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“STUDY OF HRIS EFFECTIVENESS - CASE STUDY OF AN INDIAN

COMPANY”

Submitted under requirements of Semester IV

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SYMBIOSIS CENTRE FOR MANAGEMENT STUDIES,


NOIDA

Under the Guidance of

Name and Designation of Internal Guide

Date of Submission:
GUIDE CERTIFICATE

I, ____________________________, have been approached by Mr.


xxxxxxxxxxx, batch 2016-19, to be his / her guide for the Research
project that is to be submitted as part of his / her course requirements for
Semester V.

The topic that is proposed to be taken up for research by the student is:
“Study of HRIS Effectiveness - Case Study of an Indian Company”

I hereby accord my consent to act is the guide for the student for the
aforesaid project.

(Signature of Guide)

Date:
DECLARATION

This Research Project titled “Study of HRIS Effectiveness - Case Study


of an Indian Company” towards the completion of my course
requirements for Semester V is my original work and has been carried out
under the guidance of _________________.

The material borrowed from other sources and incorporated in the Report
has been duly acknowledged and / or referenced.

I understand that I will be held liable and accountable for plagiarism, if


any, is detected later on and that my marks are liable to be cancelled in
such event.

Signature of Student

Date

ACKNOWLEDGEMENT
In pursuing and completion of my MBA and other commitments, I under
took the task of completing my project on “Study of HRIS Effectiveness
- Case Study of an Indian Company”. To this and I would like to thank
and convey my gratitude to the Top Management of HRM who allowed
me to conduct my project and gave me their whole-hearted support.

I am fortunate in having sought and secured valuable guidance,


continuous encouragement and strong support at every stage of my guide
and supervisor ________________ and am deeply grateful to him.

Finally, I also acknowledge with deep gratitude, the immense support I


received from my family members who have always encouraged me and
have been a source of inspiration and help in continuing my effort.

Last but not the least my special thanks to go to all those who have given
all the secretarial support – despite all other commitments.

INDEX
Chapter 1 - Introduction

Chapter 2 - Basic Methodology

Chapter 3 – Research Methodology

Chapter 4 – Data Analysis and Interpretation

Chapter 5 – Results and Finding

Chapter 6 – Recommendation

Bibligraphy

Annexure

EXECUTIVE SUMMARY
The human resource information system (HRIS) is ―the composite of databases,
computer applications, and hardware and software necessary to collect/record, store,
manage, deliver, present, and manipulate data for human resources‖ (Broderick and
Boudreau, 1992). A survey organised in 1998 (Ball, 2001) showed that 60 percent of
Fortune 500 companies use the HRIS to support daily human resource management
(HRM) operations.

The last decade has seen a considerable increase in the number of organizations
gathering, storing and analysing human resources data using Human Resource
Information Systems (HRIS) (Ball, 2001; Barron et al., 2004; Hussein et al., 2007;
Ngai et al., 2006). Strategic value can be received using HRIS tools that assist
decision-making concerning vital HR functions (Farndale et al., 2010; Troshani et al.,
2011). HRIS gave the information required the strategic planners to forecast future
workforce demand and supply. Human Resource Planning is the process used to tie
human resource issues to the organization's business needs.

Human Resource Information Systems (HRIS) have become one of the most
important tools for most of the businesses. HRIS is developing to become its own
information technology (IT) field. With HRIS, the administrative efficiency maintains
quicker information processing, improved employee communications, and greater
information accuracy (Overman, 1992; Beadless, et al., 2005), lower HR costs and
overall HR productivity developments (Beadles et al., 2005;Dery et al., 2009; Wiblen
et al., 2010; Troshani et al., 2011).

As valuable as HR planning is, most companies ignore this opportunity. Human


resource planning links public management to the organization‘s mission, vision,
goals and objectives, as well as its strategic plan and budgetary resources. An
important component of an effective HR plan is the method of forecasting. HRIS offer
an alternative way of communication with employees and line managers by carrying
organization wide news stories and highlighting policy changes. As for employee and
manager, self-service one of the fastest developing trends in the delivery of HR
information is employee self – service.
HRIS applications help employees to use and maintain HR information about them.
Human resource information (HRIS) is a system which help an organization acquire,
store, manipulate, analyses, retrieve, and distribute information about an
organization‘s human resources (Tannenbaum,1990). Human Resource Information
Systems (HRIS) is a process that uses the information technology for the effective
management of human resource functions and applications. Actually HRIS is directed
towards the HR department itself (Ruel, Bonderouk & Looise, 2004), but the use of
HRIS can provide a number of benefits not only to the HR function, but also to line
managers, and the wider organization (Parry, 2009).

This current research study is an attempt to create a framework for the knowledge of
the effectiveness of the applications of HRIS .The Objective of study are to study the
Effectiveness of HRIS placement application in the organization, to explore the
contribution of Human Resource Information System in Human Resource Planning
and to know the use of Human Resource Information System in corporate
communication.

The Research problem understood were, HRIS does not play a vital role in Macleod‘s
Pharmaceutical HR planning department to manage their employees fairly, equally
and transparently. How does HRIS contribute to HR planning? Do the present HRIS
functionalities adequately support organizational HR planning efficiency and
effectiveness? This dissection is to investigate the role of HRIS to human resources
planning through forecasting supply of human resource , training and development
subsystems to expose the strength of HRIS as a management information system and
as a decision support system as against only a transaction processing system.

The current study research question were - How effective and efficiently does the
HRIS placement application in the organizational planning? How effective and
efficiently does the Human Resource Planning HRIS recruiting application in the
organizational planning.
This study would help future HRIS users to make optimum use of HRIS
functionalities in HR planning rather than employing it only for administrative works.
The Study framework consists of 3 sub systems of HRD: HRIS recruitment, HRIS
Human Resource Planning & HRIS Corporate Communication. HRIS placing
subsystem represents the functionalities of HRIS job analysis and inventory control.
HRIS labor Forecasting and Succession planning contributed by HRP system. HR –
Employee relationship and Employee – Management relation represent Corporate
Communication Application.

A case study of Macleods Pharmaceuticals Ltd. has been used for this study purpose.
The data of 100 respondents was collected. Research strategies developed were
planned and answer the research questions. Sampling method used is quota sampling,
which was divided among 3 subset viz HRD, IT specialist coordinating HRIS and
Employees using HRIS. Data collected through the questionnaire was provided
standard data allowing easy comparison. The facts generated from the HR and the
employees by field visits to Macleod‘s pharmaceutical Ltd. HRIS through
questionnaire, which was organized base on many variables.

Questionnaire, designed by the likert scale method was e-mailed to the senior HR
executives and the employees of the organization who deals daily with HRIS to get
their views. The questionnaire was based on three important sections; namely HRIS
role in Human Resource Planning Forecasting demand and supply, HRIS role in
Recruitment - Job Analysis and Communication - HR distance and isolation from the
employees. HRIS vendor‘s web sites was used to find out the correct HRIS users,
HRIS features, and cost. Journal articles and references were used to find out
information on previous research work relevant to Information system, HRM, HR
planning and HRIS Survey reports by Chartered Institute of Personnel and
Development were also used for reference. HRIS role noticed from three sub systems:
HRIS recruiting subsystem, HRIS Human Resource Planning subsystem, and HRIS
Communication. From the following three sub systems, mediate variables identified
considering available HRIS features. Data requirements of the table were made,
variable analysis code were formed which comprise of the Principle code JA – job
analysis, LD- Labor Demand, SP-Succession planning.

HRIS job analysis process efficiency and effectiveness measured utilizing three
factors JA1, JA2 AND JA3. HRIS E- recruitment efficiency and effectiveness
measured using these three factors ER1, ER2, ER3.

HRIS labour requirement and supply analysis process effectiveness was measured
using six factors namely LS1, LS2, LS3, LD1, LD2, LD3, SP1, SP2. HRIS
communication analysis effectiveness calculated using three CO1, CO2, and CO3
factors.

Data analysis was done by using Minitab 17, a statistical tool. A single sample t-test
was conducted by using a hypothesized mean value of the variables. JA1 represent -
HRIS identifies unfilled positions precisely. The most favorable answer was agreed by
the 45% of the total respondent for JA1. JA2 represent - HRIS analyses each job
description and by its job specification. The most favorable answer was neither agrees
nor disagreed with 35% of the total participants for JA2. JA3 represent - HRIS
evaluates the recruiting procedure effectively. The most favorable answer was firmly
agreed with 48% of the total respondent for JA3. ER1 represent- HRIS leverages
employee‘s skills in the right place at right time. The most favorable answer was
firmly agreed with 46% of the total respondent for ER1. ER2 represent HRIS help to
reduce total costs. The most favorable answer was strongly accepted with 46% of the
total respondent for ER2. ER3 represent - HRIS eliminates unsuitable participants
early and focus on promising candidates. The most favorable answer was strongly
accepted with 40% of the total respondent for ER3.

The most favorable answer was strongly accepted with 59% of the total respondent for
LS1 which represent HRIS forecasts supply of human resource. LS2 represent HRIS
evaluates future human resources requirement of the organization. The most favorable
answer was firmly agreed with 32% of the total respondent for LS2. The most
favorable answer for LS3 that represent HRIS ensures organization has correct and
numbers of employees at right place at right time (EMPLOYEE PLACEMENT) was
strongly agreed with 27% of the total respondent. The most favorable answer was
strongly accepted with 48% of the total respondent for LD1 HRIS manages internal
information within the organization. LD2 shows HRIS manages external information
outside the organization. The most favorable answer was strongly accepted with 32%
of the total respondent for LD2. The most favorable answer was strongly agreed with
49% of the total respondent. SP1 represent HRIS identifies a logical progression way
and the steps required for advancements. The most favorable answer was strongly
agreed with 53% of the total respondent for SP1. SP2 represent – Future supply and
demand of labor will be forecast using What-If analysis function of HRIS. The
most favorable answer was agreed by 51% of the total respondent for SP2. CO2
represent - HRIS created platform for Open Communication. The most favorable
answer was accepted by 51% of the total respondent for CO2.

This reduced data was then analyzed by applying t- test. Above graphical analysis aim
was to relate the sample mean with the hypothesized mean for probability estimation,
that the sample mean is different by chance or random event. Summary tables show
that the means and grand means of five factors those were helpful to explain the
direction and extent of difference of perceptions of managers/employees in the
organization.

Research findings clearly show that the HR executives are well aware that they can
increase the efficiency of HR planning through HRIS, saving time and cost. However,
the findings do not support the premise that HRIS increases the efficiency of HR
planning other than in functional work such as job analysis.

Organizations should identify the strategic value and competitive advantage that they
can gain with HRIS in HR planning. Strategic planning linked by the HRIS can make
the organization efficient for merger, acquisition and takeover.

The foremost research limitation was on the subject of the industry perspective. The
research study is restricted to those respondents who wish to respond to the
questionnaire; therefore future research might focus on a generously proportioned
sample of respondents, in order to validate the results of study.
CHAPTER 1
INTRODUCTION

The last decade has seen a significant increase in the number of organizations
gathering, storing and analyzing human resources data using Human Resource
Information Systems (HRIS) (Ball, 2001; Barron et al., 2004; Hussein et al., 2007;
Ngai et al., 2006). Strategic value can be derived using HRIS tools which assist
decision-making concerning vital HR functions (Farendale et al., 2010; Troshani et
al., 2011). HRIS gave the information required the strategic planners to forecast future
workforce demand and supply. Considering it as a tool that helps employers in
retaining the correct employees. Paying, them competitive salaries compared with the
market, and training them to develop their skills and abilities to carry out their present
and future jobs do it

To ensure that management practices support the business needs, organizations must
continually keep a watch on changing environmental conditions and devise HRM
strategies for dealing with them. Human Resource Planning is a procedure used to tie
human resource issues to the organization's business needs.

Human Resource Information Systems (HRIS) have become the most important tool
for many businesses. Even the small, 20-person office requires to realize the benefits
of using HRIS to be more efficient. Many firms don’t realize how much time and
money they are wasting on manual human resource management (HRM) tasks until
they sit down and inventory their time. HRIS is developing to become its own
information technology (IT) field.

It allows companies to cut costs and offer more information for employees in a faster
and more efficient way. Especially in difficult economic times, it is crucial for
companies to become more efficient in every sector of their business; human
resources (HR) are no exception.

The purposes of HR planning is to enable organizations to anticipate their future HRM


needs and to identify practices that will help them to meet those needs. It takes short
and long term (three or more years to do HR planning. Its aim is to ensure that people
will be available with appropriate characteristics and skills when and where the
organization needs them. The use of HR planning enables companies to gain control
of their future by organizing for likely events. That is, they can anticipate change and
take appropriate courses of action. When companies know how to capitalize on future
events, their own future improves.

As valuable as HR planning is, many organizations ignore this opportunity. Some


look at it as too difficult and frustrating, while others simply do not see the need for it.
However, when failing to properly planning for their human resources, employers
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 need for personnel. At best, such a company recruit
personnel at the last moment and may fail to find the best candidates. At worst, the
company might become seriously understaffed.

HRP is to get the right number of men with the right skills, experience, and
competencies in the right jobs at the right time and at the right cost. This enables that
the business production requirements are in efficient and effective manner. Having too
many employees is troublesome due to the risk of high labour expenses, downsizing,
or layoffs. Having too few employees is also troublesome due to high overtime costs,
the risk of unmet production requirements, and the challenge of finding the instant
human resources needed to get the job done. Human resource planning joins people
management to the organization‘s mission, vision, goals and objectives, as well as its
strategic plan and budgetary resources. A crucial component of an effective HR plan
is the method of forecasting. Forecasting points to the interaction between the
decision maker‘s perceptual and cognitive processes and the objective characteristics
of their environment.

