implementation;
the HRMS implementation team should include at least one
member of the training function. This person coordinates all
aspects of training team members, management and users.
Responsibilities include training program design, staffing,
scheduling, facilities and materials.
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2.3 Maintaining of HRIS
In an HRIS, maintenance refers primarily to software
maintenance rather than hardware maintenance. Hardware
maintenance is more straight forward and often takes place under
contract with the equipment vendor or an outside maintenance
organization. Software maintenance means technical changes that do
not alter HRIS functions and features, correcting bugs in program
data, modifying system already in production or fine tuning a
system so that it will run faster etc. maintenance refers to any
changes made to the HRIS after the system becomes operational and
has been accepted by users.
Types of Maintenance:-
Corrective maintenance refers to fixing problems that prevent
the system from working the way designers and users intended
to work. These bugs may stem from incorrect design,
development or implementation. In the post operational state,
bugs are mistakes that did not appear in system testing
performed during implementation. More corrective
maintenance takes place relatively early in the HRIS
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development cycle, while the system is still growing and users
are learning to use it in the real world of human resource.
Adaptive maintenance refers to modifications to the HRIS in
response to changes technology, government regulations or
external forces such as fixes or new system releases from the
vendor. Adaptive maintenance may add entirely new functions
to the system or fine-tune existing capabilities and
performance criteria. Examples include increasing the size of the zip code field from five to nine characters, replacing
dedicated terminals with microcomputers etc.
Perfective maintenance refers to modifying the system to
respond to changes and request from users and technicians.
Users react to what they see in HRIS and how it works. This
reaction generates idea for improvement or additional
functions. Perfective maintenance includes activities such as
adding a new file, adding a new screen or report, and
modifying schedules for distributed printing of reports during
facility expansion.
In a well planned system, corrective maintenance can require a
smaller proportion of maintenance resources the adaptive and
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perfective work. In such situation maintenance helps the system
meet an increasing number of human resource needs as the HRIS
grows and matures.
The maintenance budget:
Effective maintenance needs effective funding. The HRIS
and the human resource department must begin budgeting for
maintenance by regarding the HRIS as an asset rather than aliability. Many organizations list software systems on the balance
sheet as an asset and therefore should treat the HRIS as one. An
organization will direct the largest proportion of its IS budget
towards maintaining operational systems. Of the overall cost of
building and operating a system, maintenance generally consumes
over 50 percent of resources during the useful life of the HRIS.
In case of HRIS, maintenance accounts for about two-third of
systems cycle costs. The maintenance burden for an HRIS is
potentially higher than for other systems for several reasons which
states as under:
The human resource department and its system requirement
are dynamic. Constant change is the rule than exception.
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Government regulations often dictate a large proportion of
these changes.
The traditional lack of IS resource for human resource
applications leads to compromises in application design and
documentation. These, compromises in turn, make
maintenance more difficult.
The lack of IS support leads to a larger backlog of
maintenance request for human resource applications.
As a system attains maturity, maintenance costs rise. If thedepartment continues to use the system after it has exceeded
its useful life, the resulting sharp increase in maintenance costs
usually result in serious shortfalls in the HRIS budget. For
instance, a company uses information system in human. This is
shown in the below tabular:
Year HRIS plann
ing
HRISSoftwa
re
HRISImplementation
ActualHRIS
mainten
Budgeting for HRIS
Surplus /Shortfall
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anceCost
Maintenance
01 $
150,000
$
150,00002 $
225,00003 $
225,00004 $
40,000$ 1 00
000$ 60 000
05 $ 60000
$ 1 10000
$ 50 000
06 $ 1 11000
$ 1 21000
$ 11 000
07 $ 2 10000
$ 1 33000
($ 77000)
08 $ 3 35000
$ 1 46000
($ 1 89000)
09 $ 4 85000
$ 1 61000
($ 324000)
10 $ 6 60000
$ 1 77000
($ 483000)
11 $110000
0
$ 1 95000
($ 905000)
2.4 Performance Appraisal in HRIS
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physical environment such as noise, ventilation and lightings,
available resource such as human and computer assistance, and
social processes such as leadership effectiveness. These
opportunity variables are more important than individual
abilities in determining work performance.
Establish Job Expectation:
The second step in the appraisal process is to establish job
expectation. This includes informing the employee what isexpected of him or her on the job. Normally, a discussion is
held with his or her superior to review the major duties
contained in the job description. Individuals should not be
expected to begin the job until they understand what is
expected of them.
Design Appraisal Program:
Designing appraisal programme poses several questions which
need answers.
They are,
Who are the raters?
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What problems are encountered?
How to solve the problems?
What should be evaluated?
When to evaluate?
What methods of appraisal are to be used?
