EMPLOYER SHIFT AND PERFORMANCE

MANAGEMENT USING PHP AND MYSQL

 TABLE OF CONTENTS
CHAPTER TITLE PAGE NO
NO

ABSTRACT

CHAPTER 1: INTRODUCTION

1. 1.1 GENERAL

1.2 BASIC FUNCTIONS

CHAPTER 2:PROJECT DESCRIPTION

2. 2.1 EXISTING SYSTEM

2.2 PROPOSED FOR THE NEW SYSTEM

CHAPTER 3: MODULE DISCRIPTION

3. 3.1 LOGIN

3.2 GUEST PANEL

3.3 MANAGING & REVIEWING PERFORMENCE

3.4 INCREASE MOTIVATION

3.5 MANAGE CAREERS

3.6 REWARDING PERFORMANCE

3.6.1 TYPES OF REWARDS

CHAPTER 4: SYSTEM DESIGN

4. 4.1 GENERAL

4.1.1 ACTIVITY DIAGRAM

4.1.2 USE CASE DIAGRAM

4.1.3 SEQUENCE DIAGRAM

 CHAPTER 5: SOFTWARE SPECIFICATION

5. 5.1 EXTERNAL INTERFACE

5.1.1 WEB SERVER

5.1.2 PHP APPLICATION

5.2 EXTERNAL INTERFACE REQUIREMENTS

5.3 MY SQL DATABASE

5.4 COMMON LANGUAGE RUN TIME

5.4.1 FEATURES OF THE COMMON LANGUAGE

RUNTIME

5.5 FEATURES OF SQL SERVER

CHAPTER 6: IMPLEMENTATION
6.
6.1 GENERAL

6.2 DEVELOPING METHODOLOGIES

6.3 TYPES OF TESTS

6.3.1 ACCEPTANCE TESTING FOR DATA

SYNCHRONIZATION

6.3.2 BUILD THE TEST PLAN

6.4 CODING

7.
CHAPTER 7: SNAPSHOTS

7.1 GENERAL
 CHAPTER 8: CONCLUSION & REFERENCES

8.1 CONCLUSION
8.
8.2 REFERENCES

8.3 QUESTIONNAIRE

ABSTRACT:
An increasing number of organizations embark on employer branding although this practice is
not theoretically supported. Our study explores the employer brand by employing branding that
examines the interrelation between the elements and the branding process’ outcomes. Our study
is based on the employer branding model having two major components: the employer brand (
with interrelated internal and external images) and the efficiency outcomes originating from the
application of the employer branding process. In order to test the impact of performance
management system on employee performance by using a package PHP for windows.
Continuous communication within organization and personnel development impact significantly
and positively on employee performance. However, the results show that the performance
management system has a positive but insignificant relationship with employee performance.
Our study combines quantitative and qualitative research methods. The data were obtained from
the companies operating in the western province of Sri Lanka. Our findings reveal that
organizations with an advanced employer branding strategy have greater productivity than those
organizations who lack or have partially developed strategy. Our study compares organizations
with different levels of implementation of the employer branding strategy. Special attention is
paid to organizational communication and the incorporation of values into the external and
internal employer brand.
 CHAPTER 1
INTRODUCTION

1.1 GENERAL:
This is up to four basic functions – planning, organizing, leading and controlling, but these
four are connected to each other:

1.2 BASIC FUNCTIONS:

PLANNING
Planning is setting goals and deciding on courses of action, developing rules and procedures,
developing plans (both for the organization and for the employees who work for it), and
forecasting.
ORGANIZING
Organizing is identifying jobs to be done, hiring employees to do them, establishing departments
, delegating or pushing authorities down to subordinates, establishing a chain of command in
other words, channel of authority and communication and coordinating the work of subordinates.
LEADING
Leading means influencing other people to get the job done, maintain morale, molding
organization culture, and managing conflicts and communications.

CONTROLLING
Controlling is setting organizational quality standards, comparing actual performance with these
standards, and then taking corrective action as required and when required.
Employees are the backbone of any company, management of employee performance
plays a major role in deciding the success of the organization. The workshop is situated in
Rwanda has a problem in management of employee performance. The current system running in
the workshop is paper based. That is the workshop is still using cabinet files to store records of
stock and employee information. Useful data is scattered all over the place. In this chapter we

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shall discuss the solutions to the problems being caused by the current system. We shall try to
understand the manager’s expectations of the new system we are to develop for him.

