Term Paper HRIS Enhance HRM 1

8/13/2019 Term Paper HRIS Enhance HRM 1

http://slidepdf.com/reader/full/term-paper-hris-enhance-hrm-1 1/41



Human Resource Information System (HRIS) – Enhancing HRM

of 41

CHAPTER-1

Introuction




1.1 Introduction

The co!'etition a!ong the co!'anies is actually the co!'etition of hu!an resources< as

the !ar8et reveals. - co!'any< as a 'rofit='ursuing organi>ation< is al,ays under the

'ressure of delivering ne, 'roducts to ,in !ar8et share. /ithout high ?uality hu!an

resources and its effective functioning< a co!'any can hardly endure the 'rofit 'ressure

and 'ursue its long ter! business strategy. The 'ast decades has ,itnessed the transition of

e!'loyee beco!ing the !ost 'recious ca'ital in the co!'any and the ascent of #u!an

%esource Manage!ent #%M5 Schuler< 1**5. The strengthened !anage!ent of hu!an

resources is no, the very essence of a successful business story.

+o,adays< business ,orld is undergoing a substantial change the e!'loyee turn=over rate

beco!es high< and both the organi>ation structure and !anage!ent 'attern change as

,ell. The traditional #%M style fails to catch u' ,ith such ra'id changes the traditional

style !ainly focuses on su''ortive 'ersonnel activities for a co!'any< for e;a!'le<

collecting e!'loyee infor!ation< !onitoring individual 'erfor!ance< and i!'le!enting

organi>ation 'olicies. It is a 'assive< sub!issive e;ecution< ,ithout self=!otivated

'artici'ation into strategic issue to foresee the challenges of to!orro,. Therefore< there

co!es a de!and for the ne, #%M that should understand the business strategy< for!ulate

the corres'onding !anage!ent strategy on hu!an resources to i!'rove delivered service<

and act as a strategy 'artner ,ith to' !anage!ent tea! :eer< 1**&@ Mohr!an 9 a,er<

1**&5.

To !eet the de!and< there is an increasing 'ressure on #%M to su''ort strategic

objectives and to focus on value=adding activities< ,hich conse?uently leads to the change

in the job content and the e;'ectations on #u!an %esource #%5 'rofessionals.

Shrivastava et al. 235 and Stone et al. 265 note that one of such changes is that the

,ide< conte!'orary use of Infor!ation Technology IT5 in su''orting various #%

activities. Moreover< the researchers e;'ect that the increasing use of #u!an %esource

Infor!ation Syste! #%IS5 can i!'rove the 'erfor!ance of #% 'rofessionals and !a8es

the! involved in the co!'any internal consulting activities -lbers et al. 1**&5. In

addition< Alrich 1**&5 !entions that the use of #%IS 'rovides value to the organi>ation

and raise #% 'rofessionalsB status in the organi>ation. In a 2 recent theoretical

develo'!ent< Alrich and :roc8ban8 2"5 e!'hasi>e the need for #% 'rofessionals to

beco!e business strategic 'artners.

of 41




These 'heno!ena arouse a fe, ?uestions about the interrelationshi' bet,een the #%

function and the e!erging #%IS

oes the #%IS have the i!'act on the changing #% function0

In ,hich ,ays does #%IS su''ort the changing role of #% function0 #o, does #%IS influence the #% function transfor!ation0

riven by these ?uestions< ,e start to e;'lore the interrelationshi' bet,een the #%IS and

the #% function transfor!ation< ,hich is the 'ur'ose of this ter! 'a'er.

1.2 Objectives of the Study

The !ain objective of this study is to 8no, and have a basic idea of #%IS. -long of this

objective so!e other s'ecial objectives !ay be e;'osed as under

• To 8no, the historical bac8ground of #%M and #%IS.

• To 8no, the i!'act of #%IS on #%M.

• To 8no, the necessities of #%IS.

• To 8no, the different for!s of #%IS.

• To 8no, the a''lication of #%IS in different countries.

• To 8no, the 'resent situation of using #%IS by different organi>ations in

:angladesh.

• To have 8no,ledge about the challenges of 'racticing #%IS in :angladesh.

1.3 Methodology of the StudyThe study is based on literature revie, and secondary data source@ collected data and

infor!ation have been 'rocessed and analy>ed syste!atically. This ter! 'a'er has been

're'ared by latest data to !a8e the study !ore infor!ative and useful. Study 'eriod ,as

about only a !onth. The secondary data and infor!ation ,ere collected fro!=

• #% Manual of Social evelo'!ent (oundation S(5

• AsersB O'erational Manual of #%IS o'erated in S(.

• %elated :oo8s 9 iterature.

• ifferent journals 9 articles

• Internet Search engine5.

of 41




1.4 Limitation of the Study

uring the co!'letion of this ter! 'a'er< nu!erous 'roble!s have been encountered for

the acco!'lish!ent of the study. These 'roble!s !ay be ter!ed as li!itation of the

study< enu!erated as follo,s:

• Ti!e fra!e for the research ,as very li!ited. The actual survey ,as done ,ithin a

short 'eriod.

• Anavailability of ,ritten docu!ents as re?uire for !a8ing a co!'rehensive study.

• -s ,e had to sub!it the ter! 'a'er in a grou'< so!eti!es it !ade so!e 'roble!s

in case of coordination and or sharing the infor!ation ,ith each other.

• ast but not the least< no 'ri!ary data is involved in this study.

It see!s to us that during co!'letion of this re'ort necessary and u' to date infor!ation

,as not 'ossible to gathered< ,e thin8 if it ,as 'ossible then a fully fledged and

co!'rehensive re'ort could have been !ade 'ossible.

Page of 41




Page ! of 41

Theoretica!

"#er#ie$-HRM

CHAPTER-%




2.1 istorical !volution of "M

One can analy>e the historical trends of the #% function fro! different vie,'oints the

evolution of #%M as a 'rofessional and scientific disci'line< as an aid to !anage!ent< as

a 'olitical and econo!ic conflict bet,een !anage!ent and e!'loyees< and as a gro,ing

!ove!ent of e!'loyee involve!ent influenced by develo'!ents in

industrialorgani>ational and social 'sychology. This historical analysis ,ill de!onstrate

the gro,ing i!'ortance of e!'loyees fro! being just one of the !eans of 'roduction in

the 2th=century industrial econo!y to being a 8ey source of sustainable co!'etitive

advantage in the 21st=century 8no,ledge econo!y.