Performance Interview:
Performance interview is the step in the appraisal process.
Once the appraisal has been made of employees, the raters
should discuss and review the performance with the rates, so
that they will receive feedback about were they stand in the
eyes of superiors. Feedback is necessary to effect improvement
in performance, specifically when it is inadequate.
Specifically, performance interview has three goals:To change behavior of employees whose performance
does not meet organizational requirement or their own
personal goals,
To maintain the behavior of employees whose perform in
an adequate manner, and
To recognize superior performance behavior so that they
will be continued.
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Use of Appraisal Data:
The final step in the evaluation process is the use of evaluation
data. The data and information generated through performance
evaluation must be used by the HR department. it may
recollected that the most significant rewards employers offer
to employee are:
Money to purchase goods and services required not only
for current and future survival, but also for the luxuriesmodern life has to offer.
The opportunity to use innate and learned skills and
talents in a productive manner that the individual and his
or her managers and co-workers recognize as valuable.
Opportunities to interact with other people in a favorable
working environment, also to learn grow and make full
use of potential.
A sense of performance and stability through the
continuing existence of the organization and the job.
The opportunity to perform work assignment within an
environment that not only protects but promotes
physiological, emotional and psychological health.
These were the process were each employee would have to go for
their performance to be known by the organization.
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If the performance of the worker or employee were found to be good
they were appreciated by giving monetary rewards. Following
diagram shows a simplistic table of performance appraisal approach.
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Objectives of Performance Appraisal
Establish Job Expectation
Performance Interview
Use of Appraisal Data
Design an Appraisal
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2.5 Evolving Role of HRIS Manager
Regardless of the size or maturity of the system, the goals of
the HRIS or human resource manager parallel those of the HRMS asa whole. Sound performance as an HRIS manager rests on
recognizing certain goals of the HRIS itself.
To develop and maintain systems that support human
resources and contribute to overall corporate management
success.
To ensure delivery of maximum benefits from the HRIS, at the
lowest possible cost, through the application as accepted
human resource and IS tools and techniques.
To balance the needs of users with the needs of IS and to
obtain clear direction for prioritizing, developing and
operating the HRIS. To gain acceptance among corporate, human resource and IS
management as an integral part of the overall structure and as
an asset to the entire organization.
Role of Manager in HRIS
The HRIS manager handles more administrative than
technical responsibilities. Unlike the supervision of implementation,
HRIS management does not require specialized computer system
knowledge. A manager who needs computer expertise can consult
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with HRIS maintenance and with HRMS staff. Briefly an effective
manger needs following skills and experience.
Goal setting:
Establish a goal based on CFSs or other well established
business procedures. Make goals clear to supervisors and staff.
Communication:
Good communication skills are so basic to successful
management that a few of particular importance to HRIS
managers are included in the accompanying sidebar. Planning:
HRIS planning includes staffing, budgeting, facilities,
equipment and project prioritizing.
Many of the most useful planning approaches and techniques
for HRIS development and maintenance.
Organization skills:
Organization skills are particularly important in an
interdisciplinary field such as HRIS management.
Management must tailor procedures specifically to particular
situations. Moreover, many of the individuals whom HRIS
decision affects directly do not work under the supervision of
the HRIS manager, some may not only report to separate
functions or department but also hold relatively high positions
in the organizations.
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Delegation and supervision:
The first step in delegating is determining what to delegate and
to whom. The HRIS manager should delegate clearly making
sure staff members understand the criteria for satisfactory
performance. Successful delegation includes accepting that the
result may be different from what HRIS manager would have
done.
The HRIS manager should have broad knowledge of human
resource but often lacks familiarity with specific, technical
operations. In large organizations, the right manager can have
elegant business management skills but very little human resource
knowledge and may not even come from the corporate world. This
type of manger can do a very well job by consulting with human
resource experts within the department.
Chapter 3
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Application of Human Resource Information System
3.1 Training and development in HRIS.
3.2 Payroll system in Human Resource InformationSystem.
3.3 Relationship of employee in HRIS.
3.4 Requirements and benefits in HRIS.
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Chapter 3
Application of Human Resource Information System3.1 Training and development in HRIS
Training, like compensation, has employer retention as its
primary mission. Trainings strategic contributions to the goal
include employee orientation, diagnosis and correction of skills
problems, remedial training, and sometimes long term career development. The specific objectives of a training function depend
on the organizations environment, culture and approach to training
and development. For instance, employees in some firms need
significant outside education. Many jobs require specialized college
and university degrees or certificates, such as those in electronics,
investment banking and nursing etc. other firms may require skills
not usually covered in external educational settings, such as real
estate leading, insurance writing etc. a broad overview of the most
common training activities is presented in the material that follows.