DATA COLLECTION
A questionnaire in the form of a survey was used to gather information. Why a survey??The
database program proposed for this project is based on an automobile repair shop in Rwanda. So
similar businesses’ in South Africa and were surveyed to find out how they managed their
employees.

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 CHAPTER 2
PROJECT DESCRIPTION

2.1 EXISTING SYSTEM

People have different personalities and work ethics. So, in order to manage their work
efficiently and fairly, there has to be a system in place to allocate tasks to different workers.
Currently a manual system is used in the Rwandan business that will provide most of the
requirements for this project. The system used in existing system is based on “TRUST” the
employer trusts the employees. Although noble the manager has little it controls over his
business. In a manual system data is stored in a cabinet. Files are thus often misplaced or lost.
And at times is difficult to find relevant files. Records for stocks are also not always filed
correctly and thus information is not centralized and not easily accessible.

2.2 PROPOSED FOR THE NEW SYSTEM

The system should be Secure. The system should be able to provide a list of the employees, the
times they worked, the tasks they have been doing etc. The system must be able to list what is
currently in stock. The system must provide easy access to employees ‘details (name, id number,
employee number, address). This report includes a development presentation of an information
system for managingthe staff data within a small company or organization. The system as such
as it has beendeveloped is called Employee Management System. It consists of functionally
related
GUI (application program) and database.The choice of the programming tools is individual and
particular.

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 CHAPTER 3
MODULE DESCRIPTION

3.1 LOGIN
Username: Please Enter User ID. Password: Please Enter Password. Forgot Password? Loading,
Processing..... Message
Welcome to the Employee Management Team's login portal. Here, employees and managers can
access the tools needed to perform various HR and Payroll tasks for your organization. Please
make a selection from the options below to be taken to your associated login screen.

3.2 GUEST PANEL

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 Many leading companies are still continuing to struggle, if recent research trends are correct,
with a key fundamental people management issues, namely performance management. With a
growing emphasis in companies on cost management, productivity and having to do more with
fewer resources, the importance of an effective performance management process cannot be
overstated.
So why is the delivery of performance management? The finger of blame is frequently pointed at
a number of issues, such as the lack of training for Line Managers, poor quality workplace
conversations and particularly an understanding of how to manage under performance together
with a failure to equip Line Managers with the tools they need to manage their teams – to name
just a few.
So what exactly do businesses need to do to bring their performance management processes up
to scratch and ensure they are getting maximum contribution from their employees. The
following points are very relevant:
1. Must Add Value

In many businesses, performance management is still seen as paper driven process.

The added value of the process is hardly ever seen. The real question employers need to ask
themselves is “how does the performance management system contribute to the company’s
bottom line? If this is not clear, the next question must be “to what extent is the current
performance management system fit for purpose”? Many companies struggle with these
questions.
Leading companies today are continually reviewing / amending their performance
management processes to ensure that they remain, at all times, fit for purpose and contribute
to the bottom line. In recent times, we have seen the introduction of 360 Review, Peer
Reviews and Competency Reviews to keep this momentum going.
2. PROVIDE TRAINING
The importance of training cannot be overstated particularly in dealing with employee
under performance. Managers are typically expected to know how to ‘do’ performance
management. But it’s not a skill that comes naturally to everyone. Often Line Managers push
under performance or inappropriate behaviour under “the carpet” because they don’t know
how to tackle it and are worried about getting into a confrontation with employees. A simple

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training programme can ensure Line Managers understand the company’s performance
management processes, are confident about implementing them and have the skills to get the
best out of their employees.

3. CONCENTRATE ON THE CONVERSATIONS

Many Line Managers link performance reviews with filling in forms which end
getting filed in HR and nothing ever happens. The critical aspect of performance
management is developing a structure for good conversations between Line Managers and
employees to building relationships and raising overall performance standards.
Yet it’s not uncommon for employees to come away from performance reviews feeling
aggrieved by feedback or confused by what they are supposed to be doing differently. Line
Managers need help to improve their feedback and communication skills so that performance
conversations are productive and impactful and employees are clear about what’s needed and
what kind of behaviour is expected.
4. MAKE IT MEANINGFUL
Employees need to be clear about their objectives and how their role fits into the bigger
picture. This in turn will help them prioritise and improve their motivation. Good
performance management processes ensure employees understand what’s important, what
they are doing well, what they need to improve on and how success will be measured and
rewarded.
If employees can see that such discussions with their Line Manager and decisions made in
performance reviews are carried through, they are much more likely to focus their efforts
enthusiastically on the right things and deliver their objectives.
5. REDUCE THE PAPERWORK
Line Managers often perceive performance management as ‘difficult’ or time
consuming. The introduction of simple performance management software by HR can greatly
assist a Line Manager in this task. It must be remembered that the major emphasis in this
process is on the employer / employee discussions and not on the paperwork.
Quality conversations will lead to results and some automation in terms of the paper
processes will make it much easier for Line Managers to keep performance management
meaningful and adding value to the Company. Leading companies are constantly