/e ,ill e;a!ine the develo'!ent of the fields of both #% and IT in ter!s of their

evolution since the early 2th century. This !eans e;a!ining the evolution of #%M

intert,ined ,ith develo'!ents in IT and describing ho, IT has 'layed an increasing role

in the #%M function. In addition< this historical analysis ,ill sho, ho, the role of #%M

in the fir! has changed over ti!e fro! 'ri!arily being concerned ,ith routine

transactiona! HR activities to dealing ,ith co!'le; transfor!ational ones. Transactional

activities are the routine boo88ee'ing tas8sDfor e;a!'le< changing an e!'loyeeBs ho!e

address or health care 'rovider=,hereas transfor!ational activities are those actions of an

organi>ation that Eadd valueF to the consu!'tion of the fir!Bs 'roduct or service. -n

e;a!'le of a transformationa! HR activity ,ould be a training 'rogra! for retail cler8s

to i!'rove custo!er service behavior. Thus< transfor!ational activities increase the

strategic i!'ortance and visibility of the #% function in the fir!. This general change

over ti!e is illustrated in (igure 1.1 and ,ill beco!e evident as ,e trace the historical

evolution of #%M in ter!s of five broad 'hases of the historical develo'!ent of industry

in the Anited States. (or !ore infor!ation on this historical develo'!ent< you should

consult Gavanagh< Hueutal< and Tannenbau! 1**5 or /al8er 1*)25.

Figure-2.1 Historical Evolution of HRM

Page " of 41




2.2 #once$t of " %unction

There are t,o a;es to understand the #% function one a;is is a 'hiloso'hical a;is< ,hich

deconstructs the function into its actors and corres'onding activities< the other a;is is a

ti!e a;is ,here the difference bet,een the traditional 'ast5 and current inter'retations ofthe #% function is regarded.

2.2.1 &he definition of " function

-ccording to alverde et al. 265< #% function is Eall !anagerial actions carried out at

any level regarding the organi>ation of ,or8 and the entry< develo'!ent and e;it of 'eo'le

in the organi>ation so that their co!'etencies are used at their best in order to achieve

cor'orate objectivesF. It includes the actors< as ,ell as their relevant res'onsibilities and

tas8s.

The actors of HR function

The actors< ,ho 'artici'ate in #% function< do not li!it to #% de'art!ents< but involving

all the 'eo'le at any level #% 'rofessionals< line !anagers< the e!'loyees< etc. #ales<

2"@ -ndolse8 9 Stebe< 2"@ (rancis 9 Geegan< 26@ alverde< %yan 9 Soler< 26@

McConville< 265. The follo,ing 'icture de'icts the different levels of 'eo'le as the

!ajor actors involved in #% function< ,hich is based on the literature.

Figure-2.2 Major actors involved in HR function, at different level of acompan

The acti#ities of HR function

The conce't #% function can also be deconstructed into three co!'onents J the factors

reflecting ,ho 'erfor! the function role5< ,hy they 'erfor! res'onsibilities5< and ,hat

activities are ta8en to carry the res'onsibilities 'rocess5 Hutierre>< 1**"@ Svoboda 9

Schroder< 21@ Cald,ell< 23@ McConville< 265. $ach actor #% 'rofessional< for

Page # of 41




e;a!'le5 can 'lay one or a fe, roles< and each role 'artici'ates in certain 'rocess to fulfill

its res'onsibilities. :ased on above inter'retation< the follo,ing 'icture is develo'ed to

give an i!'ression of it.

Figure- 2.! "omponents of HR Function

2.2.2 &he traditional " function

In the 'ast< the #% function ,as recogni>ed as the 'ersonnel !anage!ent that focuses on

ad!inistration selection< a''raisal< re,ard< and develo'!ent5< ,elfare and industrial

relationshi'. The #% de'art!ent ,as treated less i!'ortant than financial and !ar8etingde'art!ents< because it did not create direct value< nor have any decision 'o,er on

strategic issue (o!brun< Tichy< 9 evanna< 1*)4@ #all 9 Hoodale< 1*)65.

The traditional 'ersonnel !anagers 'aid attention to labor !anage!ent< but did not

'artici'ate into a co!'anyBs 'lanning and strategy decision. They 'aid great attention to

control their e!'loyees< including carefully designing the contracts and rules for

!onitoring the e!'loyees Storey< 1**"5.

The line !anagers at this !o!ent 'layed 'assive roles on the 'ersonnel !anage!ent

Storey< 1**"5. The line !anagers ,ere the transactor of the decisions !ade by the

'ersonnel !anagers< and they ,ere the industrial relationshi' builders through the

negotiation ,ith e!'loyees and e!'loyers.

Page $ of 41




Figure- 2.# : $c%eme s%o&ing t%e traditional HR function

Since early 1*)s< the 'ersonnel !anage!ent started to shift to Ehu!an resource

!anage!entF< due to the fact that #% 'rofessionals ,ere considered to involve in strategic

business decisions (o!brun< Tichy< 9 evanna< 1*)4@ #all 9 Hoodale< 1*)65. The !ain

tas8s of #% 'rofessionals still focused on the daily ad!inistration< but broadened

!anage!ent activities are involved in the #% function< ,hich reflected that the #%M

began to 'ay its attention to the relationshi' ,ith strategic business issue.

-t this ti!e< the #% function ,as still considered as the e;clusive 'erfor!ance done

!ostly by #% de'art!ent< and it s'read its !ain activities onto three levels. The lo,est

level ,as the o'erational level< ,hich !anaged the daily 'ersonnel issue of the

organi>ation. The second ,as the !anagerial level ,hich !ainly concerned ho, to

!anage the ca'able ,or8force by ac?uisition< retention and develo'!ent. The highest

level ,as the strategy level. #% function 'aid attention to the future develo'!ent of

business. The !ain res'onsibility ,as to get the ?ualified 'eo'le< and set the 'olicies and

'rogra!s for long=ter! hu!an resources de!and.

#o,ever< the lac8s of the integration ,ith the line !anage!ent level< and the lac8 of the

'o,er ,ere the t,o !ajor obstacles affecting the effectiveness of #% function. The

elaborate routine tas8s and overloaded 'a'er ,or8 also !ade the #% function inefficient.

To be !ore effective on service delivery< #% function needed to be strategic on

o'erational and !anagerial level< and to beco!e !ore !ission=oriented #all 9 Hoodale<

1*)65.

Page 1% of 41




2.2.3 &he 'e( " function

#u!an resource !anage!ent has develo'ed for al!ost t,enty years@ and the #% function

has changed a lot fro! the activities to !anage!ent level. It !a8es the traditional

structure of #% function different that the line !anagers and e!'loyees involve in #%

issue. :ut #% 'rofessionals are still considered as the core of ,or8force !anage!ent<

es'ecially to,ards the strategy as'ect. Thus< Alrich has defined the Efour roles of #%

'rofessional !odelF in 1**&< and later develo's the !odel in 2" to e;a!ine the

changing of #% 'rofessionals. In the follo,ing 'aragra'hs< the goal of understanding #%

function is se'arated into these three levels #% 'rofessional< line !anager and e!'loyee<

through AlrichBs !odel and theories fro! literature.

&he role of the " $rofessional

Ulrich’s model 1997

In 1**&< Alrich defines four roles of #% 'rofessionals involved in the #% function

'erfor!ance (igure 2."5.

Figure- 2.' : Four roles of HR professional ()lric%, 1**+

-ccording to Alrich 1**&5< Estrategic 'artnersF are the #% 'rofessionals< ,ho ,or8

together ,ith to' e;ecutives to !a8e co!'etitive business strategies and to figure

a''ro'riate #% strategies< 'olicies< 'ractices and tas8s to su''ort the business strategies.