Planning for Training:
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Trainings most responsibility is to determine the
organizations training needs. Which jobs require training?
What skills must this training include? Which types of training
work best for each job-vestibule, formal, or on the job?
Eligibility Determination:
Training must determine which individuals are eligible for or require specific training. They may target groups, job families
or individuals on the basis of job classification, service, and
time in position or education.
Training Administration:
The training function must decide who will provide the
training- training staff, line management or external resource.
This function then manages registration, attendance, venues,
materials, staff, assignments and reporting of training
performance results. Training Courses and Presentation:
Training and development presents internal training. Staff from these functions develops course curricula, materials and
testing. Training may take place on several levels. New
employee orientation covers work rules company policies,
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benefits and possibly specific skill requirements and employer
expectations. Skills training cover practical matters, such as
how to perform particular operations, operate new equipment
or analyze a financial statement. Supervisory training
emphasis interpersonal skills, communication, time
management and responsibility of supervision. Management
training or management development includes decision-
making and analytical techniques such as problem solving,
oral and writing presentation skills, human interaction and soon. External Training and Education:
Training monitors participation in outside course work for
which the firm provides tuition, material reimbursement or
both. Training staff pays attention to the costs and benefit of
such courses. Career Development Programs:
Employees who appear to have promo ability and a long term
future with the organization may receive special training and
counseling to prepare them for future opportunities and
responsibilities.
Skills Inventory:
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Training may develop a complete registry of the skills,
experience and goals of the organizations employee
population. Training staff often do this in conjunction with the
planning and forecasting function or the management
development function. The assignment of this responsibility
depends on whether the skills inventory focuses on recruiting,
career development or management succession.
EEO andaffirmative action
EEO andaffirmative action
Other ApplicationsOther Applications
Health and SafetyHealth and Safety
Human ResourcePlanning
Human ResourcePlanning
Employee &Industrial relations
Employee &Industrial relations
Health and SafetyHealth and Safety
BenefitsBenefits
CompensationCompensationPayroll
Payroll
Training &Development
Training &Development
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3.2 Payroll system of HRIS
Most business, even small ones have computerized the payroll
function internally or use a service bureau. All except the smallest
firms have sort of automated payroll because accurate payroll
involves tracking so many types of tax regulations. This is due to
highly quantitative nature of the work involved in payroll, payroll
system preceded personnel systems as automated applications.Moreover, payroll systems generally have a longer viable life
because their purpose and structure remain fairly stable.
Payroll needs some basic employee information, which is
usually obtained by HRIS but may collect itself if the data fields do
not correspond. This include following:
Employee name (payroll may capture the name as the
employee wants it on the paycheck)
Pay location ( address to which the pay check should be sent,
which may differ from the employees residence, for instance,
it may list a post office box or a company mail stop)
Home address (payroll must mail tax information to theemployees street address, not just a post office box, company
mail stop or bank address.)
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Social security number ( number provided to each employee as
his/her secret code)
Employee number (if different from social security number)
Employee category (regular, part-time or contractor)
Employee status (active, retired, on leave or separated)
To calculate actual payments, payroll also imports compensation
tables which include the following: Total earnings:-
The payroll system, each earning type has a unique code, name
and set of rules for calculation. The earnings determination
routine calculates each type for each employee, accumulates
the result of each calculation in the employees file, and totals
these earnings as gross pay. Payroll also may process deferred
earnings and adjust net pay accordingly. It then performs the
entire set of earnings calculations for each employee in turn
until it has computed all gross earnings for this pay period.
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Pay rate and frequency:-
Compensation provides data on pay frequency (such as
weekly, biweekly, monthly or semimonthly), which is also
known as pay basis. Some systems allow payroll to select
different frequencies for different pay types or job grades.
Payroll uses this pay rate information as part of the algorithm
for each earning type.
Time and Attendance:-To calculate paychecks, particularly for hourly workers,
payroll needs data from the timekeeping function. For
nonexempt employees, data include hours worked and types of
hours. For example: employees, information may be reported
on an exemption basis. Employee relation may track this
information, or a separate timekeeping function in each line or
operating unit may handle it. To eliminate data transfer
problems, payroll it self sometimes handles these
responsibilities.
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Commission:-
To calculate commission payments for salesperson and others,
payroll needs information from sales. In some situations, the
payroll system can accept sales results electronically, if not
this information arrives in printed form. In retail environments,
the sales function may receive commission related information
through a point-of-sale recording device, such as computerized
cash register, if the employees commission depends on
individual sales result, the sales information is extracted fromeach employees file if commissions depend on department or
territory sales results, each employees file may have code that
ties it to table of sales results that payroll updates each pay
cycle.