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 implementing the above points.

6. EMPLOYEE SCHEDULING
Employee scheduling software automates the process of creating and maintaining a
schedule. Automating the scheduling of employees increases productivity and makes many
secretarial and manual scheduling positions obsolete. Such software will usually track
vacation time, sick time, compensation time, and alert when there are conflicts. As
scheduling data is accumulated over time, it may be extracted for payroll or to analyze past
activity. Although employee scheduling software may or may not make optimization
decisions, it does manage and coordinate the tasks. Today's employee scheduling software
often includes mobile applications. Mobile scheduling further increased scheduling
productivity and eliminated inefficient scheduling steps

7. TRANSITIONING TO EMPLOYEE SCHEDULING SOFTWARE

Prior to employee scheduling software companies would use physical mediums for
tracking employee hours and work schedule. This then gave rise to data storage forms that
later by the 80s were compatible with computer programs and software. These forms
however never actually scheduled the employees, it just kept track of the employees work
week, hours, and prior work schedules. This then gave way to the idea of employee
scheduling software, which would be an all-inclusive system that would store and track
employee work history, along with actually scheduling the employee's work week.

3.3 MANAGING AND REVIEWING PERFORMANCE

Performance appraisal is the method in which an employee’s job performance is
evaluated and reviewed. This compares employee work behavior with the organizations pre-set
standards to provide feedback on job performance. Performance appraisals are a form of
motivation through either positive or negative reinforcement, depending on outcome. Typically,

7
this information is gained through interview and questionnaire functions annually, executed
among management of larger organizations primarily, as a method of motivation to gain full
potential of staff. The goal of which is to align and manage all organizational resources "to
achieve highest possible performance" by improving your current staff through encouragement,
setting targets and improving on past mistakes. Edward Lawler of the University of Southern
California unveiled research showing that 93% percent of companies use annual appraisal
Performance appraisal was set up in the first place, as a justification for the pay of an employee.
If his performance was seen as insufficient, his pay would be cut down. However, if it was seen
of a higher quality, he could receive a pay rise. Performance appraisals have been described as a
"flawed system", One must ask, can an entire year’s work be reviewed at one point in time? It
has been argued that the time, money and energy needed is not comparable to its effectiveness.
There are various appraisal methods.
Some of these include by which an organization ranks its employees against each other and
terminates the employment of the employee who finishes at bottom place. That corresponds to
the yanking. Then there is the critical incident technique by which the organization collects
information and observes human behavior that have a strong impact either positive or negative
on an activity or procedure.
Each employee is different and can bring in something special to the organization. Each
employee has a specific job to fulfil. Performance appraisals are needed in order to understand
how every employee can produce the best performance.
Improve performance: performance improvement is the notion of measuring the productivity of a
certain procedure, and then finding solutions in order for the productivity to rise, the capability
of the employees and their effectiveness.

3.4 INCREASE MOTIVATION:

Performance appraisal is used as a motivation tool. An employee's efficiency can be proven
if the targets he was set, have been achieved. The employee will be motivated to do even better
and his performance will rise in the near future.
Identify training/development needs: The fundamental step of training and development is
establishing the organizational needs for the employees at this time and in the near future. A few
questions may be asked in the process: What can an employee learn in order to be more

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productive? In which field is training most necessary? And finally who should benefit from the
training most?
The effectiveness of an employee is the key factor for the employer, because the profit the
company or organization makes depends on the employees' productiveness.
The training and development needs should begin with an assessment of the company as it lies
currently, how it operates and what each employee is best at. This assessment will enable the
training to be based on certain factors which seem most important. Knowledge of the
organization’s strategic plan and its needs for the future must help the training to bring the
company up a step on the ladder. In using a performance appraisal, an organization can build an
employee profile of poor performances which allows a reduced risk of legal implications for
redundancies. Seeing additional benefit, as the company can decide who is worthy of promotion
or bonus.