-nd they should also !a8e sure the i!'le!entation of the strategies. -t the sa!e ti!e<

they should develo' certain evaluation !ethod to esti!ate business results.

The second role of #% 'rofessional is Ead!inistrative e;'ertsF< ,ho should !a8e #%M

,or8s !ore effective and efficient. This can be achieved through reengineering

organi>ational 'rocesses< i!'roving the ca'acity of organi>ations to gain co!'etitive

advantages< reducing cost< adding value< and deter!ining insourcing and outsourcing

strategies for better #% services delivery.

of 41




E$!'loyee cha!'ionsF is the de'utation of e!'loyees. That !eans< at this 'osition< the

first thing #% 'rofessionals should do is to understand and find out the de!and of

e!'loyees< by ta8ing friendly and useful co!!unication ,ith the! fre?uently. -t the

sa!e ti!e< they should 'rovide necessary resources to e!'loyees. The #% 'rofessionals

should !otivate their e!'loyees< and 'rovide certain training and learning 'rogra!s to

hel' e!'loyees reali>e their 'otential. $!'loyee cha!'ion also !eans that #%

'rofessionals re'resent the voice of e!'loyees in the organi>ation< and they are

res'onsible for enhancing e!'loyee co!!it!ent< develo'ing e!'loyeesB co!'etence<

and enhancing the ca'ability of e!'loyees for the co!'etitiveness of organi>ation.

EChange agentsF are the #% 'rofessionals that su''ort and !anage the organi>ation

transfor!ation and the changes. In the changing 'rocess< Echange agentsF need to create

ne, culture to hel' organi>ation !e!bers get enough !otivation to 'artici'ate in the ne,

situation.

Ulrich and Brockbank’s model 2005

The #% function has ada'ted and changed< since the theoretical fra!e,or8 of #% four

roles !odel is launched by Alrich in 1**&. -ccording to the changing situation< Alrich and

:roc8ban8 2"5 have !ade so!e changes on the !odel of 1**&< to !a8e it suitable to

the actual #% function in the organi>ations. In 1**&< AlrichBs !odel divides #%

'rofessionals to four roles strategy 'artner< ad!inistrative e;'ert< e!'loyee cha!'ion<

and change agent. In 2"< these four roles are e;'anding to five strategy 'artner<

functional e;'ert< e!'loyee advocate< hu!an ca'ital develo'er and #% leader. -t the

sa!e ti!e< the res'onsibilities are also s'ecified to each role.

Figure- 2. : Five roles of HR professional ()lric%, 2'

of 41




The strategy 'artner has !ulti'le roles according to Alrich and :roc8ban8Bs 2"5 ne,

o'inion it includes the business e;'ert< change agent< and 8no,ledge !anager. The

change agent that e;ists in the 'revious !odel no, beco!es 'art of the strategy 'artner.

The strategy 'artner should hel' line !anagers to reach their goals.

(unctional e;'ert is res'onsible for the #% 'ractices delivery. :esides the traditional

function of ad!inistrative e;'ert< the role of Efunctional e;'ertF is broadened by using

technologies for ad!inistrative efficiency.

$!'loyee advocate and hu!an ca'ital develo'er both concern e!'loyees. The difference

is that the e!'loyee advocate focuses on current e!'loyees< to !a8e sure that the

relationshi' bet,een e!'loyees and e!'loyers is !eaningful and friendly. The hu!an

ca'ital develo'er 'uts attention to the future ,or8force< including ac?uiring e;ternal

suitable ,or8force and hel'ing todayBs e!'loyees for future develo'!ent.

#% leader is the 'eo'le ,ho control the ,hole situation. The leadershi' is the su! of

above four roles. :eing an #% leader< heshe should set the relationshi's a!ong each #%

function< and su'ervise the ,hole #% co!!unity.

In conclusion< #% 'rofessionals have ,or8ed as business 'artners J !ore co!'etitive

'layers in the core of business issue. They start to align their ,or8 ,ith business

strategies< and s'end ti!e ,ith line !anagers of !ar8eting< financial< and !anufacturing

de'art!ents to ensure that #%M hel's to create business value Alrich 9 :roc8ban8<2"5. /hen they act as value creators for an organi>ation and 'rovide 'ositive outco!e

for 8ey sta8eholders custo!ers< investors< line !anagers< and e!'loyees5 Stone et al.<

265< they involve as strategic contributors and create co!'etitive advantage in business.

Figure-2.+ : /e& HR function, &it% participation of line managers andemploees along &it% HR professionals

of 41




2.2.4 &he demand for " function transformation

The business ,orld is beco!ing !ore and !ore de!anding the increasing co!'etition

and globali>ation in the ,orld business< the re?uiring of develo'ing ca'ability for long=

ter! survival< and the i!'roving 'roductivity to gain !ar8et share. Such de!ands have

forced organi>ations to rethin8 ho, they can 8ee' or attain their co!'etitive advantage in

the continuous changing !ar8et environ!ent through !a8ing the best use of their 'eo'le

:eer< 1**&@ -''elbau! 9 /ohl< 2@ Stoc8'ort< 2@ Sagie 9 /eisberg< 21@

Gna''< 245.

(urther!ore< there are other driving forces 'ushing organi>ations to reconsider their #%

function to !eet the strategic business de!ands and the future cor'orate success< such as

business environ!ental change< custo!er satisfaction< !anage!ent diversification< and

develo'!ent of 8no,ledge and technology Keung< :roc8ban8 9 Alrich< 1**4@ :eer<

1**&@ %obertson< 2@ -''elbau! 9 /ohl< 2@ -ston< 225. These driving forces

'ress the #% function to evolve under the 'ressure of environ!ent and to avoid the

do,nside of e;isting syste!s.

Business environmental change

The funda!ental changes in business ,orld have forced the #% function to shift and 'ut

the #% function into an i!'ortant status Schuler< 1**5. These changes include the

uncertainty of 'ersonnel !anage!ent caused by the ra'id business change. They alsoinclude the increasing co!'etitive 'ressure on 'rofit forces the organi>ations to reduce the

cost fro! various as'ects including 'ersonnel !anage!ent cost. The last but not the least

change is the co!'le; situation on e!'loyee !anage!ent ,hen there are !ore

organi>ations running global business such as !anaging e!'loyees of different business

function< in different 'roduct lines< or ,ith different culture bac8ground< etc. -ll these

changes de!and fle;ible and effective !anage!ent style.