Tips:-
Some service business that employee workers who receive
tips, such as hotels and restaurants, record those tips for
reporting to the government. It employees pool their tips, the
shift manager total each shifts tips and divides them according
to a set ratio.
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200 types of deductions categories. As with earning type each
type of deduction has a unique identifier, name activation
cycle and algorithm arrayed in a deduction table. The
algorithm indicates whether to base each deduction on
earnings, before or after taxes, and to include the deducted
amount as taxable income.
On the basis of the above functions the payroll of a particular
employee is given for an effective management of human resource.
3.3 Relationships in HRIS
The employee and industrial relations staff in human resource
information system access the HRMS frequently; this is because
employee and industrial relations play a largely reactive, though
sometimes preventive role. In other words, employee relations
seldom has its own module within the HRIS. Employee relations
usually has little involvement in the design and development of the
human resource management system. Their actions usually resultfrom complaints or requests from employee or their supervisors. The
goal of employee relation in most generic sense is to provide a
supportive work environment for employees. Employee relations
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representatives as intermediaries and guides through the complexity
of employee services. For this reason, employee relations may have
a higher profile among the general employee population than other
human resource functions. It usually considers employees rather
than management as clients but still function within established
company policy.
An employee relation representative is often a human resource
generalist responsible for a specific site or work group within theorganization. Employee relations staff becomes involved in specific
situations at request of individual employees, supervisors or
mangers. These staffers strive to facilitate resolution of issues that
may involve almost any human resources function. Employee
relation also has direct responsibility for sensitive issues in which
personnel judgment and management decision making overlap.
These may include performance review administration, problem
involving attendance or absenteeism, apply and work rules issues,
union relations and employee assistance programs for issues such as
substance abuse, financial troubles and domestic problems. For
specific individuals or positions, they also may interact with theemployment function in resolving staffing and internal placement
issues.
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Some other roles of employee relations include disciplinary
action, collective bargaining and so on. The above explanation has
been illustrated in the below chart:
3.4 Requirements and benefits in HRIS
The benefits function both resembles and differs from
compensation. Compensation and benefits are the areas of greatest
human resources expense in most firms. Like compensation,
benefits helps an organization decide how to allocate internal
financial resource. Benefit also must evaluate outside resource such
as insurance carriers, claims processors, actuaries and other benefits
providers and administrative services. Moreover, government
agencies seldom become involved in the methodology of compensation, they maintain a sharp interest in benefit.
Employee andIndustrialRelations
Employee andIndustrialRelations
DisciplinaryAction
DisciplinaryAction
CollectiveBargainingCollectiveBargaining
Performance
Reviews
Performance
Reviews
EmployeeAssistance
Programs
EmployeeAssistance
Programs
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As with compensation, the primary role of benefit is to help attract
and retain desirable employees. The more closely an organizations
benefits package matches the needs and lifestyle of potential
employees, the greater its hiring and retention advantage. To
achieve these goals, benefits staff performs many tasks.
Types of benefits:
Every firm has its own list of benefits, and every year new benefitschoices emerge. Each benefit has its own data requirements. This is
because many of these requirements depend on the type of benefit.
HRIS designers can clarify their tasks by classifying benefits
according to type: time benefit, risk benefit and security benefit.
Time benefits include sick leave, vacation leave, and maternity
leave, paid time off, jury duty, military leave, paternity leave,
parental leave (adoption), and leave without pay, bereavement
leave, relocation leave and sabbaticals. Risk benefits are various forms of insurance that help
employees and their families in case of injury, illness or death.These include health insurance, life insurance, long term and
short term disability insurance, accidental death and
disbursement insurance and travel accident insurance. Workers
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compensation may be considered a type of insurance and
benefits may administer it. This relates to job safety; however
the occupational health and safety function may handle its
administration.
Security benefits are thrift and savings programs, credit union
loans, pension plans and other retirement oriented programs;
they also include planning service such as estate planning,
income tax preparation and executive financial planning.
Employees often consider credit unions to be a security benefit. Because of the personal nature of credit union loans or
loans directly from the organization, the human resource
department tracks such loans.
Pension and other recruitment plans are definitely security benefits,
but the heavy fiduciary responsibilities they involve often lead
management to place their administrative to separate, financially
specialized functions. These above mentioned were the benefit
received by an employee in an organization.
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Health and safety
Every twenty seconds of every working minute of every hour
through out the world, someone dies as a result of an industrial
accident. Safety in simple terms means freedom from the
occurrence or risk of injury or loss. Industrial safety or employer
safety refers to the protection of workers health from danger of
industrial accidents. An accident then is an unplanned and
uncontrolled event in which an action or reaction of an object, a
substance, a person or a radiation results in personal injury.