3.5 MANAGE CAREERS:

Career management. Managing your career efficiently involves a list of various factors
which need to be referred to as often as possible: taking into account the goals you have giving
yourself all along your professional career, allowing yourself to have a comfortable lifestyle and
by feeling some level of personal accomplishment when you look back at to what you have done.
These three factors are key to a productive career.
Managing performance is the second element of the performance management system
cycle. This step distinguishes performance management as a process from performance appraisal
as an activity (Schneier et al., 1987). According to Schneier et al. (1987), every employee is
responsible for managing his or her own work performance. This involves:
(1) Maintaining a positive approach to work
(2) Updating and revising initial objectives, performance standards and job competency areas as
conditions change
(3) Requesting feedback from a supervisor
(4) Providing feedback to supervisor
(5) Suggesting career development experiences
(6) Employees and supervisors working together, managing the performance management
process. According to the view of Fletcher, in the second stage, enhancing communication within

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an organization is important for employees to be aware of objectives and contribute to the future
development.
Armstrong and Baron (2004) pointed that at its best, performance management is a tool to
ensure that managers manage effectively. Therefore, performance management system should
ensure the manager of employees or teams know and understand what is expected of them, and
have the skills and ability to deliver on these expectations and be supported by the organization
to develop the capacity to meet these expectations are given feedback on their performance; and
have the opportunity to discuss and contribute to individual and team aims and objectives.
Moreover, according to Armstrong and Baron (2004), performance management system is also
about ensuring that managers themselves are aware of the impact of their own behavior on the
people they manage, and are encouraged to identify and exhibit positive behaviors. The actual
performance is compared to the desired performance, so the outcome is evaluated and a
development plan is set according to the weakness with reference the strategy. This outcome also
provides a feedback mechanism to employees. In order to improve the feedback and update and
discuss initial objectives, the organization should also focus on communication within employees
and between employees and managers. It is important for managers to develop a fully integrated
strategy which enables the different forms of communication to contribute to the success of the
firm's mission or common goal (Marion, 1998). Moreover, continuous communication or
exchanging information between an organization's strategic managers and its internal
stakeholders should be designed to promote commitment to the organization and aware of its
changing environment and understanding of its evolving aims (Welch&Jackson, 2007).

In the second phase, it includes the performance reviews which can be regarded as
learning events. Individuals could be encouraged to think about how and in which ways they
want to develop. Research by Ashford and Cummings (1983) demonstrates that feedback has
strong positive effects on the performance of both individuals and groups, specifically through
role clarification, improved self-efficacy, the establishment of behavior reward contingencies and
increased self-regulatory control processes (Ashford & Cummings, 1983). Similarly, according
to Armstrong and Baron (2004), the actual performance could also be compared to the desired
performance, therefore the outcome is evaluated and a development plan is set based on the
weakness. This comparative approach also provides a feedback mechanism to employees. Figure

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2.2 shows the structure of performance comparing according to the view of Ashford and
Cummings (1983).

3.6 REWARDING PERFORMANCE

Reward management is concerned with the formulation and implementation of strategies
and policies that aim to reward people fairly, equitably and consistently in accordance with their
value to the organization.
Reward management consists of analyzing and controlling employee remuneration,
compensation and all of the other benefits for the employees. Reward management aims to create
and efficiently operate a reward structure for an organization. Reward structure usually consists
of pay policy and practices, salary and payroll administration, total reward, minimum wage,
executive pay and team reward.

3.6.1 TYPES OF REWARDS

Rewards serve many purposes in organizations. They serve to build a better employment
deal, hold on to good employees and to reduce employee turnover.
The principal goal is to increase people's willingness to work in one’s company, to enhance their
productivity.
Most people assimilate "rewards", with salary raise or bonuses, but this is only one kind of
reward, extrinsic reward. Studies proves that salespeople prefer pay raises because they feel
frustrated by their inability to obtain other rewards, but this behavior can be modified by
applying a complete reward strategy.
There are two kinds of rewards:
Extrinsic rewards: concrete rewards that employee receive.
Bonuses: Usually annually, Bonuses motivates the employee to put in all endeavors and efforts
during the year to achieve more than a satisfactory appraisal that increases the chance of earning
several salaries as lump sum. The scheme of bonuses varies within organizations; some
organizations ensure fixed bonuses which eliminate the element of asymmetric information,
conversely, other organizations deal with bonuses in terms of performance which is subjective
and may develop some sort of bias which may discourage employees and create setback.