Service improvement

- basic function of #%M is to delivery its services to both internal and e;ternal

custo!ers< and it should ensure that the services are effectively delivered Keung<

:roc8ban8 9 Alrich< 1**45. #o,ever< the traditional #% function only concerns the basic

services such as selecting the right 'eo'le for organi>ations< !anaging the database of

e!'loyees< or assessing the e!'loyees. +o,< the increasing de!ands fro! the custo!ers

force the #% function to be !ore valuable on its tas8s. The value=creating activities< such

as standardi>ing the ,or8 'rocess and coordinating the tas8s< can be done by #%

'rofessionals to hel' to resist the 'ressure fro! business environ!ent Mohr!an 9a,ler< 1**&@ :eer< 1**&@ %obertson< 25.

of 41




Diversi! o "orkorce

eo'le are al,ays the first 'riority of the business success. /ith the international business

develo'!ent< the ,or8force can be divided based on universal variables as gender< socio=

econo!ic status< geogra'hy< and generation ga's Sagie 9 /eisberg< 215. (or e;a!'le<

the increasing nu!ber of aging 'eo'le in the develo'ed countries and changing values of

the young generation in the under=develo'ing countries re?uire funda!ental change of the

tas8s of the 'ersonnel !anage!ent Sel!er< 215. The !ulti=classifications of e!'loyees

lead to diverse value and !ulti=cultural ,or8ing environ!ent< ,hich as8s the #%

'rofessionals to create har!onious organi>ation culture and ,idely acce'table ,or8

values.

Development o technolog!

The last driven force for #% function transfor!ation is the technology advance!ent. Thetechnology enables organi>ations to i!'rove their business co!'etence through various

as'ects.

2.2.) &ransformation of the " function

- transfor!ation in #% function can be inter'reted t,o as'ects< according to the

ety!ology firstly< the !ain tas8s of #% 'rofessionals have changed. - slo, and gradual

change in #% de'art!ent< by redesigning its structure< or out=sourcing the ,hole #%

de'art!ent Mohr!an 9 a,ler< 1**&@ Gna''< 245< ha''ens to !eet the de!and of the

organi>ation Sel!er< 21@ %o,ley 9 :ae< 225. The center of the #% ,or8 is no

longer the basic ad!inistration< but it !oves to,ard the !anage!ent consultant and

strategy as'ects.

Secondly< it is a change of !anage!ent level. -n obvious change is the 'artici'ation of

line !anager and e!'loyees into the staffing issue along ,ith the #% 'rofessionals .

Figure 2.0 ransformation of t%e HR function (no eact percent ofdistri3ution s%ould 3e dra&n from it

In short< transfor!ation is business 'rocesses that changes the tas8s and e;'ands the

involve!ent of actors in #% function< and< ,hich !a8es #%M concentrate !ore on

strategic< value=creating activities for the long=ter! business objective.

Page 1 of 41




Page 1! of 41

HR an IS

CHAPTER-&




3.1 Interface bet(een " and &echnology

The IT=driven auto!ation and redesign of ,or8 'rocesses certainly hel' reduce costs and

cycle ti!es as ,ell as i!'rove ?uality. Management information systems (MIS) can

further hel' decision !a8ers to !a8e and i!'le!ent strategic decisions. #o,ever< IT is

only a tool and can only co!'le!ent< not substitute< the 'eo'le ,ho drive it. Often<

organi>ations !ista8e IT as a !essage and not the !essenger and divert ti!e< effort< and

!oney a,ay fro! long=ter! invest!ent in 'eo'le to develo'ing and de'loying

infor!ation technologies Thite< 245. In fact< the critical success factors in infor!ation

syste!s 'roject i!'le!entation are nontechnical and are due !ore to social and

!anagerial issues Martinsons 9 Chong< 1***5.

/ith the increasing use of infor!ation technologies in #% 'lanning and delivery< the ,ay

'eo'le in organi>ations loo8 at the nature and role of #% itself !ay change %oehling et

al.< 2"5. /ith #% data and re'orts no, being readily available on their des8to'< ,ould

!anagers interact less ,ith the #% de'art!ent and see it as being less i!'ortant0 If that is

so< ho, ,ould it affect the attitude of #% 'rofessionals to,ard their jobs and 'rofession0

/ould they resist ado'tion of technology if they 'erceive that technology lessens their

status0

In traditional organi>ations ,ith silo !entalities< turf ,ars bet,een de'art!ents and

functions acting as inde'endent entities are co!!on. Therefore< to' !anage!ent needs to

be !indful of organi>ational 'olitics in !anaging change. Through !ost of its evolution<

#%M has had an ad!inistrative and careta8er focus in its delivery. /ith technology

significantly decreasing the ti!e re?uired for ad!inistrative tas8s< !any #% 'rofessionals

!ay find it difficult to redefine their jobs and !ay thus resist the change to an #%IS. This

calls for redefining and transfor!ing the role of #%M through value=added< strategic

initiatives and interventions. This also involves learning ne, s8ills for #% 'rofessionalsand rethin8ing the ,ay the #% de'art!ent is organi>ed and delivers its services. /ith the

i!'roved job s8ills of #% 'rofessionals< technology ,ill be seen as #%Bs E'artner in

'rogress.F /hile having an advanced< full=fledged syste! ,ill not auto!atically !a8e #%

a strategic business 'artner< it acts as a building bloc8 and an effective aid in the 'rocess

a,ler 9 Mohr!an< 235.

Page 1" of 41




3.2 * +rimer on "IS

3.2.1 ,hat Is an "IS-

-fter revie,ing the !any definitions of an #%IS< Gavanagh et al. 1**5 defined it as a

syste! used to ac?uire< store< !ani'ulate< analy>e< retrieve< and distribute

infor!ation regarding an organi>ationBs hu!an resources. -n #%IS is not si!'ly

co!'uter hard,are and associated #%=related soft,are. -lthough an #%IS includes

hard,are and soft,are< it also includes 'eo'le< for!s< 'olicies and 'rocedures< and

data. '. 2*5

It is i!'ortant to note that a co!'any that does not have a co!'uteri>ed syste! still has

an #%M syste!@ that is< the 'a'er syste!s that !ost co!'anies used before the

develo'!ent of co!'uter technology ,ere still co!'arable ,ith an #%IS< but the!anage!ent of e!'loyee infor!ation ,as not done as ?uic8ly as in a co!'uteri>ed

syste!. If a co!'any did not have a 'a'er syste!< the develo'!ent and i!'le!entation of

a co!'uteri>ed syste! ,ould be e;tre!ely difficult. (or the 'ur'ose of this boo8<

ho,ever< ,e ,ill use the ter! HRIS to refer to a co!'uteri>ed syste! designed to !anage

the co!'anyBs #%.

The 'ur'ose of the #%IS is to 'rovide service< in the for! of accurate and ti!ely

infor!ation< to the EclientsF of the syste!. -s there are a variety of 'otential users of #%

infor!ation< it !ay be used for strategic< tactical< and o'erational decision !a8ing e.g.< to 'lan for needed e!'loyees in a !erger5@ to avoid litigation e.g.< to identify discri!ination

'roble!s in hiring5@ to evaluate 'rogra!s< 'olicies< or 'ractices e.g.< to evaluate the

effectiveness of a training 'rogra!5@ andor to su''ort daily o'erations e.g.< to hel'

!anagers !onitor ti!e and attendance of their e!'loyees5. -ll these uses !ean that there

is a !andatory re?uire!ent that data and re'orts be accurate and ti!ely and that the

EclientF can understand ho, to use the infor!ation.

:ecause of the co!'le;ity and data intensiveness of the #%M function< it is one of the last

!anage!ent functions to be targeted for auto!ation :ussler 9 avis< 21225. This

fact does not !ean that an #%IS is not i!'ortant@ it just indicates the difficulty of

develo'ing and i!'le!enting it co!'ared ,ith other business functionsD for e;a!'le<

billing and accounting syste!s. o,ered by infor!ation syste!s and the Internet< today

al!ost every 'rocess in every function of #%M is being co!'uteri>ed.