Safety programme:-
Safety programs deals with the prevention of accidents and
with minimizing the resulting loss and damage to persons and
property. Considering the health and safety measures provided to the
employees there are five basic principles governing the safety
programme in an organization.
Industrial accidents result from a multiplicity of factors.
But these have to be traced to their root cause, which are
usually faults in the management system arising from poor leadership from the top, inadequate attention to the design of
safety into the system, a systematic approach to the
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identification, analysis and elimination of hazards and poor
training facilities.
The most important function of safety programmes is to
identify potential hazards, provide effective safety facilities
and equipment and to take prompt remedial action. This is
possible only if there are:
1. Comprehensive and effective systems for reporting all
accidents causing damage or injury,2. Adequate accident records and statistics,
3. Systematic procedures for carrying out safety checks,
inspections and investigations,
4. Methods of ensuring that safety equipment is maintained
and used and
5. Proper means available for persuading mangers,
supervisors and workers to pay more attention to safety
matters.
The safety policies of the organization should be determined
by the top management and it should be continuously involvedin monitoring safety performance and in ensuring that a
corrective action is taken when necessary.
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Strategic choices, development of safety policy, organization for safety, analysis of cause for accident, implementation on of
programme and evaluation of effectiveness are the safety programmes which revolve around each other for the betterment of employees as shown above.
Chapter4
Emerging trends and Future of HRIS
4.1 Co-evolution of Human Resource Information System
4.2 Rising trends of HRIS.
4.3 Prospect of HRIS.
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Chapter 4
Emerging trends and Future of HRIS
4.1 Co-evolution of HRIS
Co evolution generally refers to the process of nature in
which two species evolve together; each change in response to
evolution in order to allow their mutually dependent relationship to
continue, thus, HRIS is also coevolving. This evolution of human
resource is changing the Human Resource Information System this
is explained further:Regulatory and operational changes within human resource
inevitably lead to changes in HRIS. In response to pressing business
issues and increased competitiveness, human resource functions are
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becoming more complex. This, in turn, increases the data
management and computational capabilities that sophisticated
software must have. For instance, HRIS packages must be able to
perform complicated calculations relative to benefits administration.
With the rise in two-income families and changing demographics,
employees have more diverse benefit needs. Some need health
insurance for their dependents, while others have coverage through a
spouse. Some need life insurance, those with no dependents will
prefer more vacation time instead. Many younger employees valuetime off more than they do security oriented benefits, conversely,
older workers want flexible pension plans. The resulting employee
enthusiasm for flexible benefits has driven the development of more
sophisticated benefits administration software. This trend in
flexibility will continue and inevitably spread to other areas of
human resource. For instance, to keep valuable workers, more
companies are extending flextime, job sharing, tele-commuting, and
personal leave and vacation policies. In response, human resource
time and attendance systems must become more flexible and
responsive yet remain friendly to typical user.
The increasing sophistication of HRIS users have both drivenhuman resources programs and allowed them to mature. Once users
have sampled simple systems, they begin searching for more
powerful applications in their areas of expertise. Most human
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professionals began their careers without computer experience or
training. Many have had to learn on the job. To take full advantage
of human resources automation, many have bought in specialist with
less human resources experience but more computer-related skills.
In some cases these separations of knowledge has caused conflict
and have produced poor results. In other cases, management has
worked to include HRIS staff as full partners in the human resource
department, with productive results.
Thus in future the impact of HRIS will be more towardsemployees.
4.4 Rising trends of HRIS
Though, changes in human resource programs and
functionality have driven HRIS development, information
technology in the broadest sense is an even more rapidly evolving
field. For this reason, most of the significant development in HRMS
stem from hardware and software improvements rather than changes
in human resource itself. Computers, data base management systems(DBMS), operation systems and tele-communications have evolved
so quickly in recent years that application software developer and
users are usually working well below the capacity of the available
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technologies. HRMS developers have begun to adopt many
innovations in technology and process, including the following:
Increased role of Micro computers and Executive
Workstations:
The micro computers explosion has been perhaps the most
important business phenomenon on past decade. This process has
involved an ongoing series of major advances, with each change
making the pervious one relatively obsolete. The industry remainsheavily committed to even further advances for instance, numerous
suppliers are working on faster processors, improvements in
workstation technology, Data Based Management System (DBMS)
and connectivity. As these developments become commercially
available within the next few years, they will catalyze new
application and more thorough integration of micro computers into
business operations.
A human resource department that begins computerizations with a
single micro computer and printer may find itself five years from
now with an entire network of computers, complete with distributed
processing, office automation support, telecommunications andremote printing. Business expert can increase increasingly faster
communication, more sophisticated report generators, and flexible
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location arrangements to accommodate telecommuters and
multisided operations.