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Therefore, managers must be extra cautious and unbiased.
Salary raise:
Is achieved after hard work and effort of employees, attaining and acquiring new skills or
academic certificates and as appreciation for employee’s duty (yearly increments) in an
organization. This type of reward is beneficial for the reason that it motivates employees in
developing their skills and competence which is also an investment for the organization due to
increased productivity and performance. This type of reward offers long-term satisfaction to
employees. Nevertheless, managers must also be fair and equal with employees serving the
organization and eliminate the possibility of adverse selection where some employees can be
treated superior or inferior to others.
Gifts:
Are considered short-term. Mainly presented as a token of appreciation for an achievement or
obtaining an organizations desired goal. Any employee would appreciate a tangible matter that
boosts their self-esteem for the reason of recognition and appreciation from the management.
This type of reward basically provides a clear vision of the employee’s correct path and
motivates employee into stabilizing or increasing their efforts to achieve higher returns and
attainments.
Promotion:
Quite similar to the former type of reward. Promotions tend to effect the long-term satisfaction
of employees. This can be done by elevating the employee to a higher stage and offering a title
with increased accountability and responsibility due to employee efforts, behavior and period
serving a specific organization. This type of reward is vital for the main reason of redundancy
and routine. The employee is motivated in this type of reward to contribute all his efforts in order
to gain managements trust and acquire their delegation and responsibility. The issue revolved
around promotion is adverse selection and managers must be fair and reasonable in promoting
their employees.
Other kinds of tangible rewards
Intrinsic rewards:
Tend to give personal satisfaction to individual Information / feedback: Also a significant
type of reward that successful and effective managers never neglect. This type of rewards offers

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guidance to employees whether positive (remain on track) or negative (guidance to the correct
path). This also creates a bond and adds value to the relationship of managers and employees.
Recognition:
Is recognizing an employee’s performance by verbal appreciation. This type of reward may
take the presence of being formal for example meeting or informal such as a "pat on the back" to
boost employees’ self-esteem and happiness which will result in additional contributing efforts.
Trust/empowerment: in any society or organization, trust is a vital aspect between living
individuals in order to add value to any relationship. This form of reliance is essential in order to
complete tasks successfully. Also, takes place in empowerment when managers delegate tasks to
employees. This adds importance to an employee where his decisions and actions are reflected.
Therefore, this reward may benefit organizations for the idea of two minds better than one.
Intrinsic rewards make the employee feel better in the organization, while Extrinsic rewards
focus on the performance and activities of the employee in order to attain a certain outcome. The
principal difficulty is to find a balance between employees' performance (extrinsic) and
happiness (intrinsic).
The reward also needs to be according to the employee’s personality. For instance, a sports fan
will be really happy to get some tickets for the next big match. However, a mother who passes all
her time with her children, may not use them and therefore they will be wasted.
When rewarding one, the manager needs to choose if he wants to rewards an Individual, a Team
or a whole Organization. One will choose the reward scope in harmony with the work that has
been achieved.
Individual
Base pay, incentives, benefits
Rewards attendance, performance, competence
Team: team bonus, rewards group cooperation
Organization: profit-sharing, shares, gain-sharing
Rewarding performance happens on the end of performance period. The main activities
include evaluating employee’s accomplishments and skills; discussing evaluation with
employees (McAfee and Chanmpagne, 1993). It evaluates the effectiveness of the whole process
and its contribution to overall organizational performance to allow changes and improvements to
be made, and also provides the feedback to the organization and to individual staff about their

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actual performance. The effectiveness of any organization is dependent on the quality of its
personnel. The right people must be originally selected into the organization, motivated to works
; and sound personnel promotion and training decisions must be made in filling nonentry level.
An effective personnel performance evaluation system is a crucial cornerstone in this process, as
it provides the data needed for most of the required administrative decisions. This system plays a
key role in motivating people to utilize their abilities in pursuing the organization's goals (
Musgrove Creighton, 1973).