HRIS offer an alternative channel of communication with employees and line


managers by carrying organization wide news stories and highlighting policy changes.
As for employee and manager, self-service is one of the fastest growing trends in the
delivery of HR information is employee self – service.
HRIS applications help employees to access and retain HR information about them. In
the organization such as ICL, Nationwide, employees are able to select their own
benefits package. Similarly, manager‘s self-service provides a variety of HR tools and
knowledge for manager thereby improving managerial effectiveness. Increasingly,
employee can carry out few basic HR transaction using interactive self-service
application. Accuracy of the records can improve when staff handles the primary
responsibility for maintaining their own personal details.
CHAPTER 2
BASIC METHODOLOGY
HRIS Definition
HRIS, the abbreviation for Human Resources Information System, is a system that
allows you keep track of all your employees and information about them. It is usually
done in the database or, more often, in a series of inter-related databases.

Human resource information (HRIS) is a system that help a company acquire, store,
manipulate, analyses, retrieve, and distribute information about an organization‘s
human resources (Tannenbaum, 1990)

Human Resource Information Systems (HRIS) is a way that utilizes the information
technology for the effective management of human resource functions and
applications.

It is a computerized system typically carrying a data base or inter related data base
that track employees and their employment specific information (Gill and Johnson,
2010).

It can be briefly identified as integrated systems used to gather, store and analyze
information regarding an organizations human resources (Hendrickson 2003). An
HRIS can perform a number of functions from a simple storage and communication
of information, to more complex transactions. As technology advances, the number of
functions that an HRIS can undertake increases. Actually HRIS is targeted towards the
HR department itself (Ruel, Bondarouk & Looise, 2004), but the use of HRIS can
provide a number of benefits not only to the HR function, but also in line managers,
and the wider organization (Parry, 2009).

Historical evolution of HR and HRIS


History of HRIS – Early (Pre-WWII)
Early HR (then called personnel) practices were limited to employee data keeping and
were provided as a service to the organization. There was nothing such as HRIS as we
know it today. Personnel record keeping was done manually, often using a system as
simple as an index card file. The personnel department was typically limited, with
little authority and limited interaction with the organization‘s business mission
(Hendrickson, 2003).

History of HRIS – Between 1945 and 1960


After WWII, organizations became much aware of human resource issues,
recognizing the importance of employee morale to the success of organizations.
Formal selections and development processes were developed but there was little real
change from the original responsibility of the personnel department—that of record
keeping. Record keeping was still done manually, and pre-1960, HR information
systems hardly gave a hint of what they would become with the advent of workplace
technology (Hendrickson, 2003).

History of HRIS – Early (1960 to 1980)


In the late 1960s and 1970s, the term ―human resource management‖ was replaced
by―personnel,‖ and by 1974, the new term, human resource management, appeared
in media headlines and was eventually shortened to just HR. Between 1960 and 1980,
organizations strongly integrated HR into their core business missions. At the same
time, employer regulatory reporting requirements increased drastically. Large
organizations used mainframe computers to maintain organization databases, and
technology-based human resource information systems (HRIS) provided an efficient
solution for the increased record keeping and reporting required by government
regulation. The HR department became one of the most important users of the
organization‘s computer systems, though the primary task was still record keeping
(Hendrickson, 2003).

ROLE OF HRM
th st
Early 20 century 21 century
Caretaker Strategic planner

Employee Focus Cost Effectiveness


Record Employee Development
Figure3: HISTORICAL EVOLUTION HRM
Components of an HRIS
Kovach et al., (1999) presented the three major functional components in any
HRIS by giving the model given below:

Input Data Maintenance Output

Figure 4: Functional components in any HRIS

The Input function puts personnel information into the HRIS. Data entry in the past
has been one way, but today, scanning technology permits scanning and storage of
actual image off an original document, including signatures and handwritten notes.
The maintenance function updates and enters new data to the database after data have
been entered into the information system. Moreover, the most noticeable function of
an HRIS is the output generated. According to Kovach et al., (1999), to provide
valuable output for computer users, the HRIS have to process that output, make the
necessary calculations, and then format the presentation in a way that could be
understood. However, the note of precaution is that, while it is easy to think of HR
information systems in terms of the hardware and software packages used to
implement them and to measure them by a number of workstations, applications or
users who log onto the system, the most important elements of HRIS are not the
computers, rather, the information. The bottom line of any comprehensive HRIS have
to be the information validity, reliability and utility first and the automation of the
process be second.
Types of HRIS

OPERATIONAL HRIS

TACTICAL HRIS

STRATEGIC HRIS

Fig 5: Type of HRIS

Operational HRIS
Operational HRIS Provides the data to support routine and repetitive human resource
decision. Information is detailed, structured, accurate and internal.

Examples of Operational HRIS:


 Performance Management Information Systems
 Applicant Selection and Placement Information Systems
 Employee information system

Tactical HRIS
Supports management decisions emphasizing allocation of the human resources.
Within the human resource management area, these decisions include recruitment
decisions; job analysis & design decisions, training and development decisions, and
employee compensation plan decisions.
Examples of Tactical HRIS:

 Job Analysis & Design Information Systems


 Recruiting information system
 Employee training system
 Compensation and benefits information system

Strategic HRIS
Strategic HRIS Help top level managers to set goals and directions for organization.
Gather and manage information from within and outside organization.

Examples of Strategic HRIS:


Information system supporting Workspace planning Specialized
Human Resource Information Systems Software

APPLICATION OF HRIS
Payroll – This is the most common feature of any HRIS, and included in all of them.
A variety of payroll systems exist in a HRIS including some that are fully automated
and synced with external time clocks and others that allow each employee to enter
their time into the system for managerial approval. When looking for a HRIS be sure
that the payroll feature it includes is fully functional and includes the ability to review
payroll information quickly as well as any other additional features of your specific
HRIS needs may call for.

Benefits Administration – Some figures prove that an HR employee could spend as


much as forty percent of their time managing employee benefits. A great HRIS can
eliminate most of this time completely. Many HRIS programs will also allow each
employee to manage their own benefits, adding a spouse to their insurance or
checking the total of their FSA when they want without having to bother HR at all. If
you give employee benefits you shouldn't invest in an HRIS that doesn't provide you
with benefits administration options, and taking it a step further and investing in an
HRIS that allows employee self-service will help any company even more.
Training Systems – With the extra time an HRIS will give your HR department,
they'll likely be able to devote more time and energy into developing training
strategies to improve your workforce. An HRIS with a training system will allow your
HR department to track and manage all aspects of employee training and is a great
feature to have in any HRIS.

Recruiting – Your HRIS will even allow your HR department more time to focus on
their recruitment efforts. New hires are valuable, but the recruitment process can be
little complex. A good HRIS will provide many other different features designed to
help your HR department manage each step of the recruitment phase with ease. It's a
good component to any HRIS, and one that can really improve your overall ROI on
employees.

HR Metrics – The best HRIS will give you the chance to review a lot of data about
your company and your employees. This feature gives you the ability to look where
your company thrives and where it struggles and lets you develop new strategies for
improving your company.
Recruiting
Benefits Open Enrollment
Attendance
Training
Time Collection
Succession Management
Position Control
Payroll
•Outsourced Tax Filling
• Outsourced Check Printing

Multi Language
Multi Currency
Employee Self Service
Email Alerts
Employee Self Service
•Employee Vacation Leave Request with Manager Approval
•Pay History, Print Advices, etc
•Work Flow Management
• Multi – Level User Defined Approval Levels
• Manager Self Service
• Have Managers approve Employee Time Sheets
•Life Events

Performance Management and Compensation


•Online Review Form for Management and Work Flow and Manager Approval levels
• 360 Reviews
• Competency Based Employment Development Plans

Training Management
•Ability to Post Requisitions on Major Job Boards
•Screening Questions
• Testing and Results
• Applicant Self Service

Time Entry & Leave Accrual


•Ability to log time online
•Need for a rules based physical time keeping system
•Time Entry and Leave Accrual Sub Questions

Fig 6: Application of HRIS; Source: Author


MODEL OF ORGANIZATIONAL FUNCTIONING

National culture environment

Government
regulations Labour market Societal concerns

HR Programs
Planning

Corporate culture
Recruiting and selecting
Training
Performance management
Strategic Business Compensation HR programs
management plan and Quality of life and safety evaluation
system goals employee and labour HR metrics
HR scorecard
Value-added
ROI

Strategic human HR goals Human Resource Legal


resources Information System compliance
Retention
management
Climate/moral
Productivity
Accident rate HR
IT knowledge knowledge

Feedback Feedback

Technology HRM research Competition

Figure 7: Model of an Organizational System Centred on HRIS

Source: Evolution of Human Resource Management and Human Resource


Information Systems - The Role of Information Technology

The use of computer technology to improve the management of employees is


centered on the creation and maintenance of an HRIS. Figure 6 shows a model of an
organizational system centered on an HRIS. This model shows the interrelatedness of
the parts of an organization that can affect the functioning of the organization. It
indicates the interrelatedness between the strategic management system, the strategic
HRM system, and the performance, business, and HR goals that are generated during
the strategic planning process. Note particularly how the business goals directly
affect the HR goals; this relationship should be an ongoing process in an
organization, with adjustments made to either set of goals as needed. The HR goals
provides the HR programs that provide management the tools for the efficient and
effective use of employees.

There are several aspects of this model that are critical Firstly , this is a systems
model; that is, it is organic and can change over time, as represented by the response
loops from goal achievement to other parts of the model. Secondly, the model
concentrates on the use of an HRIS as critical to the efficient operation of an
organization. Removing HRIS from the model, it would still be a model of
organizational functioning. However, it is our contention that an organization
operating in accordance with this model would run more slowly and less efficiently,
and this could hurt its competitiveness in the market place. Third, the HRIS and the
HR program evaluation results, in terms of HR metrics and cost-benefit results (value
added and return on investment—ROI), are in continual interaction. This emphasis is
consistent with current thinking in the HRM field and has generated the HR
workforce scorecard (Becker et al., 2001; Huselid et al.,2005). Finally, it is important
to notice that the successful design, development, and implementation of an HRIS
depend equally on IT and on HR knowledge.

Other aspects of this model are important. Initially, all the factors in the external
environment will influence the internal functioning of the organization. The most
important of these issues is national culture. National culture will affect all the
factors in the external environment: government regulations, the labour market,
societal concerns, technology, HRM research, and competition. These factors, in
return, will have an impact on the organization. Second, the two-way arrow between
the strategic management system and strategic HRM indicates our understanding that
this interaction will improve the functioning of the organization. Finally, note that
corporate culture influences the complete internal operation of the organization.
a) Resource Flow of HRIS Model

Figure 8: Resource Flow of HRIS Model; Source: Raymond

The figure shows the resource flow of HRIS model by Raymond (1995). As you can
notice through the HRIS model, it has three set of components, which are Input
subsystem, HRIS database, and Output subsystem. In Input sub-system, there are
three main subsystems, which are data processing, human resource research, and
human resource intelligence. Some input data may include software that can
transform the data into the format that needed and required. The second is HRIS
database, all the data and information can be store in computer storage. The software
such as Database management system (DBMS) can help to perform the maintenance
processes.

COUNTRY MAKE THE BEST USED OF THE AREAS IN THE HRIS


In which of the following areas is the HR Information System used

UK SWEDEN GERMANY GREECE SLOVAKIA

Individual 98 46 33 97 95
personnel
records
Payroll 74 96 93 95 94

Benefits 66 72 80 80 48

Time 48 20 90 86 82
registration
and
attendance
Recruitment 66 19 39 60 35
and selection
Training and 68 38 55 69 44
development
Performance 36 12 29 53 28
M
anagement

Career 15 12 24 30 17
planning /
Succession
Planning
Work 11 54 28 64 40
scheduling
Health and 21 18 24 29 29
Safety

Table: 11: Areas is the HR Information System used in various countries.


The table 11 show which country make the best used of the areas in the HRIS.
From the table it can be interpreted that GREECE have the best average for
the use of HRIS in all the areas mention above.
Human Resource Planning

Bulla and Scott, defined human resource planning as ‗the process for ensuring that
the human resource requirements of an organization are identified and plans are
made for satisfying those requirements‘

According to Wikstrom, Human Resource Planning comprises of a series of


activities, viz.

(a) Forecasting future manpower requirements, either in terms of mathematical


projections of trends in the economic environment and developments in industry, or
in terms of judgmental estimates based upon the specific future plans of a company

(b) Making an inventory of present manpower resources and assessing the extent to
which these resources are applied optimally

(c) Anticipating manpower issues by projecting present resources into the future and
comparing them with the forecast of requirements to determine their adequacy, both
quantitatively and qualitatively;

(d) Planning the necessary programmes of requirements, selection, training,


development, utilization, transfer, promotion, motivation and compensation to ensure
that future manpower requirements are properly met.

Human Resource Forecasting


HR Forecasting promises to determine the supply and demand for various types of
human resources, and to predict areas within the organization where there will be
labor shortages or surpluses

There are three major steps to forecasting:


1. Forecasting the demand for labor
2. Determining labor supply
3. Determining labor surpluses and shortages
FORECASTING HR REQUIREMENTS (DEMAND ANALYSIS)
Trend Analysis
• Constructing and applying statistical models that estimate labor demand for
the next year, given relatively objective statistics from the previous year.

Leading Indicators
• Objective measures that accurately predict future labor requirement.

FORECASTING HR AVAILABILITY (SUPPLY ANALYSIS)


Succession or Replacement Charts
• Who has been groomed, developed and is ready for promotion right NOW?

Human Resource Information Systems (HRIS)


• An employee database that can be searched whenever vacancies occur.

Transition Matrices (Markov Analysis)


• A chart that lists job categories held in single period and shows the proportion
of employees in each of those job categories in a future period.
• It answers two questions:
• ―Where does people in each job category go?
• ―Where did people now in every job category come from?
• Personnel / Yield Ratios
• How much work will it require to recruit one new accountant?