Executive Information systems:
Some firms have expanded the executive workstations concept even
further. Hardware and software vendors, as well as internal system
analysts, have begun integrating powerful but disparate elements of computer technology into systems that allow executives to take
advantage to special purpose computer applications within their
organizations. Experts refer to these systems by several different
names; the most popular of these are Executive Information System
(EIS) and Decision Support System (DIS).
System connectivity:
More and more human resource department have found that linking
microcomputers to mainframe and midrange computers give them
the best of both worlds. This platform combines the speed and
power of the mainframe and midrange system with the responsiveinput /output capability and independence of the microcomputer. In
a linked or connected system, users typically have the central
computer handle storage, production, maintenance etc.
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Development in Computer based Training (CBT):
Computer Based Training was described as a tool for training
human resource staff how to use the HRIS. Employees also can use
CBT to learn about numerous other operations via computer
tutorials or programmed instructions. Typically these operations
involve the computer such as words processing, record maintenance,
claims processing and book keeping procedures. In business more
and more training departments are working with internal humanresources staff and departmental management throughout the
enterprise to develop, implement administer and evaluate CBT.
CBT major disadvantage is the absence of the human monitor to
answer questions and help users over rough spots. This may reduce
the users confident and comfort level. Numerous organizations have
adopted some form of CBT but wide spread acceptance awaits a
sociological evolution and more cost effective techniques. Users
have become more accustomed to computer training in the form of
vendor supplied tutorials but still prefer and are more comfortable
with human interaction and conventional classroom instructions. As
employees gain more exposure to computers in their professional,educational and personal lives, they will probably become more
comfortable with training via computer assisted technologies such as
CBT.
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Using Present Capabilities Fully:
Numerous developments that experts consider emerging trends
in HRMS are already possible with current technology. They await
managers that have enough expertise and resource to make full use
of the capabilities present in the technology already available. For instance, many human resource departments already have the
hardware and software to link to external data bases, few take
advantage of linkages for information on relevant labor markets.
Sophisticated use of public and subscription data bases can provide
information not only on new regulations, laws and technology
reviews but also on competitors. By understanding other firms
practice, the human resource department can build more effective
recruitment, compensation and management development strategies.
As users become more comfortable with electronic data
transmission internally, they may become more interested in
reaching outside the organization for electronic information.Every HRMS consultant has opinions about which predictions
are more likely to become widespread and which will remain
novelties, unaffordable or too sophisticated for most users. The
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HRIS manager should not aim to develop a system that includes all
of these emerging features but should consider the usefulness and
applicability of potential features when planning, developing of
modifying a system.
4.5 Prospects of HRIS
Achievement of all the above mentioned promises does not
preclude developing another HRIS wish list. Some needs willremain, not only because of technical and financial limitations or the
reticence of HRIS developers but also because of the constant
evolution of the field of human resource. As in the past, HRIS
software developers will strive to offer enhancements that reflect
relevant changes in regulations, industry standards and employment
markets.
Human resource mangers should work with computer
professionals and trainers both in the HRSC and IS to increase
HRMS user literacy. As employees became more aware of the
advantages and potential of the computers, they will demand more
responsiveness from human resource systems. They will want portable accounting systems, human resource information Kiosks,
individual and group pay-for performance plans, more flexibility in
benefit packages, and customized career development plans.
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Software in these areas must become more sophisticated without
becoming too complicated for the HRMS end user.
HRIS managers can look forward to numerous hardware and
software enhancements that aid user accessibility. Many expect that
human resources software packages will increasingly support the
point-and-click approach to transaction processing and information
retrieval made possible by the mouse. Mouse utilization may then
augment more sophisticated screens and menus. Human resource
will also benefit as future software provides more on-line helpinstead of relying on reference to manuals. Human Resource users
are welcoming increased access to windows, that allows users to
view several screens simultaneously. With multiple screens, human
resource users can compare present and past data, compare records,
view multiple tables simultaneously, get on-line help while
containing to view the open file, and transfer data from one segment
of HRMS to another with increased accuracy.
Human resource professionals should investigate trends before
making any software or hardware acquisitions. The HRSC should
make a special effort to keep up with recent enhancements and how
others have applied them as well as with forthcoming innovations.An organization might consider holding on to outdated or outgrown
technology for months or years longer than practical and not take
advantage of new modules while awaiting further advances. This
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analysis paralysis only execrates the problem. Hardware and
software vendors invariably announce the availability of new
function and features or the support of new technologies well before
they release them.
In part this is an effective tactic for judging market acceptance.
Vendors also use this tactic to demonstrate that they are ahead of
their peers in terms of functional and technological enhancement. As
we have employed elsewhere, caveat emptor.