After the evaluating and checking the feedback, managers or organizations should provide the
pay-for-performance. Financial appraisal is a useful tool to incent employee’s passion for their
work. In this stage, managers still need to focus on developing staff to further improve
performance, and their career progression, in the future. Rewards represent important
mechanisms by which employee behaviors can be aligned with the interests of the organization (
Eisenhardt, 1989). Particularly, pay-for-performance is a reward practice that links one's pay
increase to one's performance, and could be used to direct, sustain, and motivate desirable
behaviors, such as knowledge sharing (Bartol and Srivastava, 2002), creativity (Eisenhardt et al.,
1998), quality (Cowherd and Levine, 1992) and customer satisfaction (Delaney and Huselid,
1996). Pay-for-performance establishes the behavioral criteria by which rewards are allocated
and in doing so underpins the alignment of employee behavior with organizational values and
objectives. Therefore, if an employee achieves his or her performance objectives then the
employee receives a pay increase. This simple and visible link between pay and performance
recognizes an employee for a specific level of accomplishment, therefore nurturing favorable
work attitudes, such as satisfaction and commitment (Heneman et al., 1988). Thus, the
effectiveness of pay-for-performance has a direct influence on high levels of service quality and
desirable work attitudes

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 CHAPTER 4

SYSTEM DESIGN

4.1 GENERAL

Design Engineering deals with the various UML [Unified Modeling language]
diagrams for the implementation of project. Design is a meaningful engineering representation of
a thing that is to be built. Software design is a process through which the requirements are
translated into representation of the software. Design is the place where quality is rendered in
software engineering. Design is the means to accurately translate customer requirements into
finished product.

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4.1.1 ACTIVITY DIAGRAM

Activity diagram are a loosely defined diagram to show workflows of stepwise activities
and actions, with support for choice, iteration and concurrency. UML, activity diagrams can be
used to describe the business and operational step-by-step workflows of components in a system.
UML activity diagrams could potentially model the internal logic of a complex operation. In
many ways UML activity diagrams are the object-oriented equivalent of flow charts and data
flow diagrams (DFDs) from structural development.

4.1.2 USE CASE DIAGRAM

A use case diagram is a type of behavioral diagram created from a Use-

case analysis. The purpose of use case is to present overview of the functionality provided by the
system in terms of actors, their goals and any dependencies between those use cases.

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4.1.3. SEQUENCE DIAGRAM

A sequence diagram in UML is a kind of interaction diagram that shows how

processes operate with one another and in what order. It is a construct of a message sequence
chart. Sequence diagrams are sometimes called Event-trace diagrams, event scenarios, and
timing diagrams.

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4.1.4. CLASS DIAGRAM

A class diagram in the UML is a type of static structure diagram that describes
the structure of a system by showing the system’s classes, their attributes, and the relationships
between the classes. Private visibility hides information from anything outside the class partition.
Public visibility allows all other classes to view the marked information. Protected visibility
allows child classes to access information they inherited from a parent class.

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4.1.5. E-R DIAGRAM

In software engineering, an entity-relationship model (ERM) is an abstract and

conceptual representation of data. Entity-relationship modeling is a database modeling method,
used to produce a type of conceptual schema or semantic data model of a system, often
a relational database, and its requirements in a top-down fashion. Diagrams created by this
process are called entity-relationship diagrams, ER diagrams, or ERDs.

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4.2 DB TABLE DESIGN:

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4.3 INPUT DESIGN & OUTPUT DESIGN
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GIVEN INPUT AND EXPECTED OUTPUT
Authentication:
Input: Register the user Details and give the username and Password to login
Output: They will be granted to access the data’s
Manager:
Input: Authorized person enter the details and get the allocation schedule.
Output: Give the permission to store the data.
Process:
Input: Allow the registration user and block attendance users.
Output: to get the details from the cloud and access.
Maintain Revocation List:
Input: Get the resignation user details from company maintain revoke list.
Output: Cannot allow accessing the cloud storage data’s.
Maintain Access Control List:
Input: Collect the register user details from the company and maintain the Access control list.
Output: Get the access control from the cloud
New User:
Input: To provide the access control to the new users.
Output: Allow to access and update the cloud.
Reward for employee based on performance
Input: Grand salary
Output: Acquisition rating

4.4 REPORT:
Performance appraisal is the method in which an employee’s job performance is
evaluated and reviewed. This compares employee work behavior with the organizations pre-set
standards to provide feedback on job performance. Performance appraisals are a form of
motivation through either positive or negative reinforcement, depending on outcome. Typically
this information is gained through interview and questionnaire functions annually, executed