The syste!s and 'rocess focus hel's organi>ations 8ee' the custo!er 'ers'ective in !ind<

since ?uality is 'ri!arily defined and o'erationali>ed in ter!s of total custo!er

satisfaction $vans< 2"5. TodayBs co!'etitive environ!ent re?uires organi>ations to

integrate the activities of each functional de'art!ent ,hile 8ee'ing the custo!er in !ind.

Page 1# of 41




-n effective #%IS hel's by 'roviding the technology to generate accurate and ti!ely

e!'loyee infor!ation to fulfill this objective.

3.2.2 ,hy o ,e 'eed "IS-

There are several advantages to fir!s in using #%IS :ec8ers 9 :sat< 225. They include

the follo,ing

roviding a co!'rehensive infor!ation 'icture as a single< co!'rehensive

database@ this enables organi>ations to 'rovide structural connectivity across units

and activities and increase the s'eed of infor!ation transactions engnic8=#all 9

engnic8=#all< 265

Increasing co!'etitiveness by i!'roving #% o'erations and i!'roving

!anage!ent 'rocesses

Collecting a''ro'riate data and converting the! to infor!ation and 8no,ledge for

i!'roved ti!eliness and ?uality of decision !a8ing

roducing a greater nu!ber and variety of accurate and real=ti!e #%=related

re'orts

Strea!lining and enhancing the efficiency and effectiveness of #% ad!inistrative

functions

Shifting the focus of #% fro! the 'rocessing of transactions to strategic #%M

%eengineering #% 'rocesses and functions

I!'roving e!'loyee satisfaction by delivering #% services !ore ?uic8ly and

accurately to the!

The ability of fir!s to harness the 'otential of #%IS de'ends on a variety of factors< such

as

• the si>e of the organi>ation< ,ith large fir!s generally rea'ing greater benefits@

• the a!ount of to' !anage!ent su''ort and co!!it!ent@

•

the availability of resources ti!e< !oney< and 'ersonnel5@• the #% 'hiloso'hy of the co!'any as ,ell as its vision< organi>ational culture<

structure< and syste!s@

• !anagerial co!'etence in cross=functional decision !a8ing< e!'loyee

involve!ent< and coaching@ and

• the ability and !otivation of e!'loyees in ado'ting change< such as increased

auto!ation across and bet,een functions +gai 9 /at< 245.

Page 1$ of 41




In assessing the benefits and i!'act of an #%IS to an organi>ation< ty'ical accounting

!ethods do not ,or8 ,ith the #%M function :ec8er et al.< 21@ Cascio< 2@ (it>=$n><

2< 22@ #uselid et al.< 2"@ Thite< 24@ Alrich 9 S!all,ood< 2"5. /hile there are

several tangible benefits in i!'le!enting an #%IS< such as 'ayroll efficiencies and

reduction in labor costs due to auto!ation< there are several intangible or hidden benefitsas ,ell %oberts< 1***5. They include e!'loyee satisfaction ,ith strea!lined and efficient

#% 'rocesses and freeing u' #% fro! routine< ad!inistrative !atters to focus on strategic

goals.

(urther!ore< #% 'ractices can hel' organi>ations untangle the rigidity and inertia

associated ,ith the !echanistic< routine nature of Enter'rise Resource P!anning (ERP).

$% soft,are a''lications are a set of integrated database a''lications or !odules that

carry out the !ost co!!on business functions< including #%< general ledger< accounts

'ayable< accounts receivable< order !anage!ent< inventory control< and custo!errelationshi' !anage!ent. Obviously< #%MBs e!'hasis on 8no,ledge !anage!ent<

hu!an ca'ital ste,ardshi'< and relationshi' building can 'rovide considerable assistance

i!'le!entation and use of $%s engnic8=#all 9 engnic8=#all< 265. Therefore<

active engage!ent of #% 'rofessionals in the introduction and ongoing functioning of an

$% is i!'ortant so that organi>ations can reali>e the strategic benefits associated ,ith

these syste!s ery 9 /ailes< 2"5.

3.2.3 Im$lementation of "IS/ ,hat *re the O$tions-

Once a fir! has decided to i!'le!ent technology as 'art of an overall #% strategy< there

are !any o'tions. -lthough it is 'ossible to develo' technology in=house< using e;ternal

vendors is generally !ore cost effective and often ,ill 'rovide a !ore co!'lete #%

solution. The ,ide selection of vendors and variety of 'roducts can be daunting. The first

order of business is to decide ,hether to use a sing!e '!atform or integrate so!ution< to

su''ort !ulti'le #% functions or to use !ulti'le s!aller syste!s< so!eti!es 8no,n as

*est of *ree+ solutions< each su''orting a different #% function.

#n $ntegrated Solution

If your fir! chooses this strategy< you ,ill ,or8 ,ith a single vendor to develo' one

'latfor! that incor'orates !ulti'le #% functions. Often these 'latfor!s are 'art of an

enter'rise=,ide infor!ation syste! architecture that includes a variety of business

functions such as a general ledger< custo!er relationshi' !anage!ent and logistics.

# %Best o Breed’ Solution

If your fir! decides to 'ursue a best of breed< or :o:< strategy< you ,ill consider !ulti'le

vendors and then 'ic8 the best a''lications for each functional area of #%. In this

a''roach< an organi>ation !ay ,or8 ,ith one or !ore vendors to su''ly #%IS

Page 2% of 41




functionality. The fir! !ight use a recruiting solution fro! one vendor< a ti!e and

attendance solution fro! a second< and a 'ayroll solution fro! yet a third 'rovider. This

can be an attractive a''roach for s!aller businesses ,ithout the resources to 'urchase a

single co!'rehensive solution< or for those that ,ant to use technology selectively< as 'art

of the overall #% strategy.

3.2.4 #om$onents of "IS

#%IS has !ajor three functional co!'onents as sho,n in (igure= 3.1

Figure !.1: "omponents of Human Resource 4nformation $stems

$nput

In'ut function 'rovides the ca'abilities needed to get hu!an resource data into the #%IS.

It enters 'ersonnel infor!ation into the #%IS. (irst of all 'rocedures and 'rocesses are

re?uired to gather necessary data< once collected< these dataBs !ust be entered into the

syste!. $dit tables can be used to deter!ine if the data are acce'table. These tables

contain a''roved values against ,hich the data are auto!atically chec8ed. The syste!

should have the ca'ability to easily u'date and change the edit tables. +o, days scanning

technology 'er!its scanning and storage of an actual i!age of an organi>ation docu!ent

including signatures and hand,ritten notes. Data maintenance

ata !aintenance function is res'onsible for the actual u'dating the data stored in the

various storage devices. -s changes occur in hu!an resource infor!ation< this infor!ation

should be incor'orated into the syste!< as ne, data are brought into the syste! it is often

desirable to !aintain the old data in the for! of historical infor!ation. It u'dates and adds

ne, data to the data base after data have been entered into the #%IS.