Whether a human resource department builds a system or
buys one, technological considerations are often the least of their
worries. They can always find newer and better tools and
techniques, no mater when the project proceeds. Participants must
strive for best possible system success is the motivation of users,
technicians and mangers to work together to maximize the systems
effectiveness .
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Planners can use two related methods to build an image of
future Human Resource Information System/Management System.
First, they may `consider the needs an HRMS should meet. From
those observations they must predict the enhancement and
innovations that will evolve to meet those needs. Alternatively, they
may look at pending and potential developments in computer
systems and human resources.
MoreResponsive
toManagement
Needs
InformationData
Collection &Input Control
ReportFlexibility
RapidDesign
Response
ImprovedForms
Expanded
Storage
ImprovedResponse
Time
Responsiveto HR
Needs
FutureHRMS
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Conclusion
The term Human Resource Management System (HRMS) or Information System in Human Resource has been used many times
throughout the project. We point out that this term is more than
merely an acronym for a computer application; it contains three
component parts, each of which provides valuable perspective in the
responsibilities and opportunities offered by the combination of
computers and human resource information. These parts are-
Human Resource
Resource Information
Information System.
Give Information System in Human Resource a whole new
meaning.The First Component, Human Resource, refers to the function to
which the system applied. This term has evolved to describe
employee or human relations, replacing the largely obsolete but still
ubiquitous term personal
The Second component, resource information, is intriguing.
General speaking, this term refers to the control of aspects of an
environment with the objective of sustaining or increasing the
viability of an enterprise or environment. The resource may be
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Thus a human resource information system (HRIS) is a systematic
procedure for collecting, storing, maintaining, retrieving, and
validating data needed by an organization about its human resources
(HR), personnel activities, and organization unit characteristics.
While in 1999 it pointed out that an HRIS (also known as a human
resource management system or HRMS) can be as informal as the
payroll records and time cards of a small business, for the vast
majority of organizations, corporate success will increasingly
depend on the coordinated, strategic management and integration of the organization's human resources and information technology.
Achieving this strategic coordination requires those responsible for
developing, implementing, operating, and maintaining an HRIS to
have a broad knowledge of the organization's human resource
programs, the relationship between human resource programs and
overall strategic planning, and the potential inherent in computer
and data technology. The goal of this research is to discover to what
degree HRIS techniques and concepts are being taught to all
employees in the organization at various levels.
Unlike the mainframe era, HR professionals today are more
comfortable using computers for HR functions, a shift resultingfrom increasingly user friendly applications training on HRIS, or
specifically the gaps between job requirements and employees
abilities to utilize HRIS technologies, was sited as the main reason
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that technology is underutilized for HR functions. Not surprisingly
the issue that while a high percentage of private and non profit
organization offer computer training (95 % public sector and 82 %
private sector), only 40 % of public sector and 30% of private sector
organizations offer training on a regular basis. In addition study
found out that private and non profit organizations integrate
software and human resource management functions in low
numbers.
When HRMS technology can not be integrated into existing
HR courses, the other alternative is to introduce HRIS technologies
through a dedicated HRIS course. This method would reduce
constraints on faculty skills and investment in technology at a level
to support all HR majors at a given institution. The general
consensus on HRIS skills is that they would ideally include a
working knowledge of information systems (IS) and of all HR
functions and skills in process improvement and project
management. In other words, employees will be aware of the
"functional issues" of HR and how to apply technology to them.
Ideally, employees entering an HRIS should understand most, if not
all, of the HR functions, at least from a basic definitional perspective. The best place to start an information system in human
resource, then, would be through the two general purposes of such
systems: to eliminate costs and reduce processing time and to
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support decisions with computer applications. As pointed out, the
focus for HR professionals is to use an HRIS to make better HR
decisions. If a given HRIS is to have any value at all to HR then
information should be based on two factors: how many decisions
will be improved by the HRIS and how much value will each
improved decision produce. Understanding these two factors is
tantamount to any HRIS course.
A human resource department that believes in Human
resource Information System can optimize its firms investment in
employees. By adopting this board view of resources management,
planners, decision makers and other professionals can see
information resource such as HRIS as tools for handling the present
and preparing the for the future.