Demand Forecasting
Demand forecasting involves realizing the number and types of employee the
organization will need at some future point in time. There are two general methods to
demand forecasting: statistical and judgmental. Using a statistical method, an
organization predicts its needed workforce size on the basis of certain business
factors. A business factor is an attribute to the business, such as sales volume or
market share, which closely relates to the size of the needed workforce. For example,
a hospital could use the business method of projected patient load to predict the
number of nurses it would need at some point in time.
A statistical method to demand forecasting typically is used when an organization
operates in a stable environment, where an appropriate business factor can be
predicted with some degree of certainty. For example, a statistical method may be
appropriate for a hospital located in an area with little population growth.
Organizations operating in unstable environments (e.g., a hospital in an area
experiencing explosive growth and change) are more likely to rely on a judgmental
approach.

STATISTICAL APPROACHES
The most commonly used statistical factors of demand forecasting are trend, ratio,
and regression analysis. In trend analysis, the future requirement for human resources
is projected on the basis of past business trends regarding a business factor. Ratio
analysis is the method of determining future HR demand by computing an exact ratio
between the specific business factor and the number of employees needed. It thus
gives a more precise estimate than trend analysis. For instance, the requirement for
professors at a university could be forecast on the basis of the student-faculty ratio.
Suppose that any university has 10,000 students and 500 professors; the student-
faculty ratio is thus 10,000:500 or 20:1. This ratio shows that for every 20 students,
the university needs 1 professor. If a university anticipates a student enrollment
increase of 1,000 for next year, it would need to hire 50 (1000/20) new professors.
This is in addition to do any hiring needed to fill vacancies from existing faculty who
might leave in the meantime.

Regression analysis is quite similar to both trend and ratio analyses in that forecasts
are based on the relationship between a business factor and workforce size. However,
this method is more statistically sophisticated. Using statistical software, the analyst
initially creates a scatter diagram depicting the relationship between the business
factor and workforce size.

The software can then calculate a regression line, which cuts right through the center
of the point on the scattered plot. (The regression line is mathematically determined
by using a formula found in most statistical texts.)
By investigating esteems along the relapse line, one can perceive what number of
representatives are required at each estimation of the business factor. Both proportion
investigation and relapse examination are parts of human resource management
systems (HRMS) bundles, and in this way furnish the business with the abilities to
ascertain progressively precise and opportune gauges.

Quantifiable systems for enthusiasm evaluating expect that the association between
workforce gauge and the business factor remains predictable after some time. If this
relationship were to change shockingly, the guess would end up off course. For
example, the figure of required teachers reliant on the understudy staff extent would
be wrong if the school picked to change its educating approach and establishment
expel learning classes. Along these lines to manage teaching incorporates the use of
video equip, which can bar the teacher's delivers to different zones, as such
empowering significantly more understudies to choose in the class. In this way, the
20:1 extent could never again apply; the school would now have the ability to work
with less instructors (or if nothing else more understudies per educator).

JUDGMENTAL APPROACHES
Judgmental approaches to request estimating include the utilization of human
judgment, as opposed to a control of numbers. Two of the most ordinarily utilized
judgmental systems are assemble conceptualizing and deals drive gauges. The
gathering conceptualizing strategy of interest estimating utilizes a board of specialists
(i.e., individuals inside the association who on the whole comprehend the market, the
industry, and the innovative improvements bearing on HRM needs). These specialists
are approached to produce a conjecture through the way toward conceptualizing.

An assortment of conceptualizing procedures exist. Most include an up close and


personal exchange among gathering individuals, who are approached to achieve an
agreement. When utilizing a gathering conceptualizing system to figure HR request,
members must make certain presumptions with respect to what's to come. That is,
they should look at the association's key gets ready for growing new items or
administrations, extending to new markets, etc, and after that attempt to anticipate
such things as:
 Future marketplace demands for organization's products and services
 The percentage of the market that organization will serve
 The availability and nature of new technologies that can affect the amounts
and types of products or services that can be offered

The precision of the gauges relies upon the accuracy of these presumptions.
Obviously, what's to come is hard to foresee in light of the fact that it is liable to
numerous vulnerabilities. In this manner, the association should constantly screen its
interest gauges in light of any surprising changes. HRMS bundles encourage the
computation and observing of interest conjectures.

The utilization of offers drive gauges speaks to another judgmental methodology for
estimating HR request. This methodology is most suitably utilized when the
requirement for extra representatives emerges from the presentation of new items. At
the point when another item is propelled, deals work force are approached to appraise
the Sdemand for the item (i.e., anticipated deals volume) in light of their insight into
client needs and interests. The association at that point utilizes this data to evaluate
what number of representatives will be expected to satisfy this need. One
disadvantage of this methodology is the likelihood of predisposition. A few deals
work force may deliberately think little of item requests so they will look great when
their own deals surpass the estimates. Others may overestimate request since they are
excessively idealistic about their business potential.

SUPPLY FORECASTING
When an interest figure has been made, an association has a generally smart thought
of the number and nature of positions it should complete its work at a specific point
in time. It at that point gauges which of these positions will be filled around then by
people already's identity utilized by the organization. The procedure used to make
this estimation is called supply anticipating.

Supply determining is a two-advance process. HRMS bundles furnish the business


with the way to computerize a lot of these two stages. In the initial step, the
association bunches its situations by title, capacity, and duty level. These groupings
ought to reflect dimensions of positions crosswise over which representatives might
be required to progress. For example, the HRM gathering may incorporate the
activity titles of HR associate, HR supervisor, and HR chief. The secretarial
gathering may incorporate secretarial representative, chief secretary, senior secretary,
and clerical specialist.

The second step of supply determining is to evaluate, inside each occupation


gathering, what number of current representatives will stay in their situations amid
the arranging time frame, what number of will move to another position (e.g.,
through exchange, advancement, or downgrade), and what number of will leave the
association. These expectations are somewhat founded on past portability patterns
(e.g., turnover and advancement rates). The association likewise ought to think about
any plans for mergers, acquisitions, unit or division divestitures, cutbacks,
conservations and scaling back, and even antagonistic takeovers. When making its
supply conjecture, the association additionally should take a gander at explicit
people. Some may have officially declared, for example, that they are resigning
toward the year's end, coming back to class in the fall, or getting hitched and
anticipating moving to an alternate piece of the nation.

Electronic factual bundles are accessible to help gauge the stream of representatives
through an association. The appraisals created by these bundles can be genuinely
precise in stable situations. At the point when the earth is shaky, obviously, these
appraisals are suspect. For example, an association may put together its assessments
with respect to past turnover rates, which have been around 10 percent amid every
one of the previous five years. On the off chance that the turnover rate were to
change definitely as a result of elements, for example, work disappointment or down-
estimating, the association would seriously think little of its future staffing needs.

ESTIMATING FUTURE HUMAN RESOURCE NEEDS


Consolidating the aftereffects of the free market activity figures inside each
occupation amass determines explicit staffing needs. For instance, consider a firm
that presently utilizes twenty-five secretaries. As the consequence of its supply
gauge, the firm predicts that five of these secretarial positions will end up empty
before the finish of the arranging time frame as a result of retirements,
advancements, etc. Its interest figure predicts that three new secretarial positions will
be required amid the coming time frame as a result of an expanded interest for the
organization's item. By joining these two gauges, the firm presently understands that
it must contract eight new secretaries (five to supplant those normal to abandon their
situations, in addition to three to fill the recently made positions).

INFORMATION REQUIRED TO SUCCESSFULLY FORECAST


HUMAN RESOURCES DEMAND AND SUPPLY
There are three important elements to consider in order to successfully forecasting
labor demand and supply

Identifying Determining the Defining the


stakeholders appropriate internal and
who will be planning external labour
involved horizon force.

Fig 10: Elements of Forecasting


Source: Author

Identifying stakeholders who will be involved


1. The Human Resources Planning Team
The HRP team ought to incorporate every single important partner over numerous
useful territories and authoritative dimensions. Expressly building up a group for the

HRP process guarantees achievement of the procedures inside the arrangement and
holds the individuals who are not meeting the objectives responsible. Group will
lessen the inclination for gathering individuals to abstain from presenting clever
thoughts that are outside of the gathering's typical method of reasoning for dread that
they will disturb the gathering agreement process.
2. Determining the Appropriate Planning Horizon
The fitting arranging skyline is a judgment about how far into the future expectations
can be made, thinking about worthy dimensions of operational, authoritative, and
ecological vulnerabilities. The normal arranging skyline is two-layered. The main
skyline, for the most part a year in term, distinguishes progressively prompt
workforce worries that can be tended to rapidly, for example, realized representative
ways out, substitutions, advancements, and so forth. The second skyline is typically
more, roughly 3 to 6 years, taking into consideration enough lead time to effectively
enlist, select, train, and exchange staff as required.
3. Evaluating the Current Human Resources Situation
Defining the Internal Labor Force
When determining which persons should be considered employees, a good measure
is those who perform the work or provide services within the company under the
control or supervision of the organization‘s management team.
4. HR Inventory
Identifying current workforce dynamics is a critical step in the development of an HR
plan. A skills inventory is a computerized or manual system designed to take stock of
information about current employees, experience, education, compensation history,
and/or unique abilities. As an alternative or complement to the skills inventory, a
human resource audit is a systematic examination and analysis of an organizational
workforce in an effort to create an understanding of the current staffing situation.

Defining the External Labor Force


The external work force refers to potential sources of human resources outside of an
organization that can affect the future supply of employees. Evaluation of the
external work force relies on labor market estimates based on regional and global
economic, environmental, and demographic changes.
Human Resource Actions
After estimating the demand and supply of human resources, managers must take
steps to balance the two. The matching of projected human resource needs with
projected availability of human resources provides the basis for undertaking various
actions to ensure that supply will equal demand at the time specified. Table 1 shows
the HR actions based on demand and supply forecasting. The data that has been
collected for the availability and requirement of the personnel can be categorized into
four situations. Each of these situations requires a different action to be taken for
estimating the demand and supply of human resources.

Situation Demand Supply of HR Actions


for Manpower
Manpower
1 Low Low Need to pay attention to
organizational Planning
Training and development
of manpower if industry
growth and change in
demand is expected in future

2 Low High Prepare plans for growth and


expansion
Outplacement of employees
Layoff excess manpower
Demote certain personnel
Early retirement of
Employees

3 High Low Internal Promotions


Training and Development
of manpower

4 High High Offer competitive pay


package

Table 12: HR Action based on Demand and Supply Forecasting

HR Function as a Strategic Contributer


The use of technology in HR, have facilitated a change in emphasis to that of HR
playing a more strategic role within the organisation.

Figure 11 illustrates the hierarchical roles that the HR function may play within an
organisation. Many people in HR have traditionally been involved with
administrative activity, shown at the bottom of the HR value pyramid. The use of
technology may allow HR practitioners to move up through this hierarchy and
undertake more strategic work as business partners, firstly by freeing up time for
strategic-level work and also by providing the managers with quantifiable data to
drive this strategy .With the growth of information technology, much administration
can potentially be accomplished using self-service or automated systems. The HR
function can, and increasingly is, making strategic contributions to the performance
of an organisation. The take-up of self-service is currently relatively low, but many
organisations are planning to introduce it in the future (CIPD 2005).

SUCCESSION PLANNING IN HRIS


What is Succession Planning?
Making sure that the right people are in the right place at the right time in order to be
as prepared as possible for unexpected events

Why is it important?
On average, companies will lose a third of their top management in the next 5 years.
Organisations are now flatter and leaner, with fewer layers of middle managers
available to fill key roles. To compound the problem, failure rates among executives
hired from outside can be as high as 50%. Most organizations focus almost entirely
on hiring and training whilst neglecting succession planning with more than two
thirds of entire businesses having no formal succession plan. Many senior
management teams fail to develop in their successors the high-level skills and
competencies they will require for advancement. ―Continuity of leadership is very
essential to drive organizations forward.

How can we be effective?


There is no simple template for putting any succession planning process in place.
Every organization is different, and each must develop a succession plan that fits its
specific needs with management guiding the process. Many large organizations
require succession planning applications or human resources information systems
(HRIS) that provides visibility across the company. This is particularly critical when
talent can reside in many different locations.
Succession planning is a crucial task that requires constant attention and ongoing
resources. Successful organizations devote considerable time and resources to
mapping out skills and competencies so that they can hire and train appropriately and
achieve a distinct competitive edge .A growing number of companies are recognizing
the value of succession planning, and they are expanding the concept from one
traditionally used to manage only senior level positions to encompass managerial
positions across the organization.

Fig. 12 shows the ―Full Details‖ screen, which is the core of Succession

Planning in HRIS, allowing rapid access to all the information on each individual
held on the database.
The bottom half of the screen shows a series of tabs holding further information on
the individual. Clicking on the different tab heading brings that information to the
front to view or edit. The various tabs are-

Succeeded By - This holds the names of the people who could take over from the
individual shown in the top half of the screen. Adding a new successor by selecting
their name by the appropriate drop-down box. After adding new successor, the
summary panel on the right in the top half of the screen get update to reflect the
number of potential successors within each category.
Job History - This is where the details of the various jobs undertaken by an
individual are stored with details of the current role also shown in the upper half of
the screen. Over time, it will shows an individual‘s complete career history.
Notes- All notes after entering will be re-edited, added to, or deleted.

Assessments - This is a simple way of evaluating an individual. Score is a numeric


value but it is not limited in any way. For example, some of the users may use a scale
of 1-5, whereas others may use percentages.

Attributes - This will allow a maximum of 50 additional user-defined variables to


quantify. The sort of information measured can include the key managerial
competencies relevant to an individual business.

Successor to - This shows those people for whom the individual in the top half of the
screen could take over from. Information is not input using this tab; instead, it is
populated because of what is added in the ―Succeeded By‖ panel.