22
among management of larger organizations primarily, as a method of motivation to gain full
potential of staff. The goal of which is to align and manage all organizational resources "to
achieve highest possible performance" by improving your current staff through encouragement,
setting targets and improving on past mistakes. Edward Lawler of the University of Southern
California unveiled research showing that 93% percent of companies use annual appraisal
Performance appraisal was set up in the first place, as a justification for the pay of an employee.
If his performance was seen as insufficient, his pay would be cut down. However, if it was seen
of a higher quality, he could receive a pay rise. Performance appraisals have been described as a
"flawed system", One must ask, can an entire year’s work be reviewed at one point in time? It
has been argued that the time, money and energy needed is not comparable to its effectiveness.

4.5 FUTURE WORK:

Human Resource Management System is basically concerned with managing the

Administrator of HUMAN RESOURCE Department in a company. A Human Resource
Management System (HRMS), refers to the systems and processes at the intersection between
human resource management (HRM) and information technology. It merges HRM as a discipline
and in particular its basic HR activities and processes with the information technology field,
whereas the programming of data processing systems evolved into standardized routines and
packages of enterprise resource planning (ERP) software[1]. The main objective of this paper is
to reduce the effort of Administrator to keep the daily events such as attendance, projects, works,
appointments, etc. This paper deals with the process of identifying the employees, recording their
attendance hourly and calculating their effective payable hours or days. This paper should
maintain the records of each and every employee and their time spend in to company, which can
be used for performance appraisal. Based on that transfer, removal, promotion can be done.

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 CHAPTER 5

SOFTWARE SPECIFICATION

5.1 External interface

5.1.1 Web Server

Apache will be used as web server:

• The user inputs data via the web server using HTML forms
• The web server executes the PHP as a module and PHP script retrieves the post data if
available.
The web server receives information back from the PHP script.
• The web server displays a HTML page as result to the end-user.

5.1.2 PHP Application

The actual program that will perform the operations is written in PHP. All data will be stored in a
database.

5.2 External Interface Requirements

• Operator/user interface characteristics from the human factors point of view
• This will interface with most browsers, especially Internet Explorer, Firefox and Safari. As
long as the user has knowledge to operate a web browser, they will be able to operate our
website efficiently.
• Characteristics required of the interface between the software product and each of the hardware
components
• The hardware will be accessed indirectly, both from the client side (via a web browser) and
server side via the various program APIs (MySQL, Apache, PHP)
• Interfaces with other software components or products, including other systems, utility software
, databases, and operating systems
• We will be accessing Drupal via the creation of our own modules.

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• The software will be using Drupal to communicate with MySQL via MyPHPAdmin, Apache
and PHP.
• MySQL, PHP, and Apache will all be accessing the hardware through their own APIs.

5.3 MySQL Database

It’s an open source SQL database to store all data which communicates with the
application on the server.

5.4 COMMON LANGUAGE RUNTIME

The common language runtime manages memory, thread execution, code execution,
code safety verification, compilation, and other system services. These features are intrinsic to
the managed code that runs on the common language runtime. With regards to security, managed
components are awarded varying degrees of trust, depending on a number of factors that include
their origin (such as the Internet, enterprise network, or local computer). This means that a
managed component might or might not be able to perform file-access operations, registry-
access operations, or other sensitive functions; even if it is being used in the same active
application. The runtime enforces code access security. For example, users can trust that an
executable embedded in a Web page can play an animation on screen or sing a song, but cannot
access their personal data, file system, or network. The security features of the runtime thus
enable legitimate Internet-deployed software to be exceptionally feature rich.
The runtime also enforces code robustness by implementing a strict type-and-code-verification
infrastructure called the common type system (CTS). The CTS ensures that all managed code is
self-describing. The various Microsoft and third-party language compilers generate managed
code that conforms to the CTS. This means that managed code can consume other managed
types and instances, while strictly enforcing type fidelity and type safety.

5.4.1 FEATURES OF THE COMMON LANGUAGE RUNTIME

Common Language Runtime is a heart of the .net framework. It actually manages the code
during Execution. The Code that runs under the CLR is called “Managed Code”. The code that is

25
executed under .net runtime gets benefits like cross language inheritance, cross language
exception handling, enhanced Security, Versioning and development support, a simplified model
for component interaction, debugging and Profiling services.