&utput

This function of #%IS is !ost visible one because the !ajority of #%IS uses are not

involved ,ith collecting< editing< and u'dating hu!an resource data@ rather they are

concerned ,ith infor!ation and re'orts to be used by the syste!s. In order to generate

valuable out'ut for co!'uter users< #%IS 'rocesses out'ut< !a8es necessary calculations

and for!ats the 'resentation.

#%IS is a co!'uteri>ed syste! that aids in the 'rocessing of infor!ation relating to

hu!an resource !anage!ent. - ,ell=8nit #%IS acts as a ,orthy decision< a device@

designed to fulfill the !an'o,er infor!ation needs of the organi>ation Govach and

Cathcart< 1**15.

of 41




3.3 Modules of "IS

In conse?uence of the high ca'ital invest!ent necessary to buy or 'rogra! 'ro'rietary

soft,are< these internally develo'ed #%MS ,ere li!ited to organi>ations that 'ossessed a

large a!ount of ca'ital. The advent of clientJserver < a''lication service 'rovider <

and soft,are as a service SaaS5 or hu!an resource !anage!ent syste!s enabled

increasingly higher ad!inistrative control of such syste!s. Currently hu!an resource

!anage!ent syste!s enco!'ass

1. ayroll

2. Ti!e and attendance

3. erfor!ance a''raisal

4. :enefits ad!inistration

". #% !anage!ent infor!ation syste!

6. %ecruitingearning !anage!ent

&. erfor!ance record

). $!'loyee self=service

*. Scheduling

1. -bsence !anage!ent

11. -nalytics

The 'ayro!! mou!e auto!ates the 'ay 'rocess by gathering data on e!'loyee ti!e

and attendance< calculating various deductions and ta;es< and generating 'eriodic 'ay

che?ues and e!'loyee ta; re'orts. ata is generally fed fro! the hu!an resources and

ti!e 8ee'ing !odules to calculate auto!atic de'osit and !anual che?ue ,riting

ca'abilities. This !odule can enco!'ass all e!'loyee=related transactions as ,ell as

integrate ,ith e;isting financial !anage!ent syste!s.

The time an attenance mou!e gathers standardi>ed ti!e and ,or8 related efforts.

The !ost advanced !odules 'rovide broad fle;ibility in data collection !ethods< labor

distribution ca'abilities and data analysis features. Cost analysis and efficiency !etrics are

the 'ri!ary functions.

The *enefits aministration mou!e 'rovides a syste! for organi>ations to

ad!inister and trac8 e!'loyee 'artici'ation in benefits 'rogra!s. These ty'ically

enco!'ass insurance< co!'ensation< 'rofit sharing and retire!ent.

The HR management mou!e is a co!'onent covering !any other #% as'ects fro!

a''lication to retire!ent. The syste! records basic de!ogra'hic and address data<

selection< training and develo'!ent< ca'abilities and s8ills !anage!ent< co!'ensation

'lanning records and other related activities. eading edge syste!s 'rovide the ability toLreadL a''lications and enter relevant data to a''licable database fields< notify e!'loyers

of 41

http://en.wikipedia.org/wiki/Client%E2%80%93server


http://en.wikipedia.org/wiki/Application_service_provider

http://en.wikipedia.org/wiki/Software_as_a_service


http://en.wikipedia.org/wiki/Payroll

http://en.wikipedia.org/wiki/Time_and_attendance

http://en.wikipedia.org/wiki/Performance_appraisal

http://en.wikipedia.org/wiki/Learning_management_system

http://en.wikipedia.org/wiki/Employee_self-service_(web-based_application)

http://en.wikipedia.org/wiki/Application_service_provider


http://en.wikipedia.org/wiki/Payroll

http://en.wikipedia.org/wiki/Time_and_attendance

http://en.wikipedia.org/wiki/Performance_appraisal

http://en.wikipedia.org/wiki/Learning_management_system

http://en.wikipedia.org/wiki/Employee_self-service_(web-based_application)





and 'rovide 'osition !anage!ent and 'osition control. #u!an resource !anage!ent

function involves the recruit!ent< 'lace!ent< evaluation< co!'ensation and develo'!ent

of the e!'loyees of an organi>ation. Initially< businesses used co!'uter based infor!ation

syste!s to

• 'roduce 'ay chec8s and 'ayroll re'orts@

• !aintain 'ersonnel records@

• 'ursue talent !anage!ent.

Online recruiting has beco!e one of the 'ri!ary !ethods e!'loyed by #%

de'art!ents to garner 'otential candidates for available 'ositions ,ithin an organi>ation.

Talent !anage!ent syste!s ty'ically enco!'ass

• analy>ing 'ersonnel usage ,ithin an organi>ation@

• identifying 'otential a''licants@

• recruiting through co!'any=facing listings@

• recruiting through online recruiting sites or 'ublications that !ar8et to both

recruiters and a''licants.

The significant cost incurred in !aintaining an organi>ed recruit!ent effort< cross='osting

,ithin and across general or industry=s'ecific job boards and !aintaining a co!'etitive

e;'osure of availabilities has given rise to the develo'!ent of a dedicated a''licant

trac8ing syste!< or -TS< !odule.

The training mou!e 'rovides a syste! for organi>ations to ad!inister and trac8

e!'loyee training and develo'!ent efforts. The syste!< nor!ally called a Llearning

!anage!ent syste!L MS5 if a standalone 'roduct< allo,s #% to trac8 education<

?ualifications and s8ills of the e!'loyees< as ,ell as outlining ,hat training courses<

boo8s< Cs< ,eb based learning or !aterials are available to develo' ,hich s8ills.

Courses can then be offered in date s'ecific sessions< ,ith delegates and training resources

being !a''ed and !anaged ,ithin the sa!e syste!. So'histicated MS allo, !anagers

to a''rove training< budgets and calendars alongside 'erfor!ance !anage!ent and

a''raisal !etrics.

The em'!oyee se!f-ser#ice mou!e allo,s e!'loyees to ?uery #% related data and

'erfor! so!e #% transactions over the syste!. $!'loyees !ay ?uery their attendance

record fro! the syste! ,ithout as8ing the infor!ation fro! #% 'ersonnel. The !odule

also lets su'ervisors a''rove O.T. re?uests fro! their subordinates through the syste!

,ithout overloading the tas8 on #% de'art!ent.

of 41

http://en.wikipedia.org/wiki/Talent_management

http://en.wikipedia.org/wiki/Applicant_tracking_system




http://en.wikipedia.org/wiki/Talent_management






Page 2 of 41

Practica! ,se ofHRIS in S.

CHAPTER-/




4.1 Overvie( of Social evelo$ment%oundation 0S%

Social evelo'!ent (oundation< ,ith its long years of 'resence in the door ste' of theco!!unity< has established effective< 'rudent and ti!e=tested syste!s for various

o'erations and control of 'rojects and 'rogra!s and has beco!e enriched ,ith ne,

e;'eriences for the a!elioration of hardcore 'overty in :angladesh.