An effective HRIS solution mixed with a thoughtful succession planning policy


can rapidly boost your organizational performance
A well-structured succession-planning program will enable you to locate talent,
prepare your organization for growth, and ensure you have the right personnel to
function at peak efficiency. Best practice organizations do use succession planning
to develop and maintain strong leadership and to ensure that they address all the
skills and competencies required for today‘s business environment. A smooth
leadership transition from one generation of executives to the next can be achieved
if succession planning is a top corporate priority. From hiring, the right candidate
to developing new leadership from within, succession planning is essential for an
organization to meet its strategic goals.

Recruitment and selection


Recruitment represents one of the important staffing activities that need to be
efficiently and effectively planned and conducted for organizations to attain success
(Darrag et al., 2010). Darrag et al. (2010) identified hiring as the process of
discovering potential candidates for actual or anticipated organizational vacancies or,
from another perspective; it is a link activity bringing together those with jobs to fill
and those seeking jobs.

According to Selden et al. (2000) a fair number of studies focus on the performance
effects of particular human resource management practices, such as training, and
selection. The different stages of the recruitment and selection process were
identified by Fill and Moreland (1999) as: Department (contextual) analysis; Job
analysis; Job description and person specification; the seeking of applicants;
attracting applicants ;Screening applicants; Interviewing candidates ;Appointment.

Selection process
Selection is the way toward picking people with the important capabilities to fill
existing or anticipated openings. Information and data about candidates in regards to
current representatives, regardless of whether for an exchange or advancement, or
outside possibility out of the blue position with the firm are gathered and assessed.
The means in the determination procedure, in climbing request incorporate
fundamental gathering of candidates, starting candidate screening, choice testing,
choice meeting, foundation examination and reference checking, supervisory
meeting, sensible employment reviews, settling on the procuring choice, applicant
notice, and assessing the choice procedure. Nonetheless, each progression in the
choice procedure, from fundamental candidate gathering and beginning screening to
the contracting choice, is performed under legitimate, hierarchical, and ecological
limitations that secure the interests of both candidate and association.

Job Analysis and Design Information Systems


Strategic human asset data frameworks give directors bolster for choices that
underscore the portion of assets. Inside the human asset the executives region, these
choices incorporate enrollment choices; work investigation and structure choices,
preparing and improvement choices, and worker remuneration plan choices.

Human resource information systems (HRIS) and particular programming help


computerize work investigation break down employments and compose sets of
responsibilities and occupation determinations dependent on those examinations. Join
work examination with employment assessment and the estimating of authoritative
occupations.

The data contributions to the activity investigation and structure data framework
incorporate information from meetings with bosses and specialists and governmental
policy regarding minorities in society rules. Data sources additionally incorporate
data from sources outer to the firm, for example, worker's organizations, rivals, and
government from sources outside to the firm, for example, trade guilds, contenders,
and government offices. The yields of the activity examination data framework are
sets of responsibilities and employment particulars. These yields give administrators
the reason for some strategic human asset choices.

E-Recruitment
Web is an undeniably prevalent approach to select candidates, inquire about
advancements and perform other basic capacities in business. Conveying human asset
administrations on the web (eHR) underpins progressively productive gathering,
stockpiling, dissemination, and trade of information (Friesen, 2003). An intranet is a
kind of system utilized by organizations to share data to individuals inside the
association. An intranet interfaces individuals to individuals and individuals to data
and information inside the association; it fills in as a ―information hub‖ for the
whole association. Most associations set up intranets principally for representatives,
yet they can stretch out to colleagues and even clients with suitable trusted status
(Byars and Rue, 2004). By making the move to a HRIS framework, Company can
keep progressively exact records just as better get ready for future development.

The costs will be essentially diminished which is related with sourcing inward and
outer hopefuls when ability pool the board is used through an e-Recruitment
framework that keeps up an aptitudes system of past candidates and staff, which
makes position aptitudes coordinating easy.

Time to enlist costs will decreased as e-Recruitment frameworks expand hopeful


reach and gives higher quality competitors who are less demanding to distinguish
through online abilities coordinating. The internet screening devices will guarantee
HR does not invest energy in unacceptable hopefuls.

Literature Review
Amid this investigation Several Articles, Research paper and Survey Report on
Human asset Information System was audited. The target of the examination was to
inspect the Problem How far the HRIS under thought really meets the
(inspired/existing) plan qualities applicable to HRIS achievement. The target of the
paper was to propose a general research system of HRIS plan qualities, which
enables specialists to comprehend and apply pivotal viewpoints important to HRIS
structure attributes better with the goal that professionals get bolster in creating,
executing and for all time enhancing effective HRIS.

Concentrate Population taken was BPO (Employee), where the unit of examination
was the representatives who work in associations where HRIS have been acquainted
were chosen with give their reactions on the inquiries asked on protection from
HRIS. The survey was sent to 200 representatives. The Method of Sampling utilized
was Simple Random Sampling. Scientist has utilization of Questionnaire technique
for information accumulation, where 200 representatives survey were send. The
information investigation was set up through SPSS (Statistical Package for Social
Sciences) rendition 16 which were utilized to examine the informational collection.
Bar graphs are utilized wherever conceivable. The key discoveries of the
examination proposition were the system ideally will invigorate future research in
regards to the advancement, usage and enhancement of HRIS by methods for specific
structure qualities. In this manner, the system was believed to be consistently
explained by, separately underpins scientists in their endeavors to continually
enhance HR-related IT antiques by methods for (specific/specific packs of) HRIS-
related plan attributes. Another exploration paper distributed at Management learning
and Learning Conference; The significance of utilizing HR data frameworks (HRIS)
and an examination on deciding the achievement of HRIS. (Yasemin Bal, Serdar
Bozkurt, Esin Ertemsir)Year of Publication 2012.

The examination objective was to break down the connection between the fulfillment
of representatives from HRIS and their view of HRIS. The Study Population was HR
representatives from various segments took an interest to the exploration; the Unit of
Analysis was 78 as just 78 respondent had addressed the poll. Purposive inspecting
was chosen, which gave the scientists to utilize their very own judgment to choose
appropriate individuals for the example The First scale had 4 measurements and 22
things that deliberate HRIS. The second scale had 3 things that deliberate HRIS
fulfillment. Surveys played as estimation instrument of this examination .Data
investigation was performed utilizing SPSS for Windows 18.0 bundle program. T-test
and single direction ANOVA test were utilized to decide the distinctions as per
statistic capabilities. This Research established that, the fulfillment of representatives
filling in as a chief/bad habit supervisor, authority or HR right hand show contrast.
The utilization of HRIS in associations has different favorable circumstances for
administrators particularly in basic leadership forms.

The consequences of the examination uncover that HR workers see HRIS helpful and
they are satisfied with the framework Also, it is discovered those representatives'
impression of HRIS show distinction as indicated by their position and fulfillment of
workers from HRIS demonstrates contrast as per their position. To test the job of
HRIS in key exercises by HR supervisors of IT organizations. To investigate the
general commitment of HRIS in human asset arranging of IT association. Test of 127
respondents as the examination populace from best 7 IT organizations was consider.
Unit of investigation were representative of the IT association, where strategy for
inspecting utilized was simple arbitrary examining. Information Collection was
performed through essential source for example survey and Secondary sources for
example Web, sites of different IT organizations and so on.

Information investigation demonstrated the Highest mean of 3.02 for example HRIS
is its capacity to oversee adequate information and Lowest standard deviation of
0.766 demonstrated that individuals are conceivable about the capacity of HRIS to
store voluminous information. The Human assets are critical resource for IT
association as it is the main face where if an association needs they need to reward in
type of their aggressiveness. HRIS is a great apparatus for HRP however there are
still a few issues that remains to be worked out up and the activities that HRIS has
not assimilated, should need to deal with it. Confinement of this investigation was
the premier research impediment is regarding the matter of the business point of
view. Investigation of HRIS in any of the segment, as HR is resources of the
associations regardless of the segment. The exploration examine was limited to those
respondents who wish to be met. The static idea of the examination other impediment
is that the poll review may persist with the response inclination.

The finding were proposed as The protection from HRIS acquaintance needs with be
perceived analyzed to the very root level and afterward with a watchful and positive
mediation the change should be presented by the line supervisors or the change
heads. Make a move to rapidly expel boundaries (human or something else).
Appropriate preparing to be incited to encourage acknowledgment towards changing
framework and condition. Talented change auditors. Mental master help and
administrative correspondence are required before initiating change of a size of
influencing the entire framework. The exploration paper Titled Use of HRIS in
Recruitment Process. (Fernández-Sánchez, de Juana-Espinosa) Published by
European and Mediterranean Conference on Information Systems in the Year
2006.Their Objective of the exploration was to examine the utilization of HRIS as an
apparatus for helping contracting choices where 3000 Firms with in excess of 200
workers – Spain as an investigation populace which gave 334 legitimate answers (11,
1%).Random testing strategy was utilized as a Sampling method.

Engaging information were utilized to perform Data Collection which was conveyed
an across the nation to perform experimental research .The T test, used to decide the
induction of the perceptions chi-square technique. The Business HRIS is in a creating
and recovery. Vast rates of firms depend on these frameworks for somewhere around
one the phases of the enrollment procedure HRIS increase the value of the firm in
general and to the HRM office explicitly. Another exploration paper Titled Human
asset data frameworks: a survey and observational examination (E.W.T. Ngai and
F.K.T. Wat) which was distributed in the year 2004. The goal of this exploration is to
introduce a far reaching writing audit of human asset data frameworks (HRIS) and to
report the consequences of a review on the execution of HRIS in Hong Kong. In
addition, there was a factually huge distinction between HRIS adopters and non-
adopters, and between little, medium, and expansive organizations, with respect to
some potential advantages and obstructions to the usage of HRIS.

Research discoveries plainly demonstrated that senior HR administrators are very


much aware that they can expand the productivity of HR arranging through HRIS,
sparing time and cost. In any case, discoveries don't bolster that HRIS builds the
effectiveness of HR arranging other than in useful work, for example, work
examination. Associations ought to distinguish the vital esteem and upper hand that
they can increase through HRIS in HR arranging. Scarcely any restrictions were
established, for example, HRIS client populace is little since most associations can't
manage the cost of it. Particularly little associations can't utilize incorporated HRIS
with ERP inside a moderate expense. Corporate arranging comprises of human asset
arranging as well as of promoting, money related and generation arranging also. For
this examination think about, just the HR arranging viewpoint is taken in to think
since HRIS for the most part include HR capacities and research must be done inside
a constrained time.

Human Resource Outsourcing - Survey Report distributed by An examination by the


Society for Human Resource Management ;Year of Publication: July 2004.The
Human Resource Outsourcing Survey led to all the more likely comprehend the
effect of human asset redistributing on the present associations. The example of HR
experts chose from SHRM's enrollment database, which included roughly 180,000
individual individuals at the time the overview was directed.

Just individuals who had not taken an interest in a SHRM study or survey over the
most recent a half year were incorporated into the testing outline. 1,619 messages
were effectively conveyed to respondents, and 298 HR experts reacted, yielding a
reaction rate of 18%. Arbitrary examining strategy was utilized as the testing method.
Study think about was led which established that More than one-portion of HR
experts demonstrated that their associations halfway redistributed a HR work and
less re-appropriated totally.

Company Profile
Macleods Pharmaceuticals Limited was founded in 1986 and is based in Mumbai,
India. It also has presence in South East Asia, the Asia Pacific, Africa, North
America, EU and EEA, MENA, Latin America, and CIS countries. Macleods
Pharmaceuticals Limited, a pharmaceutical company, develops and manufactures
pharmaceutical products for various therapeutic diseases in India. It offers
dispersible, bi-layered, coated, uncoated, and enteric coated tablets; hard and soft
gelatin capsules; dry powder injections and syrups; and granules and liquid orals. The
company provides products in various therapeutic groups, such as anti-infective,
cardio-vascular, CNS, respiratory inhalation, dermatology, oncology, and
orthopedics; and anti-TB, asthma and COPD, anti bacterial, NSAIDS, malaria, HIV,
anti-arthritic, anti-osteoporotic, gastroenterology, gynecology, diabetology, and CVS.

Macleods has appreciated fast development in the ongoing years, developing at a


normal development rate of over 22% for as long as 5 years.

Macleods with its experience traversing over two decades has risen as a power to
figure with in worldwide pharmaceutical market. With a benefit of in excess of
10,000 expertly qualified workers over the globe, Macleods a various area
association, is based out of Mumbai, India.
With mastery in scope of plans going from tablets to sterile measurement frame and
from inward breath to novel medication conveyance framework, Macleods is at
present positioned tenth (on tangle premise source IMS) in Indian Pharmaceutical
Industry and is perceived as one of the quickest developing pharmaceutical
organization in India. Spearheading endeavors of Macleods in giving meds to both
ceaseless and intense treatment, with world-class best in class producing offices
endorsed by different administrative specialists of numerous nations and very much
prepared R&D, explanatory and bioequivalence focus reviewed by different
administrative experts makes Macleods genuinely a worldwide pharmaceutical
organization.
PRODUCT PORTFOLIO
Macleod‘s product portfolio encompasses a wide spectrum of therapeutic groups,
ranging from:
• Anti-TB
• Asthma & COPD
• Anti bacterial
• NSAIDS
• Anti-arthritic
• Anti-osteoporotic,
• Gastroenterology,
• Gynaecology
• Diabetology and
• CVS products.

OBJECTIVE OF STUDY
1) To study the Effectiveness of HRIS Recruitment application in the organization.
2) To explore the contribution of Human Resource Information System in Human
Resource Planning.
3) To study the use of Human Resource Information System in corporate
communication.

LIMITATIONS OF THE STUDY


The preeminent research confinement is regarding the matter of the business point of
view. The exploration contemplate was confined to those respondents who wish to
react to the poll; in this manner future research may concentrate on a liberally
proportioned test of respondents, so as to approve the consequences of the
investigation.