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Case StudyHuman Resource Management - Best Practice at Air India
History
Air India is India's national flag carrier. Although air transport was born in India onFebruary 18, 1911 when Henri Piquet, flying a Humber bi-plane, carried mail fromAllahabad to Naini Junction, some six miles away, the scheduled services in India,in the real sense, began on October 15, 1932. It was on this day that J.R.D. Tata,the father of Civil Aviation in India and founder of Air India, took off from DrighRoad Airport, Karachi, in a tiny, light single-engined de Havilland Puss Moth on hisflight to Mumbai (then known as Bombay) via Ahmedabad.He landed with his precious load of mail on a grass strip at Juhu. At Mumbai,Neville Vintcent, a former RAF pilot who had come to India from Britain three yearsearlier on a barn-storming tour, during which he had surveyed a number of possible air routes, took over from J.R.D.Tata and flew the Puss Moth to Chennai
(then Madras) via Bellary.Following the end of World War II , regular commercial service was restored inIndia and Tata Airlines became a public limited company on 29 July 1946 under the name Air India. In 1948, after the independence of India , 49% of the airline wasacquired by the Government of India , with an option to purchase an additional 2%.In return, the airline was granted status to operate international services from Indiaas the designated flag carrier under the name Air India International . On 8 June1948, a Lockheed Constellation L-749A named Malabar Princess (registered VT-CQP) took off from Bombay bound for London via Cairo and Geneva . This markedthe airline's first long-haul international flight, soon followed by service in 1950to Nairobi via Aden .
On 25 August 1953, the Government of India exercised its option to purchase amajority stake in the carrier and Air India International Limited was born as one of the fruits of the Air Corporations Act that nationalised the air transportationindustry .
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http://en.wikipedia.org/wiki/World_War_IIhttp://en.wikipedia.org/wiki/Independence_of_Indiahttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Lockheed_Constellationhttp://en.wikipedia.org/wiki/Londonhttp://en.wikipedia.org/wiki/Cairohttp://en.wikipedia.org/wiki/Genevahttp://en.wikipedia.org/wiki/Nairobihttp://en.wikipedia.org/wiki/Adenhttp://en.wikipedia.org/wiki/World_War_IIhttp://en.wikipedia.org/wiki/Independence_of_Indiahttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Lockheed_Constellationhttp://en.wikipedia.org/wiki/Londonhttp://en.wikipedia.org/wiki/Cairohttp://en.wikipedia.org/wiki/Genevahttp://en.wikipedia.org/wiki/Nairobihttp://en.wikipedia.org/wiki/Aden -
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Its Mascot- Maharajah
We call him a Maharajah for want of a better description. But his blood isn't blue.He may look like royalty, but he isn't royal.' These are the words of Bobby Kooka,the man who conceived the Maharajah.This now familiar lovable figure first made his appearance in Air India way back in1946, when Bobby Kooka as Air India's Commercial Director and Umesh Rao, anartist with J.Walter Thompson Ltd., Mumbai, together created the Maharajah.The Maharajah began merely as a rich Indian potentate, symbolizing graciousnessand high living. And somewhere along the line his creators gave him a distinctivepersonality: his outsized moustache, the striped turban and his aquiline nose.What began as an attempt as a design for an inflight memo pad grew to take Air India's sales and promotional messages to millions of travellers across the world.Today, this naughty diminutive Maharajah of Air India has become a world figure.He can be a lover boy in Paris, a sumo wrestler in Tokyo, a pavement artist, a RedIndian, a monk... he can effortlessly flirt with the beauties of the world. And mostimportantly, he can get away with it all. Simply because he is the Maharajah!
He has completed 56 years and become the most recognizable mascot the worldover. His antics, his expressions, his puns have allowed Air India to promote itsservices with a unique panache and an unmatched sense of subtle humour. In facthe has won numerous national and international awards for Air India for humour and originality in publicity.And as with all great men, he too has had his critics. But the millions of travellerswhose lives he has touched far outnumber them. In fact, to them, the Maharajahwith his inimitable style, charm and wit is a very real person. He's almost like afriend to every Air India traveller. A friend who reaches out with warmth andhospitality, even to the farthest corners of the world.IntroductionAir India is India's finest flying Ambassador. The urge to excel and the enthusiasm,which characterized Air India's first flight, way back on October 15, 1932, isquintessential even today - thanks to Air Indians who have kept alive the traditionof flying high. The merger of Air India and Indian, the countrys leader in thedomestic sector, has helped the airline to emerge as a major force in the airlineindustry. The re-branding exercise is currently underway and passengers are
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getting to see the unified face of the new invigorated Air India. Air India has twomajor domestic hubs at Indira Gandhi International Airport and Chhatrapati ShivajiInternational Airport . An international hub at Dubai International Airport is currentlybeing planned
SWOT Analysis
Strengths : The ability to travel comfortable for long distance travel Has large capacity to transport large amounts of people in short time Low cost of usage Fast during peak hours Already has a vast number of loyal passengers Environmentally friendly, especially during these times of Global awareness. Promotes the use of transit Access to instant pricing with real time reservation, creating a convenient,
trouble-free booking process. No need to waste precious vacation time waiting on