The govern!ent of :angladesh established S( in 2 as an autono!ous organi>ation

Enot=for='rofitF and it ,as registered under the Co!'anies -ct=1**4 on Nuly 2)< 21.

S( e!'hasi>ed that the sustainable rural develo'!ent should enco!'ass enhance!ent

of the livelihoods of the rural 'oor and hardcore 'oor by creating efficient and effective

financial arrange!ents through building institutions at the village level< increasing their

access to 8no,ledge and resources and thereby e!'o,ering the!.

0ision

'(mpo"ered )ommunities &vercoming *overt!'+

S( has evolved and i!'le!ented innovative a''roaches to address hardcore 'overty in

'artnershi' ,ith co!!unities< +HOs< govern!ent and 'rivate sectors to e!erge as a

nodal agency for social develo'!ent in :angladesh.

Mission

S( enriches and sustains the lives and livelihoods of :angladeshs e;cluded

hardcore 'oor through an integrated 'rogra! of e!'o,er!ent< ca'acity building<

finance< and social invest!ent. S( 'uts co!!unities in charge of their o,n develo'!ent

and facilitates that develo'!ent according to co!!unity de!ands.

"*ecti#es

S( has been assisting the govern!ent in achieving the Millenniu! evelo'!ent Hoals

MHs5 set by the Anited +ations and thus hel' build a 'overty=free :angladesh by

gradually reducing 'overty in its area of o'eration by

• $;'anding the sco'e for 'ro='oor econo!ic gro,th through e;'anding

inco!e and e!'loy!ent o''ortunities for the 'oor@

• (ostering hu!an develo'!ent for the 'oor@

• roviding social safety net for the 'oor against shoc8s@ and

Page 2! of 41




• (avorably influencing 'artici'atory governance by enhancing voice of the

'oor and strengthening ,o!ens role in decision !a8ing in the

develo'!ent 'rocess'aradig!.

S. nurtures the fo!!o$ing core #a!ues2

Anity and e?uity<

Ase of local resources<

:elief and trust in co!!unity ,isdo!<

%eaching all the hardcore 'oor as identified by the co!!unities<

-''lying Co!!unity riven evelo'!ent C5 a''roach<

(ocus on ,o!en< children and youths<

Trans'arency and accountability at all levels of 'rogra! i!'le!entation@

Building self-reliant and sustainable institutions of the poor at community level.

The S. A''roach

S(Bs Co!!unity riven evelo'!ent C5 a''roach encourages the village

co!!unity to identify and 'lace their de!and for their village develo'!ent ,ith technical

facilitation and financial assistance fro! S( and e;ecute their o,n 'rogra!s. Since

23< the Hovern!ent of :angladesh Ho:5< ,ith su''ort fro! I- and through the

institutional channel of the S(< has been i!'le!enting the Social Invest!ent rogra!

roject SI5 through a C a''roach. It is e;'loring ne, ,ays of delivering critical

infrastructure services and social assistance to the rural 'oor< ,hile at the sa!e ti!e

addressing institutional organi>ation and ca'acity=building needs at village level.

S( is !andated to i!'rove the lives of the 'oor and hardcore 'oor< e!'o,ering ,o!en<

and fostering a botto! u' a''roach to econo!ic develo'!ent. S(Bs journey to,ards

,o!en e!'o,er!ent has been on trac8 since its co!!ence!ent by recogni>ing their

distinct needs through sustained interventions.

3hat S. oes

$!'o,ering rural 'oor< e!'hasi>ing ,o!en<

%educing vulnerability and ris8 !itigation fro! disaster<

Institution building and transfer of financial resources<

evelo'ing s8ill and generating e!'loy!ent o''ortunities for the

une!'loyed youth<

I!'roving livelihood of the hard core 'oor< 'oor< youth and !ost

vulnerable.

Page 2" of 41




4.2 "IS in S%

The co!bination of #u!an resources and infor!ation technology 8no,n as #%IS are

being i!'le!ented by !any fir!s as strategic ,ea'ons to,ards the u'rising business

co!'etitiveness. (ro! the above=!entioned discussion< it can be deduced that #%IS has

the 'otential to be an enter'rise ,ide decision su''ort syste! that hel's to achieve both

strategic and o'erational objectives. (ir!s are increasingly !oving beyond !anual hu!an

resource syste! today< by co!'uteri>ing individual hu!an resource tas8s< installing #%IS

and using the internet and intranet use of its hu!an resources and !aintain

co!'etitiveness in its !ar8et. #%IS can be seen as a s'ine of the co!'any and vital in

!eeting the needs of all sta8eholders in the co!'any. #%IS enables effectiveness<

efficiency and 'ro!otes co!'etitiveness a!ong the fir!s. Gee'ing the advantages of

using #%IS< S( has introduced #% and ayroll Syste! in their #% activities.

#% 9 ayroll Syste! is a total solution for the #% 9 ayroll Manage!ent of the

organi>ation. This soft,are is used to create designation ,ise and individual e!'loyee

,ise 'ay structure< generate salary of the e!'loyees and re'ort< 'rocess arrear< 'rocess

leaves and bonuses of the e!'loyees< and generate re'ort of the leaves and bonuses<

calculate inco!e ta; and create inco!e ta; re'ort< 'erfor!ance a''raisal records< and

8ee' details of the e!'loyees.

4.2.1 * uic emonstration of the %eatures

#% 9 ayroll Manage!ent Syste! ,ill cover configuration of the 'ay structure< basic

data entry using Master $ntry screens and 'rocess those data using rocess Screen. This

syste! is also able to generate 'revie, of financial re'orts and 'rint those.

The screens are organi>ed as the follo,ing !anner

S( Heneral Infor!ation

o Co!'any Infor!ation

o Cost Center Infor!ation

o

+ationo ivision

o istrict

o A'a>illa-rea

o Thana

o Office Infor!ation

o Co!'any ivision

o Co!'any e'art!ent

o Co!'any esignation

o Total no. of osts

o eave Ty'e

Page 2# of 41




S( ayroll Infor!ation

o esignation /ise ay Structure

o Ta; ara!eters

o :onus Ty'e

o #oliday Infor!ation

$!'loyee Infor!ation

o $!'loyee :asic Infor!ation

o eave Infor!ation

eave Infor!ation $ntry

O'ening Kear eave :alance rocess Current Codes5

Change eave ay

o erfor!ance -''raisal Manage!ent Syste!

o %e!uneration #istory

-djust!ent

o re=Salary rocess -djust!ent

o ost=Salary rocess -djust!ent

:onus -djust!ent

Monthly Salary -djust!ent :y $!'loyee5

-rrear -djust!ent

o eave :alance rocess -djust!ent

rocess

o Monthly Salary rocess

o :onus rocess

o -rrear rocess

ayroll Transaction

o Inco!e Ta; ocu!ent

o Inco!e Ta; Certificate re'aration

o %e!ar8s On Inco!e Ta;

#u!an %esource %e'ort

o eave Infor!ation

eave osition

$arn eave State!ent

Su!!ary State!ent of $arn eave

o ending $!'loyee ist for -rrear rocess

o $!'loyee :asic Infor!ation

o $!'loyee ist

o -ttendance %e'ort

o #% Statistics

o Status of erfor!ance -''raisal

Page 2$ of 41




ayroll %e'orts

o Salary State!ent

Monthly Salary sheet

ay Sli'