Other constraint is the static idea of the examination, that is, the investigation
depends on the current situation of the dimension and use of HRIS; yet HRIS can be
improved in future. Thus, same research can be led in future to know whether HRIS
is enhancing with changing time or not.

Other constraint is that the poll overview may persist with the response inclination.

CHAPTER 3
RESEARCH METHODOLOGY
Research Design
Exploratory research or formulative research
The objective of exploratory research is to gather preliminary information that will
help identifying problems and suggest hypotheses.

a) Research strategy
Research strategies invented to plan and answer the research questions. In the wake
of having thought about a few research methodologies, contextual investigation
embraced for to do the examination. This examination think about was a scholastic
research, which finished with restricted accessible assets: both time and cash.
Examining technique utilized is standard inspecting, which was separated into 3
subset viz HRD, IT pro organizing HRIS and Employees utilizing HRIS. Information
gathered through the poll gave standard information permitting simple correlation.
Hence, study was the most appropriate technique for this examination. To test the
probability that the qualities of the example established in the populace a measurable
strategy has been utilized Data accumulated from poll was utilized to discover
dependant and free factors in the connections and the legitimacy of the connections
of proposed calculated system.
Type of investigation
The t-test compares the actual difference between two means in relation to the
variation in the data (expressed as the standard deviation of the difference between
the means).

Time horizon
Cross sectional
Studies are one-shot or cross sectional when data gathered just once, perhaps over a
period of days or week or months, in order to answer a research question (Sekaran,
2003). Researcher generated facts from the HR and the employees through field
visits to Macleod‘s pharmaceutical Ltd. HRIS through questionnaire, which was
designed base on many variables. Hypotheses generated for future research.
Therefore, cross-sectional study was selected as time horizon.
Target population
Population
HRIS user population is restricted to large-scale organisations due to implementation
and maintaining cost, lack of knowledge, technical problems, etc. The number of
employees used to decide whether the organisation is large or small. If the employees
are more than 100, it is consider as large organisation. Macleod‘s pharmaceutical
have around 765 employees which was taken as target population

Sampling methods
Probability sample- Stratified random
Quota sampling used to select senior HR executives and the employees who use
HRIS in Macleod‘s pharmaceutical. Strata were divided into HR executives, IT
officers, and the employees.

Distribution of sample (valid) among the department

Department No of employees

Human Resouce Department 25

IT specialist handling HRIS 20


Employees using HRIS 55

Total 100

Table 4- Shows the sample collected at Macleod‘s pharmaceuticals

Data collection methods and procedures


Questionnaire
Questionnaire, designed using the likert scale method was e-mailed to the senior HR
executives and the employees of the organisation who deals daily with HRIS to get
their views. Questionnaire consisted of scale questions to collect opinions. Five
point system Likert-style rating scale (1: strongly disagree, 2: disagree, 3: neither
agrees nor disagrees, 4: agree, 5: strongly agree) was used when designing the
questionnaire.

Questionnaire structure
The questionnaire was based on the three main sections; namely HRIS role in Human
Resource Planning – Forecasting demand and supply, HRIS role in Recruitment - Job
Analysis and Communication - HR distance and isolation from the employees.

Organizational annual reports


Annual reports were used to cross-reference for the number of employees, annual
profit etc.

Internet / web sites


HRIS vendor‘s web sites was used to find out the correct HRIS users, HRIS features,
and cost. Wikis and blogs were used for user comments and technical problems
regarding HRIS.
Journal articles and references
Journal articles and references were used to find out information on previous
research work relevant to IS, HRM, HR planning and HRIS Survey reports by CIPD
were also used for reference.

Data analysis
Data analysis techniques
Based on the data collected at Macleod‘s pharmaceutical ltd, percentage frequency in
frequency distribution, median and mode through measure of central tendency used
to analyse data. t- Test is used to compares the actual difference between two means
in relation to the variation in the data (expressed as the standard deviation of the
difference between the means).

Data analysis tool


Minitab is a statistics package, Minitab 17 has been used to analyze the data set.
Variables
A study framework used to develop the hypothesis and from the hypothesis, a
working model formed as follows to test the above hypotheses and measure the
relationship between variables.

RECURITMENT

HRIS JOB ANALYSIS


H1 HRP

HR
HR FORECASTING PLAN
H2 NI
NG
EFFEC
TI
VENE
HR SUCESSION PLANNING
H3 SS

CORPORATE COMMUNICATION

H4 Employee – HR Communication

BREAKDOWN OF VARIABLES

Independent Mediate Variables Dependent Variable


Variable
HRIS Job Analysis HR PLANNING
EFFECTIVENESS
HRIS Role HRIS labor demand
and supply analysis
HR PLANNING
EFFICIENCY
Employee- HR
Communication

Table 5 Variable breaks down based on the variable types:


independent, mediate and dependant.

INDEPENDENTS VARIABLE
HRIS role identified from the three sub systems: HRIS recruiting subsystem, HRIS
Human Resource Planning subsystem and HRIS Communication. From those three
sub systems, mediate variables identified considering available HRIS features. All
the variables measured using a five point Likert scale ranging from strongly disagree
(1) to strongly agree (5).

DEPENDANT VARIABLE
HR PLANNING EFFICIENCY
According to Hendrickson (2003), increased efficiency was an HRIS benefit. Both
Time benefit and cost efficiency addressed with the ability to do more transactions
with fewer fixed resources. This can specifically noticed in areas such as payroll and
benefits.

HR PLANNING EFFECTIVENESS
In terms of accuracy, the HRIS helps in the transactions. Additionally, the technology
used to simplify the processes (Hendrickson, 2003). Some information is only
available through technology. Many types of computer-based training, Internet access
to recruitment world and the use of certain programs to assess employees in the
hiring process are only available for those with technology-rich environments.

Measurement of Variables
The following variables and the sub variables (Table 6) were measured as given
below. Dependent, mediate and independent variables were included.

Measurement

Measurement

Measurement
IndependentVariable

DependentVariable
MediateVariables

HRIS Ordinal HRIS Job Ordinal HR PLANNING Ordinal


Role Scale Analysis Scale EFFECTIVENE Scale
SS

HRIS labor
demand and Ordinal HR PLANNING Ordinal
supply analysis Scale EFFICIENCY Scale

Employee- HR
communication Ordinal
Scale

Table 6: Measurement scales for variables

Variables were classified according to whether they have more or less of a


characteristic; the scale used is referred to as an ordinal scale (definition of ordinal
scale). The main characteristic of the ordinal scale is that the categories have a
logical or ordered relationship to each other. These types of scale permit the
measurement of degrees of difference, but not the specific amount of difference.

Data Collection Methods


Table 6.1 shows data requirements and relevant data collection methods according
to the research questions. The data requirement table was further elaborated into
three sets of table as given below.
Research questions Data Data collection
requirements methods

Questionnaire

Literature
Review
1) HRIS Recruitment Efficiency and
Effectiveness of
process in an
Job Analysis of X X
organisation effective in HRIS
improving the Strategic
HR planning

HRIS help to
2) How effective HRIS is as
design
strategic planner in career/succession X X
plans Strategic
forecasting demand and
planner in
supply. forecasting
demand and
supply.

3) Does HRIS
Employee – HR
implementation is the relation
Maintenance X
factor for HR distance

and Isolation from the

employee.
Research Objective Type of Investigation

HRIS Recruitment application in an


organisation effective. Exploratory Research
Variable - Job Analysis
Hypotheses (1)

1. Use of HRIS job analysis process in an organisation improves


the efficiency and effectiveness of HR planning.

H01: Higher utilisation of HRIS job analysis process in an organisation


does not improve the efficiency and effectiveness of HR planning.
H11: Higher utilisation of HRIS job analysis process in an organisation
improves the efficiency and effectiveness of HR planning.
Investigate questions Variable(s) required
1) HRIS identifies unfilled positions Employee Opinion on HRIS
accurately. vacancy definition
2) HRIS help to reduce recruiting Opinion of HRIS cost
costs reducing ability
3) HRIS evaluates the recruiting Opinion of HRIS ability in
processes effectively. Recruitment process
4) HRIS performs comprehensive
Opinion of Applicants
reporting and tracking of applicants
Tracking and reporting
efficiently.
5) HRIS analyses each job position HRIS ability to analyze Job
and its job title in an organisation. position and job title
6) HRIS leverages employee‗s talent HRIS ability to put employee
in the right place at the right time. at right place at right time
7) HRIS maintains relationship with
Behavior of candidate using
individuals who register in a talent
HRIS
warehouse.
8) HRIS eliminates unsuitable
applicants early and focuses on promising Short listing of candidate
candidates.
9) HRIS create ideal job description Opinion on Job description
and job specification and job Specification
10 ) Organisation uses HRIS recruitment Opinion on use to HRIS at
subsystem at an optimum level optimum

The above table is the summary of the data of the research question, which were
undertaken through exploratory research where the variable under study was job
analysis. To study the hypothesis I, 10 questions were examined, which are given
as the investigation question and from the investigation question variable required
are framed variable analysed will help us to test the hypotheses.
Multi-item indicators of independent variables
The independent variables identified in the research model measured using multi-
item indicators

Variables Items Description


HRIS manages internal information within
LD1 the organization.

HRIS manages external information


HRIS Labour LD2 outside the organization.
Demand
Analysis

(LD) LD3 HRIS constantly analyses and matches the


demand for human resources.

LS1 HRIS forecasts supply of human resources.


HRIS Labour
Supply Analysis
(LS)
LS2 HRIS estimates future human resources
requirement of the organization.

HRIS ensures organisation has right


kind and numbers of employees at right
LS3 place at right time.( EMPLOYEE
PLACEMENT )
HRIS identifies a logical progression path
SP1 and the steps required for advancements.
Future supply and demand of labor can be
forecast using What-If analysis function of
HRIS SP2 HRIS.
Succession
Planning ( SP)

Table 10: Multi-item indicators of independent variables


Multi-item indicators of independent variables continue

Identification of unfilled
JA1 positions accurately.

HRIS Job HRIS analyses each job


Analysis description and its job
(JA) JA2 specification
HRIS evaluates the recruiting
processes effectively.
JA3

HRIS leverages employee‗s talent in


the right place at the right time.

HRIS E- ER1
recruiting (ER)

HRIS help to reduce recruiting costs

ER2
HRIS eliminates unsuitable applicants
early and focus on promising
candidates.
ER3
HRIS create self service in the
organisation
CO 1

HRIS create platform for


CO2 Open Communication
HRIS
Corporate
Communication HRIS perceive the
effectiveness and
( CO) integrity of current
CO3 communication culture
CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
The response rate was good among the Employees, and collected total 100
feedbacks

Department No of No of Response
employees employees Rate %
approach Responded
HR 25 25 100

IT specialist handling 20 20 100


HRIS
Employees using HRIS 70 55 78

Total 115 100 86

Table 12: Response rate from the organizations

VARIABLES ANALYSES CODE


HRIS RECURITMENT •JA1 , JA2, JA3
SUBSYSTEM •ER1, ER2, ER3

•LS1, LS2, LS3,


HRIS HUMAN RESOURCE •LD1, LD2,LD3
PLANNING SUBSYSTEM •SP2 , SP2
HRIS COMMUNICATION •CO1, CO2 , CO3

Figure13 – Variables code

JA – JOB ANALYSIS

ER- E- RECURTIMENT

LS – LABOUR SUPPLY

LD- LABOUR DEMAND

SP- SUCESSION PLANNING

HRIS RECRUITMENT SUBSYSTEM


HRIS JOB ANALYSIS

HRIS job analysis process efficiency and effectiveness measured using three factors
JA1, JA2 AND JA3.

Descriptive Statistics: JA 1

Variable N N* Mean SE Mean StDev Minimum Q1 Median Q3


Maximum
4.170
JA 1 100 0 0 0.0805 0.8047 2.0000 4.0000 4.0000 5.0000 5.0000

Descriptive Statistics: JA2

Variable N N* Mean SE Mean StDev Minimum Q1 Median Q3


Maximum
JA2 97 3 3.567 0.114 1.126 1.000 3.000 4.000 4.000 5.000

Descriptive Statistics: JA3

Variable N N* Mean SE Mean StDev Minimum Q1 Median Q3


Maximum
4.210
JA3 100 0 0 0.0998 0.9979 1.0000 4.0000 4.0000 5.0000 5.0000
Table 13– Show the Descriptive data of the variable JA1, JA2, JA3

Interpretation
All the respondents have responded to all factors. Most respondents are agreeing
with the factors, where mean indicate four.
Summary Report for JA 1
Anderson-Darling Normality Test
A-Squared 7.68
P-Value <0.005
Mean 4.1700
StDev 0.8047
Variance 0.6476
Skewness -0.794864
Kurtosis 0.262732
N 100
Minimum 2.0000
1st Quartile 4.0000
Median 4.0000
3rd Quartile 5.0000
Maximum 5.0000
95% Confidence Interval for Mean
2 3 4 5 4.0103 4.3297
95% Confidence Interval for Median
4.0000 4.0000
95% Confidence Interval for StDev
0.7066 0.9348

95% Confidence Intervals

Mean

Median

4.00 4.05 4.10 4.15 4.20 4.25 4.30

Figure14: Summary Report for JA1

Tally for Discrete Variables: JA 1

JA 1 Count
2 4
3 13
4 45
5 38
N= 100

JA1 Identification of unfilled positions accurately.


represent -

Interpretation
HRIS identifies unfilled positions accurately. The most favorable answer was agreed
with 45% of the total respondent.
Summary Report for JA2
Anderson-Darling Normality Test
A-Squared 5.24
P-Value <0.005
Mean 3.5670
StDev 1.1265
Variance 1.2689
Skewness -0.683780
Kurtosis 0.267519
N 97
Minimum 1.0000
1st Quartile 3.0000
Median 4.0000
3rd Quartile 4.0000
Maximum 5.0000
95% Confidence Interval for Mean
3.3400 3.7940
1 2 3 4 5
95% Confidence Interval for Median
3.0000 4.0000
95% Confidence Interval for StDev
0.9872 1.3119

95% Confidence Intervals


Mean

Median

3.0 3.2 3.4 3.6 3.8 4.0

Figure15: Summary Report for JA2

Table 15: Tally for Discrete Variables: JA2

JA2 Count
1 9
3 37
4 29
5 22
N= 97
*= 3

JA2 represent HRIS analyses each job description and


its job specification

Interpretation
HRIS analyses each job description and its job specification. The most favorable
answer was neither agrees nor disagreed with 35% of the total respondent.
Summary Report for JA3
Anderson-Darling Normality Test
A-Squared 8.89
P-Value <0.005
Mean 4.2100
StDev 0.9979
Variance 0.9959
Skewness -1.55612
Kurtosis 2.47734
N 100
Minimum 1.0000
1st Quartile 4.0000
Median 4.0000
3rd Quartile 5.0000
Maximum 5.0000
95% Confidence Interval for Mean
4.0120 4.4080
1 2 3 4 5
95% Confidence Interval for Median
4.0000 5.0000
95% Confidence Interval for StDev
0.8762 1.1593

95% Confidence Intervals


Mean

Median

4.0 4.2 4.4 4.6 4.8 5.0

Figure 16: Summary Report for JA3

Table 16 Tally for Discrete Variables: JA3

JA3 Count
1 4
2 2
3 11
4 35
5 48
N= 100

JA3 HRIS evaluates the recruiting processes effectively.


represent -

Interpretation
HRIS evaluates the recruiting processes effectively. The most favorable answer was
strongly agreed with 48% of the total respondent.
HRIS E- RECRUITMENT
HRIS E- recruitment efficiency and effectiveness measured using three factors
ER1, ER2, ER3.

