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Published by nick.vj6558

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Published by: nick.vj6558 on Sep 28, 2008
Copyright:Attribution Non-commercial


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Introduction: Data & Information needs for HR Manager; Sources of Data; Role of ITES in HRM; IT for HR Managers; Concept, Structure, &Mechanics of HRIS; Programming Dimensions & HR Manager with notechnology background; Survey of software packages for Human ResourceInformation System including ERP Software such as SAP, Oracles Financialsand Ramco’s Marshal [only data input, output & screens];
Learning Objectives:
After reading this chapter, you should be able to understand
The meaning and definition of HRIS
The importance of HRIS
Data and information needs for HR manager
Sources of data
Concept structure and mechanics of data
Survey of software packages for HRIS
Basic knowledge of ERP software such as SAP, Oracles Financials andRamco’s MArshal
Many well-known examples of the use of information technology forcompetitive advantage involve systems that link an organization to suppliers,distribution channels, or customers. In general, these systems use information orprocessing capabilities in one organization to improve the performance of another or to improve relationships among organizations. Declining costs of capturing and using information have joined with increasing competitivepressures to spur numerous innovations in use of information to create value.The ideas do not constitute a procedure leading inexorably to competitiveadvantage. However, they have been of value when combined with anappreciation of the competitive dynamics of specific industries and a grasp of the power of information.Results from "The Gap Between IT and Strategic HR in the UK",(June2006) a study by talent management solutions company Taleo, show asignificant disconnect between HR's strategic functions, including talentacquisition and workforce planning, and IT ability to support these businessinitiatives.The survey of 100 senior HR managers, all in organizations employingmore than a thousand people, found that only a quarter thought that strategicfunctions such as workforce planning, leadership development and performancemanagement were well supported by their IT systems. Only a third felt confidentin systems support for recruitment and employee progression. Other findingsincluded:
Current technology systems were out-of-date. Over half the respondents(55%) felt that more sophisticated technology systems and processeswere needed to support recruitment and development.
IT focused on lower-level, administrative functions. Respondents saidthat payroll and employee administration (68%) and evaluation andmanagement reporting (53%) were adequately supported by IT.However, more strategic HR initiatives such as performancemanagement (28%), leadership development and planning (25%) andstrategic workforce planning (25%) were not well supported.
Inadequate data and technology systems obstructed workforcemanagement. Just 29% of respondents felt that they had sufficientsystems in place to gain a clear picture of existing employee skills.
The HR function was striving to become more strategic. 63% of respondents cited talent management (including recruitment) as asignificant priority in the year ahead.Taleo Research Vice President, Alice Snell said:"The gap between the support of administrative functions and strategicHR responsibilities needs to be addressed in order for HR directors to deliverresults to the Board. When HR directors can assess the workforce changesneeded by the business, acquire and develop the talent needed to optimise theworkforce, and then measure the results, their true value can be realised.""Findings of this study clearly show that HR is evolving to play a morestrategic role in supporting fundamental business objectives, but the systemsbeing used by HR functions are not keeping up," added Neil Hudspith, SeniorVice President, International Operations, Taleo. "It's clear that talentmanagement and other strategic initiatives are being recognised as essentialfunctions by ambitious companies that want to retain and recruit the best people,but organisations need to arm their HR directors with the tools and technology

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