Kearly Salary State!ent

:an8 State!ent

:an8 -dvice

o :onus State!ent

:onus %egister

:onus ay sli'

:an8 State!ent

:an8 -dvice

o -rrear Infor!ation

-rrear %egisterSheet

:an8 State!ento Inco!e Ta;

Inco!e Ta; State!ent all

Inco!e Ta; Certificate

Co!'utation of Ta; iability

o Monthly eduction %e'ort

4.2.2 #ommon %eatures of the Soft(are

ayroll Manage!ent Syste! ,ill ,or8 ,ith Microsoft /indo,s or higher. This

!odule has been designed and develo'ed to ca'ture< 'rocess< and !anage 'ayrollinfor!ation. -ttention has been 'aid to !a8e it easy for the end=users of S(. Ase of the

Standard Multi'le ocu!ent Interface MI5 allo,s !any for!s to be o'ened and edited

si!ultaneously. Asual functionality add< !odify< delete< searchfilter< Clear< Close

facilities are available. To vie, the re'orts based on the infor!ation available< the

a''lication can generate re'orts according to the users selection by Aser Interface AI5‟

for!.

The Co!!on features of this soft,are are listed belo,

1. ogin $ntry screen.2. Configuration.

3. Master Screen.

4. rocess

". %e'ort generating AI for!.

-ll screens can be accessed fro! Menus

Page 3% of 41




Figure-#.1 : Main Menu of HR 5 Paroll Management $stem

4.2.3 !m$loyee Information

In $!'loyee Infor!ation< there are so!e categories of infor!ation are ca'tured< such as

$!'loyee :asic Infor!ation

Contact Infor!ation

%eference etails

Children Infor!ation

$ducational Infor!ation

Training etails and

$;'erience etails

The follo,ing figure ,ill sho, the $!'loyee Infor!ation etails

Figure-#.2: Emploee 4nformation 6etails

of 41




4.2.4 Leave Information

:y using this feature organi>ation can ca'ture their e!'loyeeBs all ty'e of leaves in the

syste! and finally get the eave edger %e'ort< $arn eave State!ent including -!ount

and $arn eave State!ent. (ollo,ing figures sho, the data entry for! and re'ort for!ats

Figure-#.! : Entr Form of 7eave 4nformation

Figure-#.# : Report of "asual 7eave 4nformation

of 41




4.2.) +erformance *$$raisal Management System 0+*MS

/ith this feature organi>ation can 8ee' record of their e!'loyeesB yearly 'erfor!ance

record ,hich hel's the !anagers or su'ervisors to ta8e the further decisions training need

assess!ent< job shifting< job enlarge!ent etc5. The follo,ing figure ,ill sho, the features

of -MS.

Figure-#.' : Performance 8ppraisal Management $stem

4.2. +ay Structure and Salary 5 6onus +rocess

:y this features< organi>ation can set the se'arate 'ay structures for individual e!'loyee

and different designation levels. -fter 'rocessing the !onthly salary they can easily get

the Salary State!ent< :an8 -dvice for salary transfer< ay Sli'< Monthly Ta; eduction

etails< Kearly Salary State!ent< and :onus State!ent 9 :an8 -dvice. There are fe,

sa!'le figures are given belo,

Figure-#. : 6esignation &ise Pa $tructure

of 41




Figure-#.+ : $alar $tatement

Figure-#.0 : 9an 8dvice for $alar ransfer

of 41




4.2.7 Income &a8 +arameter Set and Statement

/ith this feature organi>ation can set the different levels of ta; 'ara!eters as 'er the

Hovt. ta; regulation and get the facilities of auto deduction of ta; fro! the salary and a

Ta; State!ent< Ta; Certificate and Co!'utation of Ta; iability. (ollo,ing figures ,ill

sho, the Inco!e Ta; related infor!ation of individual e!'loyee.

Figure-#.* : a "alculation Parameter

Figure-#.1 : 4ncome a $tatement

Page 3 of 41




Figure-#.1 : 4ncome a "ertificate

4.2.9 " "e$orts

Organi>ation can get the infor!ation of e!'loyees on different as'ects li8e ivision 9

e'art!ent ,ise< esignation ,ise< /or8station ,ise< Nob Category ,ise< Hender ,ise

and Noining ate ,ise fro! the syste!. There are so!e sa!'le re'orts are given belo,

Figure-#.11 : 6ifferent HR Reports

Page 3! of 41




Figure-#.12 : ;o3 "ategor &ise Report

Figure-#.1! : 6epartment &ise Report

Page 3" of 41




4.2.: &ime and *ttendance System

Ti!e and -ttendance Syste! allo,s the organi>ation to collect and organi>e the e!'loyee

ti!e data si!'ly and accurately. :y this collected ti!e data syste! can generate the aily

-ttendance %e'ort< -ttendance Su!!ary etc. There are so!e sa!'le re'orts are given as

follo,s

Figure-#.1# : 6ail 8ttendance $ummar Report

Figure-#.1' : Mont%l 8ttendance Report

Page 3# of 41




Page 3$ of 41

.inings 4

Conc!usion

CHAPTER-5




).1 %indings

#%IS functions interactively ,ith hu!an resource !anage!ent syste!s such as hu!an

resource 'lanning< staffing< training< and career develo'!ent< 'erfor!ance !anage!ent

and co!'ensation !anage!ent. #%IS benefits can be categori>ed as follo,ing

• :enefits for !anage!ent

Increase of overall decision !a8ing efficiency.

Cost reducing and better control of budget.

- clear vision of business including business trans'arency.

Shar' insight into the 'rocess of hiring and firing e!'loyees< at the aggregate level.

• :enefits for hu!an resource de'art!ent

ossession of single data base of all e!'loyees in the co!'any ,ith all

necessary infor!ation and o''ortunities of different re'orts.

$li!ination of 'a'er for!s that are !uch slo,er and ,ith higher 'robability

of errors.

The ability to u'date data bases in real ti!e< on the basis of all changes<

,hich is of e;tre!e i!'ortance to regionally diversified co!'anies.

Mini!i>e errors that are caused by hu!an factor.

I!'roved !anage!ent syste! in accordance ,ith the legislation.

$li!ination or reduction of redundancy in the syste!.

Standardi>ation of business 'rocesses.

• :enefits for e!'loyees.

Saves ti!e Ti!e !anage!ent5

The 'ossibility of inde'endent access to data< ,hich often !eans ,or8ing in one

soft,are ,indo,.

24& data availability.

Increasing staff !orale.

-uto!atic trac8ing and re!inder to business obligations and events.

$ncouraging e!'loyees to !a8e decisions and initiatives on the basis of infor!ation

obtained in the #%IS syste!.

The ability to attend internal training courses via the ,eb and the develo'!ent of

'ersonal s8ills and 8no,ledge.

Page 4% of 41

Term Paper HRIS Enhance HRM 1

Documents

Transcript of Term Paper HRIS Enhance HRM 1