Descriptive Statistics: ER1

Variable N N* Mean SE Mean StDev Minimum Q1 Median Q3 Maximum

ER1 100 0 4.2000 0.0876 0.8762 2.0000 4.0000 4.00005.0000 5.0000

Descriptive Statistics: ER2

Variable N N* Mean SE Mean StDev Minimum Q1 Median Q3 Maximum

ER2 100 0 4.2500 0.0833 0.8333 2.0000 4.0000 4.00005.0000 5.0000

Descriptive Statistics: ER3

Variable N N* Mean SE Mean StDev Minimum Q1 Median Q3 Maximum

ER3 100 0 4.1400 0.0853 0.8530 2.0000 4.0000 4.00005.0000 5.0000

Table 17 – Show the Descriptive data of the variable ER1, ER2, ER3

Interpretation
All the respondents have responded to all factors. Most respondents agree with the
factors, where mean indicate four.
Summary Report for ER1
Anderson-Darling Normality Test
A-Squared 8.12
P-Value <0.005
Mean 4.2000
StDev 0.8762
Variance 0.7677
Skewness -0.772328
Kurtosis -0.362920
N 100
Minimum 2.0000
1st Quartile 4.0000
Median 4.0000
3rd Quartile 5.0000
Maximum 5.0000
95% Confidence Interval for Mean
2 3 4 5 4.0261 4.3739
95% Confidence Interval for Median
4.0000 5.0000
95% Confidence Interval for StDev
0.7693 1.0178

95% Confidence Intervals

Mean

Median

4.0 4.2 4.4 4.6 4.8 5.0

Figure 17: Summary Report for ER1

Table 18 Tally for Discrete Variables: ER1

ER1 Count
2 4
3 18
4 32
5 46
N= 100

ER1 HRIS leverages employee‘s talent in the right place at the right
time.

Interpretation
The most favorable answer was strongly agreed with 46% of the total respondent.
Summary Report for ER2
Anderson-Darling Normality Test
A-Squared 8.40
P-Value <0.005
Mean 4.2500
StDev 0.8333
Variance 0.6944
Skewness -0.928386
Kurtosis 0.221744
N 100
Minimum 2.0000
1st Quartile 4.0000
Median 4.0000
3rd Quartile 5.0000
Maximum 5.0000
95% Confidence Interval for Mean
2 3 4 5 4.0846 4.4154
95% Confidence Interval for Median
4.0000 5.0000
95% Confidence Interval for StDev
0.7317 0.9681

95% Confidence Intervals

Mean

Median

4.0 4.2 4.4 4.6 4.8 5.0

Figure 18: Summary Report for ER2

TABLE 19 : Tally for Discrete Variables: ER2

ER2 Count
2 4
3 13
4 37
5 46
N= 100

ER2 HRIS help to reduce recruiting costs


represent

Interpretation
The most favorable answer was strongly agreed with 46% of the total respondent.
Summary Report for ER3
Anderson-Darling Normality Test
A-Squared 7.17
P-Value <0.005
Mean 4.1400
StDev 0.8530
Variance 0.7277
Skewness -0.673008
Kurtosis -0.332855
N 100
Minimum 2.0000
1st Quartile 4.0000
Median 4.0000
3rd Quartile 5.0000
Maximum 5.0000
95% Confidence Interval for Mean
2 3 4 5 3.9707 4.3093
95% Confidence Interval for Median
4.0000 4.2577
95% Confidence Interval for StDev
0.7490 0.9910

95% Confidence Intervals

Mean

Median

4.0 4.1 4.2 4.3

Figure 19: Summary Report for ER3

Table 20 : Tally for Discrete Variables: ER3

ER3 Count
2 4
3 18
4 38
5 40
N= 100

ER3 HRIS eliminates unsuitable applicants early and focus


on promising candidates.

Interpretation
The most favorable answer was strongly agreed with 40% of the total respondent.
HUMAN RESOURCE PLANNING SUBSYSTEM
HRIS labour demand and supply analysis process effectiveness was measured using
six factors namely LS1, LS2, LS3, LD1, LD2.LD3, SP1, SP2. All the factors were
responded by the respondent.

Descriptive Statistics: LS1

Variable N N* Mean SE Mean StDev Minimum Q1 Median Q3 Maximum

LS1 99 1 4.4646 0.0736 0.7328 2.0000 4.0000 5.0000 5.0000 5.0000

Descriptive Statistics: LS2

Variable N N* Mean SE Mean StDev Minimum Q1 Median Q3 Maximum

LS2 96 4 3.656 0.131 1.280 1.000 3.000 4.000 5.000 5.000

Descriptive Statistics: LS3

Variable N N* Mean SE Mean StDev Minimum Q1 Median Q3 Maximum

LS3 96 4 3.323 0.149 1.462 1.000 2.000 4.000 5.000 5.000

Descriptive Statistics: LD1

Variable N N* Mean SE Mean StDev Minimum Q1 Median Q3 Maximum

LD1 100 0 4.2700 0.0839 0.8391 2.0000 4.0000 4.0000 5.0000 5.0000

Descriptive Statistics: LD2

Variable N N* Mean SE Mean StDev Minimum Q1 Median Q3 Maximum

LD2 98 2 3.724 0.121 1.199 1.000 3.000 4.000 5.000 5.000

Descriptive Statistics: LD3

Variable N N* Mean SE Mean StDev Minimum Q1 Median Q3 Maximum


LD3 100 0 4.1700 0.0779 0.7792 2.0000 4.0000 4.0000 5.0000 5.0000

Descriptive Statistics: SP1

Variable N N* Mean SE Mean StDev Minimum Q1 Median Q3 Maximum


SP1 100 0 4.0500 0.0914 0.9143 2.0000 4.0000 4.0000 5.0000 5.0000

Descriptive Statistics: SP2

Variable N N* Mean SE Mean StDev Minimum Q1 Median Q3 Maximum


SP2 100 0 4.2700 0.0694 0.6942 2.0000 4.0000 4.0000 5.0000 5.0000

Table 21: Descriptive Statistics

Interpretation
Most respondents agree with the factors where median indicate 4 (four)
Summary Report for LS1
Anderson-Darling Normality Test
A-Squared 12.47
P-Value <0.005
Mean 4.4646
StDev 0.7328
Variance 0.5370
Skewness -1.14565
Kurtosis 0.42979
N 99
Minimum 2.0000
1st Quartile 4.0000
Median 5.0000
3rd Quartile 5.0000
Maximum 5.0000
95% Confidence Interval for Mean
2 3 4 5 4.3185 4.6108
95% Confidence Interval for Median
4.2870 5.0000
95% Confidence Interval for StDev
0.6430 0.8520

95% Confidence Intervals

Mean

Median

4.2 4.4 4.6 4.8 5.0

Figure 20: Summary Report for LS1

LS1 HRIS forecasts supply of human resources.


represent -

Table 22 Tally for Discrete Variables: LS1

LS1 Count
2 1
3 11
4 28
5 59
N= 99
*= 1

Interpretation
The most favorable answer was strongly agreed with 59% of the total respondent.
Summary Report for LS2
Anderson-Darling Normality Test
A-Squared 4.63
P-Value <0.005
Mean 3.6563
StDev 1.2800
Variance 1.6385
Skewness -0.618060
Kurtosis -0.651702
N 96
Minimum 1.0000
1st Quartile 3.0000
Median 4.0000
3rd Quartile 5.0000
Maximum 5.0000
95% Confidence Interval for Mean
3.3969 3.9156
1 2 3 4 5
95% Confidence Interval for Median
3.0000 4.0000
95% Confidence Interval for StDev
1.1210 1.4920

95% Confidence Intervals


Mean

Median

3.0 3.2 3.4 3.6 3.8 4.0

Figure 21: Summary Report for LS2

LS2 HRIS estimates future human resources requirement


represent - of the organisation.

Table 22 : Tally for Discrete Variables: LD2

LD2 Count
1 6
2 10
3 21
4 29
5 32
N= 98
*= 2

Interpretation
The most favorable answer was strongly agreed with 32% of the total respondent.
Summary Report for LS3
Anderson-Darling Normality Test
A-Squared 4.48
P-Value <0.005
Mean 3.3229
StDev 1.4618
Variance 2.1367
Skewness -0.39540
Kurtosis -1.19788
N 96
Minimum 1.0000
1st Quartile 2.0000
Median 4.0000
3rd Quartile 5.0000
Maximum 5.0000
95% Confidence Interval for Mean
3.0267 3.6191
1 2 3 4 5
95% Confidence Interval for Median
3.0000 4.0000
95% Confidence Interval for StDev
1.2802 1.7038

95% Confidence Intervals


Mean

Median

3.0 3.2 3.4 3.6 3.8 4.0

Figure 22: Summary Report for LS3

LS3 represent HRIS ensures organization has right kind


and numbers of employees at right place at
right time.( EMPLOYEE PLACEMENT )

Table23 Tally for Discrete Variables: LS3

LS3 Count
1 18
2 10
3 18
4 23
5 27
N= 96
*= 4

Interpretation
The most favorable answer was strongly agreed with 27% of the total respondent.
Summary Report for LD1
Anderson-Darling Normality Test
A-Squared 8.76
P-Value <0.005
Mean 4.2700
StDev 0.8391
Variance 0.7041
Skewness -0.966987
Kurtosis 0.236971
N 100
Minimum 2.0000
1st Quartile 4.0000
Median 4.0000
3rd Quartile 5.0000
Maximum 5.0000
95% Confidence Interval for Mean
2 3 4 5 4.1035 4.4365
95% Confidence Interval for Median
4.0000 5.0000
95% Confidence Interval for StDev
0.7368 0.9748

95% Confidence Intervals

Mean

Median

4.0 4.2 4.4 4.6 4.8 5.0

Figure 23: Summary Report for LD1

LD1 represent - HRIS manages internal information within the


organisation.

Table 24 : Tally for Discrete Variables: LD1

LD1 Count
2 4
3 13
4 35
5 48
N= 100

Interpretation
The most favorable answer was strongly agreed with 48% of the total respondent.
Summary Report for LD2
Anderson-Darling Normality Test
A-Squared 4.69
P-Value <0.005
Mean 3.7245
StDev 1.1995
Variance 1.4388
Skewness -0.692736
Kurtosis -0.394783
N 98
Minimum 1.0000
1st Quartile 3.0000
Median 4.0000
3rd Quartile 5.0000
Maximum 5.0000
95% Confidence Interval for Mean
3.4840 3.9650
1 2 3 4 5
95% Confidence Interval for Median
4.0000 4.0000
95% Confidence Interval for StDev
1.0518 1.3957

95% Confidence Intervals


Mean

Median

3.5 3.6 3.7 3.8 3.9 4.0

Figure 24: Summary Report for LD2

LD2 represent HRIS manages external information outside the


organisation.

Table 25 : Tally for Discrete Variables: LD2

LD2 Count
1 6
2 10
3 21
4 29
5 32
N= 98
*= 2

Interpretation
The most favorable answer was strongly agreed with 32% of the total respondent.
Summary Report for LD3
Anderson-Darling Normality Test
A-Squared 8.13
P-Value <0.005
Mean 4.1700
StDev 0.7792
Variance 0.6072
Skewness -0.831068
Kurtosis 0.587580
N 100
Minimum 2.0000
1st Quartile 4.0000
Median 4.0000
3rd Quartile 5.0000
Maximum 5.0000
95% Confidence Interval for Mean
2 3 4 5 4.0154 4.3246
95% Confidence Interval for Median
4.0000 4.0000
95% Confidence Interval for StDev
0.6842 0.9052

95% Confidence Intervals

Mean

Median

4.00 4.05 4.10 4.15 4.20 4.25 4.30

Figure 25: Summary Report for LD3

LD3 represent - HRIS constantly analyses and matches the


demand for human resources.

Table 26: Tally for Discrete Variables: LD3

LD3 Count
2 4
3 11
4 49
5 36
N= 100

Interpretation
The most favorable answer was agreed with 49% of the total respondent.
Summary Report for SP1
Anderson-Darling Normality Test
A-Squared 9.93
P-Value <0.005
Mean 4.0500
StDev 0.9143
Variance 0.8359
Skewness -1.07126
Kurtosis 0.61881
N 100
Minimum 2.0000
1st Quartile 4.0000
Median 4.0000
3rd Quartile 5.0000
Maximum 5.0000
95% Confidence Interval for Mean
2 3 4 5 3.8686 4.2314
95% Confidence Interval for Median
4.0000 4.0000
95% Confidence Interval for StDev
0.8027 1.0621

95% Confidence Intervals

Mean

Median

3.9 4.0 4.1 4.2

Figure 26: Summary Report for SP1

SP1 represent - HRIS identifies a logical progression path and the


steps required for advancements.

Table 27: Tally for Discrete Variables: SP1


SP1 Count
2 12
3 3
4 53
5 32
N= 100

Interpretation
The most favorable answer was agreed with 53% of the total respondent.
Summary Report for SP2
Anderson-Darling Normality Test
A-Squared 9.59
P-Value <0.005
Mean 4.2700
StDev 0.6942
Variance 0.4819
Skewness -0.789123
Kurtosis 0.846925
N 100
Minimum 2.0000
1st Quartile 4.0000
Median 4.0000
3rd Quartile 5.0000
Maximum 5.0000
95% Confidence Interval for Mean
2 3 4 5 4.1323 4.4077
95% Confidence Interval for Median
4.0000 4.0000
95% Confidence Interval for StDev
0.6095 0.8064

95% Confidence Intervals

Mean

Median

4.0 4.1 4.2 4.3 4.4

Figure 27: Summary Report for SP2

SP2 represent - Future supply and demand of labor can be forecast using
What-If analysis function of HRIS.

Table 28 : Tally for Discrete Variables: SP2

SP2 Count
2 2
3 8
4 51
5 39
N= 100

Interpretation
The most favorable answer was agreed with 51% of the total respondent.
Corporate Communication (internal) subsystem
HRIS Communication
HRIS communication analysis effectiveness measured using three CO1, CO2 and
CO3 factors.

Descriptive Statistics: CO1

Variabl
e N N* Mean SE Mean StDev Minimum Q1 MedianQ3 Maximum

4.000
CO1 100 0 4.3700 0.0646 0.6460 2.0000 4.0000 0 5.0000 5.0000

Descriptive Statistics: CO2

Variabl
e N N* Mean SE Mean StDev Minimum Q1 Median Q3 Maximum

CO2 100 0 3.160 0.116 1.161 1.000 2.000 3.000 4.000 5.000

Descriptive Statistics: CO3

Variabl
e N N* Mean SE Mean StDev Minimum Q1 Median Q3 Maximum

CO3 100 0 3.140 0.111 1.110 1.000 2.000 3.000 4.000 5.000

Table 29: Descriptive Statistics

Interpretation
All the respondents have responded to three factors. Most respondents neither agree
nor disagree with the factors where mean indicate three (three).
Summary Report for CO1
Anderson-Darling Normality Test
A-Squared 11.44
P-Value <0.005
Mean 4.3700
StDev 0.6460
Variance 0.4173
Skewness -0.99114
Kurtosis 1.93376
N 100
Minimum 2.0000
1st Quartile 4.0000
Median 4.0000
3rd Quartile 5.0000
Maximum 5.0000
95% Confidence Interval for Mean
2 3 4 5 4.2418 4.4982
95% Confidence Interval for Median
4.0000 5.0000
95% Confidence Interval for StDev
0.5672 0.7504

95% Confidence Intervals

Mean

Median

4.0 4.2 4.4 4.6 4.8 5.0

Figure 28: Summary Report for co1

Table 30 : Tally for Discrete Variables: CO1

CO1 Count
2 2
3 3
4 51
5 44
N= 100

CO 1 HRIS create self service in the organisation


represent -

Interpretation
The most favorable answer was agreed with 51% of the total respondent.
Summary Report for CO2
Anderson-Darling Normality Test
A-Squared 3.37
P-Value <0.005
Mean 3.1600
StDev 1.1610
Variance 1.3479
Skewness -0.240153
Kurtosis -0.713811
N 100
Minimum 1.0000
1st Quartile 2.0000
Median 3.0000
3rd Quartile 4.0000
Maximum 5.0000
95% Confidence Interval for Mean
2.9296 3.3904
1 2 3 4 5
95% Confidence Interval for Median
3.0000 4.0000
95% Confidence Interval for StDev
1.0193 1.3487

95% Confidence Intervals


Mean

Median

3.0 3.2 3.4 3.6 3.8 4.0

Figure 29: Summary Report for CO2

CO2 HRIS create platform for Open


Communication

Table 31 : Tally for Discrete Variables: CO2

CO2 Count
1 10
2 18
3 30
4 30
5 12
N= 100

Interpretation
The most favorable answer was agreed with 51% of the total respondent.
Summary Report for CO3
Anderson-Darling Normality Test
A-Squared 4.66
P-Value <0.005
Mean 3.1400
StDev 1.1103
Variance 1.2327
Skewness -0.418192
Kurtosis -0.658628
N 100
Minimum 1.0000
1st Quartile 2.0000
Median 3.0000
3rd Quartile 4.0000
Maximum 5.0000
95% Confidence Interval for Mean
2.9197 3.3603
1 2 3 4 5
95% Confidence Interval for Median
3.0000 4.0000
95% Confidence Interval for StDev
0.9748 1.2898

95% Confidence Intervals


Mean

Median

3.0 3.2 3.4 3.6 3.8 4.0

Figure 30: Summary Report for co3

CO3 HRIS perceive the effectiveness and


integrity of current communication
culture

Table 32 : Tally for Discrete Variables: CO3

CO2 Count
1 10
2 16
3 32
4 30
5 12
N= 100

Interpretation
The most favorable answer was agreed with 30 % and 30 % neither agrees nor
disagrees of the total respondent.
SUMMARY OF DESCRIPTIVE STATISTICS
Descriptive Statistics: JA 1, JA2, JA3, LS1, LS2, LS3, LD1, LD2, LD3,
CO1, CO2, ER2, ER1, ER3

Variable N N* Mean SE Mean StDev Minimum Q1 Median Q3


Maximum

JA 1 100 0 4.1700 0.0805 0.8047 2.0000 4.0000 4.0000 5.0000 5.0000

JA2 97 3 3.567 0.114 1.126 1.000 3.000 4.000 4.000 5.000

JA3 100 0 4.2100 0.0998 0.9979 1.0000 4.0000 4.0000 5.0000 5.0000

LS1 99 14.4646 0.0736 0.7328 2.0000 4.00005.0000 5.0000 5.0000

LS2 96 4 3.656 0.131 1.280 1.000 3.000 4.000 5.000 5.000

LS3 96 4 3.323 0.149 1.462 1.000 2.000 4.000 5.000 5.000

LD1 100 0 4.2700 0.0839 0.8391 2.0000 4.0000 4.0000 5.0000 5.0000

LD2 98 2 3.724 0.121 1.199 1.000 3.000 4.000 5.000 5.000

LD3 100 0 4.1700 0.0779 0.7792 2.0000 4.0000 4.0000 5.0000 5.0000

CO1 100 0 4.3700 0.0646 0.6460 2.0000 4.0000 4.0000 5.0000 5.0000

CO2 100 0 3.160 0.116 1.161 1.000 2.000 3.000 4.000 5.000
ER2 100 0 4.2500 0.0833 0.8333 2.0000 4.0000 4.0000 5.0000 5.0000

ER1 100 0 4.2000 0.0876 0.8762 2.0000 4.0000 4.0000 5.0000 5.0000

ER3 100 0 4.1400 0.0853 0.8530 2.0000 4.0000 4.0000 5.0000 5.0000

SP1 100 0 4.0500 0.0914 0.9143 2.0000 4.0000 4.0000 5.0000 5.0000

SP2 100 0 4.2700 0.0694 0.6942 2.0000 4.0000 4.0000 5.0000 5.0000

DATA RECORDED
The data of 100 respondents were collected. Following is the summary of the count
on the likert scale of the variables.
Table 34: Tally for Discrete Variables: JA 1, JA2, JA3, LS1, LS2, LS3, LD1,
LD2,...

Column1

Variable N N* Mean SE Mean StDev Minimum Q1 Median Q3 Maximum

JA 1 100 0 4.1700 0.0805 0.8047 2.0000 4.0000 4.0000 5.0000 5.0000

JA2 97 3 3.567 0.114 1.126 1.000 3.000 4.000 4.000 5.000

JA3 100 0 4.2100 0.0998 0.9979 1.0000 4.0000 4.0000 5.0000 5.0000

LS1 99 1 4.4646 0.0736 0.7328 2.0000 4.0000 5.00005.0000 5.0000

LS2 96 4 3.656 0.131 1.280 1.000 3.000 4.000 5.000 5.000

LS3 96 4 3.323 0.149 1.462 1.000 2.000 4.000 5.000 5.000

LD1 100 0 4.2700 0.0839 0.8391 2.0000 4.0000 4.0000 5.0000 5.0000

LD2 98 2 3.724 0.121 1.199 1.000 3.000 4.000 5.000 5.000


LD3 100 0 4.1700 0.0779 0.7792 2.0000 4.0000 4.0000 5.0000 5.0000

CO1 100 0 4.3700 0.0646 0.6460 2.0000 4.0000 4.0000 5.0000 5.0000

CO2 100 0 3.160 0.116 1.161 1.000 2.000 3.000 4.000 5.000

ER2 100 0 4.2500 0.0833 0.8333 2.0000 4.0000 4.0000 5.0000 5.0000

ER1 100 0 4.2000 0.0876 0.8762 2.0000 4.0000 4.0000 5.0000 5.0000

ER3 100 0 4.1400 0.0853 0.8530 2.0000 4.0000 4.0000 5.0000 5.0000

SP1 100 0 4.0500 0.0914 0.9143 2.0000 4.0000 4.0000 5.0000 5.0000

SP2 100 0 4.2700 0.0694 0.6942 2.0000 4.0000 4.0000 5.0000 5.0000

HYPOTHESIS TESTING
a) Hypothesis Testing for JA1,JA2,JA3,ER1,ER2,ER3..

1. Use of HRIS job analysis process in an organisation


improves the efficiency and effectiveness of HR planning.
H01: Higher utilisation of HRIS job analysis process in an
organisation does not improve the efficiency and effectiveness of
HR planning.
H11: Higher utilisation of HRIS job analysis process in an
organisation improves the efficiency and effectiveness of HR
planning.
Interpretation
A single sample t-test was conducted using a hypothesized mean value of 4. This was
because, respondents were asked to use a scale 1 to 5 in responding to the question.
The aim here was to compare the sample mean with the hypothesized mean for
probability estimation, that the sample mean is different by chance or random
occurrence. The t-test revealed that JA1 variable for this hypothesis had a mean value
of 4.17. It is concluded that the mean is greater than 4 at the 0.05 level of
significance.CI: Quantifies the uncertainty associated with estimating the mean from
sample data. 90% confident that the true mean is between 4.0364 and 4.3036, and
95% confident that it is greater than 4.0364.
Interpretation
A single sample t-test was conducted by using a hypothesized mean value of 3. This
was because, respondents were asked to use a scale 1 to 5 in responding to the
question. The aim here was to compare the sample mean with the hypothesized mean
for probability estimation, that the sample mean is different by chance or random
occurrence. The t-test revealed that JA2 variable for this hypothesis had a mean value
of 3.5. It is conclude that the mean is greater than 3 at the 0.05 level of
significance.CI: Quantifies the uncertainty associated with estimating the mean from
sample data. 90% confident that the true mean is between 3.3770 and 3.7570, and
95% confident that it is greater than 3.3770.
Interpretation
A single sample t-test was conducted using a hypothesized mean value of 4. This was
because, respondents were asked to use a scale 1 to 5 in responding to the question.
The aim here was to compare the sample mean with the hypothesized mean for
probability estimation, that the sample mean is different by chance or random
occurrence. The t-test revealed that JA3 variable for this hypothesis had a mean value
of 4.2. Test: It is concluded that the mean is greater than 4 at the 0.05 level of
significance.CI: Quantifies the uncertainty associated with estimating the mean from
sample data. 90% confident that the true mean is between 4.0443 and 4.3757, and
95% confident that it is greater than 4.0443.
Interpretation
A single sample t-test was conducted using a hypothesized mean value of 4. This was
because, respondents were asked to use a scale 1 to 5 in responding to the question.
The aim here was to compare the sample mean with the hypothesized mean for
probability estimation, that the sample mean is different by chance or random
occurrence. The t-test revealed that ER1 variable for this hypothesis had a mean value
of 4.2. It is conclude that the mean is greater than 4 at the 0.05 level of
significance.CI: Quantifies the uncertainty associated with estimating the mean from
sample data. You can be 90% confident that the true mean is between 4.0545 and
4.3455, and 95% confident that it is greater than 4.0545.
Interpretation
A single sample t-test was conducted using a hypothesized mean value of 4. This was

because, respondents were asked to use a scale 1 to 5 in responding to the question.

The aim here was to compare the sample mean with the hypothesized mean for

probability estimation, that the sample mean is different by chance or random

occurrence. The t-test revealed that ER2 variable for this hypothesis had a mean value

of 4.25. It is concluded that the mean is greater than 4 at the 0.05 level of

significance.CI: Quantifies the uncertainty associated with estimating the mean from

sample data. 90% confident that the true mean is between 4.1116 and 4.3884, and

95% confident that it is greater than 4.1116.


Interpretation
A single sample t-test was conducted using a hypothesized mean value of 4. This was

because, respondents were asked to use a scale 1 to 5 in responding to the question.

The aim here was to compare the sample mean with the hypothesized mean for

probability estimation, that the sample mean is different by chance or random

occurrence. The t-test revealed that ER3 variable for this hypothesis had a mean value

of 4.14. There is not enough evidence to conclude that the mean is greater than 4 at

the 0.05 level of significance.CI: Quantifies the uncertainty associated with estimating

the mean from sample data. 90% confident that the true mean is between 3.9984 and

4.2816, and 95% confident that it is greater than 3.9984.


From the above t- test, hypothesis test, which was, conducted on the six variables
JA1, JA2, JA3, ER1, ER2, ER3 we conclude that

H01: NULL Hypothesis is rejected; higher utilization of HRIS job analysis process in
an organization does not improve the efficiency and effectiveness of HR planning.
The alternative hypothesis is accepted.

H11: Higher utilization of HRIS job analysis process in an organization improves the
efficiency and effectiveness of HR planning. Mean is greater than 4; 4 indicate agreed
on likert scale which indicates that Job analysis have significant relationship with
effectiveness and efficiency in the organization.
b) HYPOTHESIS FOR LS1...LS3, LD1...LD3, SP1...SP2...

The greater utilization of HRIS Forecasting Demand and Supply


analysis in an organisation increases the efficiency and
effectiveness of HR planning.

H02: The greater utilization of HRIS Forecasting Demand and Supply


analysis in an organisation does not increase the efficiency and
effectiveness of HR planning.
H12: The greater utilization of HRIS Forecasting Demand and Supply
analysis in an organization increases the efficiency and effectiveness of
HR planning.
Interpretation
A single sample t-test was conducted using a hypothesized mean value of 4. This was
because, respondents were asked to use a scale 1 to 5 in responding to the question.
The aim here was to compare the sample mean with the hypothesized mean for
probability estimation, that the sample mean is different by chance or random
occurrence. The t-test revealed that LS1 variable for this hypothesis had a mean value
of 4.4. You can conclude that the mean is greater than 4 at the 0.05 level of
significance.

CI: Quantifies the uncertainty associated with estimating mean from sample data.
90% confident that the true mean is between 4.3423 and 4.5869, and 95% confident
that it is greater than 4.3423.
Interpretation
A single sample t-test was conducted using a hypothesized mean value of 3. This was
because, respondents were asked to use a scale 1 to 5 in responding to the question.
The aim here was to compare the sample mean with the hypothesized mean for
probability estimation, that the sample mean is different by chance or random
occurrence. The t-test revealed that LS2 variable for this hypothesis had a mean value
of 3.6. It is concluded that the mean is greater than 3 at the 0.05 level of
significance.CI: Quantifies the uncertainty associated with estimating the mean from
sample data. 90% confident that the true mean is between 3.4392 and 3.8733, and
95% confident that it is greater than 3.4392.
Interpretation
A single sample t-test was conducted using a hypothesized mean value of 4. This was
because, respondents were asked to use a scale 1 to 5 in responding to the question.
The aim here was to compare the sample mean with the hypothesized mean for
probability estimation, that the sample mean is different by chance or random
occurrence. The t-test revealed that LD1 variable for this hypothesis had a mean value
of 4.27. It is concluded that the mean is greater than 4 at the 0.05 level of significance.

CI: Quantifies the uncertainty associated with estimating mean from sample data.
90% confident that the true mean is between 4.1307 and 4.4093, and 95% confident
that it is greater than 4.1307.
Interpretation
A single sample t-test was conducted using a hypothesized mean value of 3. This was
because, respondents were asked to use a scale 1 to 5 in responding to the question.
The aim here was to compare the sample mean with the hypothesized mean for
probability estimation, that the sample mean is different by chance or random
occurrence. The t-test revealed that LD2 variable for this hypothesis had a mean value
of 3.724. It is concluded that the mean is greater than 3 at the 0.05 level of
significance.

CI: Quantifies the uncertainty associated with estimating mean from sample data.
90% confident that the true mean is between 3.5233 and 3.9257, and 95% confident
that it is greater than 3.5233.
Interpretation
A single sample t-test was conducted using a hypothesized mean value of 4. This was
because, respondents were asked to use a scale 1 to 5 in responding to the question.
The aim here was to compare the sample mean with the hypothesized mean for
probability estimation, that the sample mean is different by chance or random
occurrence. The t-test revealed that LD3 variable for this hypothesis had a mean value
of 4.17. It is concluded that the mean is greater than 3 at the 0.05 level of significance.

CI: Quantifies the uncertainty associated with estimating mean from sample data.
90% confident that the true mean is between 4.0406 and 4.299, and 95% confident
that it is greater than 4.0406.
Interpretation
A single sample t-test was conducted using a hypothesized mean value of 4. This was
because, respondents were asked to use a scale 1 to 5 in responding to the question.
The aim here was to compare the sample mean with the hypothesized mean for
probability estimation, that the sample mean is different by chance or random
occurrence. The t-test revealed that LD3 variable for this hypothesis had a mean value
of 4.05.There is not enough evidence to conclude that the mean is greater than 4 at the
0.05 level of significance. Quantifies the uncertainty associated with estimating the
mean from sample data. 90% confident that the true mean is between 3.8982 and
4.2018, and 95% confident that it is greater than 3.8982.
Interpretation
A single sample t-test was conducted using a hypothesized mean value of 4. This was
because, respondents were asked to use a scale 1 to 5 in responding to the question.
The aim here was to compare the sample mean with the hypothesized mean for
probability estimation, that the sample mean is different by chance or random
occurrence. The t-test revealed that LD3 variable for this hypothesis had a mean value
of 4.27.It is concluded that the mean is greater than 4 at the 0.05 level of significance.
Quantifies the uncertainty associated with estimating mean from sample data. 90%
confident that the true mean is between 4.1547 and 4.3853, and 95% confident that it
is greater than 4.1547.

H02: The greater utilization of HRIS Forecasting Demand and Supply analysis in an
organization does not increase the efficiency and effectiveness of HR planning.
H12: The greater utilization of HRIS Forecasting Demand and Supply analysis in an
organization increases the efficiency and effectiveness of HR planning. H03:
Succession planning of HRIS does not increase the efficiency and effectiveness of HR
planning of an organisation.

H13: Succession planning of HRIS increases the efficiency and effectiveness of HR


planning of an organisation.

The above Hypothesis is tested through t- test of LS1...LS3, LD1...LD3,


SP1...SP2; we conclude that

NULL Hypothesis was rejected and the alternative hypothesis is accepted. Mean is
greater than 4; 4 indicate agreed on likert scale which indicates that human resource
have significant relationship with effectiveness and efficiency in the organisation.

c) Hypothesis testing of the variables C01, C02


H04: HRIS implementation is not of the factor for effective communication in the
organisation

H14: HRIS implementation is of the factor for effective communication in the


organisation.
Interpretation
A single sample t-test was conducted using a hypothesized mean value of 4. This was
because, respondents were asked to use a scale 1 to 5 in responding to the question.
The aim here was to compare the sample mean with the hypothesized mean for
probability estimation, that the sample mean is different by chance or random
occurrence. The t-test revealed that CO1 variable for this hypothesis had a mean value
of 4.37. It is concluded that the mean is greater than 4 at the 0.05 level of significance.

CI: Quantifies the uncertainty associated with estimating mean from sample data.
90% confident that the true mean is between 4.2627 and 4.4773, and 95% confident
that it is greater than 4.2627.
Comparative use of HRIS application in the organization

Use of application in the


organisation

20%
HRP
40%
RECURITMENT

CORPORATE
COMMUNICATION
40%

Figure 46: Use of HRIS application

Interpretation
The study was done through questionnaire which was given to the sample selected at
Macleod‘s pharmaceutical ltd. The above pie chart shows the comparative use of the
three HRIS application which was selected for the study. The best use is made from
Human Resource Planning Application and The Recruitment application of HRIS.
Comparing to it communication application is not use effectively and efficiently.
Using related to HR during
office hours

11% No more than several


time a week

25% No more than once


every month
64% Never use

Figure 47: Using related to HR office hours

Interpretation
From the Questionnaire we have created this pie diagram which shows the percentage
of frequency of the usage of the HRIS by the employee of the organization. 64% of
the employee frequently uses the HRIS during office hours.25% use no more than
once every month and 11% have never used the system which shows the system is not
effectively use in the organization.
CHAPTER 5

RESULTS AND FINDINGS

This reduced data was then analyzed by applying t- test. Above graphical analysis aim
was to relate the sample mean with the hypothesized mean for probability estimation,
that the sample mean is different by chance or random occurrence. Summary tables
show the means and grand means of 5 factors those were helpful to explain the
direction and extent of difference of perceptions of managers/employees in the
organization.

Pattern of loadings showed that the respondents had given maximum importance to
the ―applications of HRIS in Human Resource Planning‖ followed by ―applications
of HRIS in Recruitment management‖. The factor named ―application of HRIS in
Corporate Communication‖ was given the least importance. Overall, respondents felt
that applications of HRIS was highest in factor ―Labour Supply‖ (x=4.46), followed
by ―Job analysis‖ (x=4.31).

Past studies also exposed that the most frequent application of HRIS was in employee
records (Groe et al., 1996; Kinnie and Arthurs, 1996; Kovach and Cathcart, 1999; Lin,
1997; Ngai and Wat, 2006;Ngai et al., 2008; Teo et al., 2001), and next in pay roll
service (Ball, 2001; Kinnie and Arthurs, 1996; Lin, 1997; Ngai and Watt, 2006; Teo et
al., 2001). Further explained that HRIS is also applied in ―corporate communication‖
(x=3.16).
Similar results were again found by other studies (CedarCrestone, 2006; Richard-
Carpenter, 1993; Ngai and Wat, 2006). In a recent study organized on applications of
HRIS also confirmed that all these factors were used moderately in organizations
operating in India (Saharan and Jafri, 2012.
CHAPTER 6
RECOMMENDATIONS

 Research outcomes clearly show that HR executives are well aware that they
can increase the efficiency of HR planning through HRIS, saving time and
cost. However, findings don’t support the premise that HRIS increases the
efficiency of HR planning other than in functional work such as job analysis.

 Organizations should identify strategic value and competitive advantage that


they can gain through HRIS in HR planning. Strategic planning related with
the HRIS can make the organization efficient for merger, acquisition and
takeover.

 An effective HRIS solution coupled with a thoughtful succession planning


policy can rapidly boost your organizational performance HRIS outcomes can
be applied wherever possible as deemed fit by the HR professionals, going by
their experiences.

 E-recruiting is not used fully since they have more faith in traditional methods
of recruiting.

 Corporate Communication through HRIS can build up strong organization


culture, which has been least bother in the organization. Human Resource
Information System will definitely help the organization in building corporate
image.
BIBLIOGRAPHY
1. Agresti, A. (1984).Analysis of ordinal categorical data.

2. Aktas, A. Z. (1987). Structured analysis and design of information systems.


Englewood Cliffs, NJ: Prentice Hall.

3. Beatty, R. W., Huselid, M. A., & Schneier, C. E. (2003). New HR metrics: Scoring
on the business scorecard. Organizational Dynamics, 32(2), 107– 121.

4. Becker, B. E., & Huselid, M. A. (2006). Strategic human resource management:


Where do we go from here? Journal of Management, 32(6), 898–925.

5. Becker, B. E., Huselid, M. A., & Ulrich, D. (2001). The HR scorecard: Linking
people, strategy, and performance. Boston: Harvard Business School Press.

6. Beckers, A. M., & Bsat, M. Z. (2002). A DSS classification model for research in
human resource information systems. Information Systems Management, 19(3),
41–50.

7. Bussler, L., & Davis, E. (2001/2002). Information systems: The quiet revolution
in human resource management. Journal of Computer Information Systems, 42(2),
17–20.

8. Bulmash. HRM. McGraw-Hill.


QUESTIONNAIRE
The purpose of this questionnaire is to obtain your views and opinions on the role of
HRIS (Human Resource Information System) in HR Planning. Please select the
response that you think is the most appropriate to each statement

Organization:

Department
Name:

Your Name

Date(s) of
Assessment:

Using Computer related to HR during office hours

1 No more than several time a week

2 No more than once every month

3 Never use
PART A - HRIS Role in Recruitment

Statements

Strongly Disagree
Neither Agree norDisagree
Strongly Agree

Disagree

Remarks
Agree
1) HRIS identifies unfilled positions
accurately.
2) HRIS help to reduce recruiting costs

3) HRIS evaluates the recruiting


processes effectively.
4) HRIS performs comprehensive
reporting and tracking of applicants
efficiently.
5) HRIS analyses each job position and its
job title in an organisation.

6) HRIS leverages employee‗s talent in


the right place at the right time.
7) HRIS maintains relationship with
individuals who register in a talent
warehouse.
8) HRIS eliminates unsuitable applicants
early and focuses on promising
candidates.
9) HRIS create ideal job description and
job specification
10)Organisation uses HRIS recruitment
subsystem at an optimum level
PART B - HRIS Role in HRP

NeitherAgreenorDisagre

StronglyDisagre
StronglyAgre

eAgre

Remark
Disagre

e
e
Statements

s
e
1. HRIS forecasts supply of human
resources.

2. HRIS constantly analyses and


matches the demand for human
resources.
3. HRIS manages internal
information within the organisation.
PART C - HRIS Role Corporate Communication - Internal
Communication
Statements

Neither Agree norDisagree

Strongly Disagree
Strongly Agree

Disagree

Remarks
Agree
1. HRIS create environment of open
communication between employees and
management?
2. HRIS perceive the effectiveness and
integrity of current communication
culture

3. Employee submit feedback and


suggested improvements to the HRIS

4. Automated leave management system


help in smooth function of leave
management

5. HRIS salary management system help in


smooth function of payroll management

6. Salary slips can be generated from the


HRIS of individual employee.

7. Experience letter and personal data can be


generated from HRIS
8. HRIS create self service in the organization.

9 HRIS make employee aware of the new


joined , Retirement , birthday that create
friendly environment
10 System being self- service there has
been very few interaction between HR
and the Employee