5.5 FEATURES OF SQL SERVER

Microsoft SQL Server 2008
The following is a list of the new features provided in SQL Server 2008:
• Database mirroring
• Database snapshots
• CLR integration
• Service Broker
• Database Mail
• User-defined functions
• Indexed views
• Distributed partitioned views
• INSTEAD OF and AFTER triggers
• New data types
• Cascading RI constraints
• Multiple SQL Server instances
• XML support
• Log shipping

Database mirroring
Database mirroring is a new high-availability feature in SQL Server 2008. It's similar to
server clustering in that failover is achieved by the use of a stand-by server; the difference is that
the failover is at the database level rather than the server level. The primary database
continuously sends transaction logs to the backup database on a separate SQL Server instance. A
third SQL Server instance is then used as a witness database to monitor the interaction between
the primary and the mirror databases.

26
Database snapshots
A database snapshot is essentially an instant read-only copy of a database, and it is a
great candidate for any type of reporting solution for your company. In addition to being a great
reporting tool, you can revert control from your primary database to your snapshot database in
the event of an error. The only data loss would be from the point of creation of the database
snapshot to the event of failure.
Service Broker
This feature gives you the ability to create asynchronous, message-based applications in
the database entirely through TSQL. The database engine guarantees message delivery, message
order consistency, and handles message grouping. In addition, Service Broker gives you the
ability to send messages between different SQL Server instances. Server Broker is also used in
several other features in SQL Server 2008. For example, you can define Event Nonfictions in the
database to send a message to a Queue in the database when someone attempts to alter a table
structure, of if there is a string of login failures.

User-Defined Functions
SQL Server has always provided the ability to store and execute SQL code routines via stored
procedures. In addition, SQL Server has always supplied a number of built-in functions.
Functions can be used almost anywhere an expression can be specified in a query. This was one
of the shortcomings of stored procedures—they couldn't be used in line in queries in select lists,
where clauses, and so on. Perhaps you want to write a routine to calculate the last business day of
the month. With a stored procedure, you have to exec the procedure, passing in the current
month as a parameter and returning the value into an output variable, and then use the variable in
your queries. If only you could write your own function that you could use directly in the query
just like a system function. In SQL Server 2008, you can.
SQL Server 2008 introduces the long-awaited support for user-defined functions. User-defined
functions can take zero or more input parameters and return a single value—either a scalar value
like the system-defined functions, or a table result. Table-valued functions can be used anywhere

27
table or view expressions can be used in queries, and they can perform more complex logic than
is allowed in a view.

Indexed Views
Views are often used to simplify complex queries, and they can contain joins and aggregate
functions. However, in the past, queries against views were resolved to queries against the
underlying base tables, and any aggregates were recalculated each time you ran a query against
the view. In SQL Server 2008 Enterprise or Developer Edition, you can define indexes on views
to improve query performance against the view. When creating an index on a view, the result set
of the view is stored and indexed in the database. Existing applications can take advantage of the
performance improvements without needing to be modified.
Indexed views can improve performance for the following types of queries:
• Joins and aggregations that process many rows
• Join and aggregation operations that are performed frequently within many queries
• Decision support queries that rely on summarized, aggregated data that is infrequently
updated
Distributed Partitioned Views
SQL Server 7.0 provided the ability to create partitioned views using the UNION ALL statement
in a view definition. It was limited, however, in that all the tables had to reside within the same
SQL Server where the view was defined. SQL Server 2008 expands the ability to create
partitioned views by allowing you to horizontally partition tables across multiple SQL Servers.
The feature helps you scale out one database server to multiple database servers, while making
the data appear as if it comes from a single table on a single SQL Server. In addition, partitioned
views are now able to be updated.

INSTEAD OF and AFTER Triggers

In versions of SQL Server prior to 7.0, a table could not have more than one trigger
defined for INSERT, UPDATE, and DELETE. These triggers only fired after the data
modification took place. SQL Server 7.0 introduced the ability to define multiple AFTER
triggers for the same operation on a table. SQL Server 2008 extends this capability by providing

28
the ability to define which AFTER trigger fires first and which fires last.
SQL Server 2008 also introduces the ability to define INSTEAD OF triggers. INSTEAD OF
triggers can be specified on both tables and views. (AFTER triggers can still only be specified on
tables.) If an INSTEAD OF trigger is defined on a table or view, the trigger will be executed in
place of the data modification action for which it is defined. The data modification is not
executed unless the SQL code to perform it is included in the trigger definition.

New Data types

SQL Server 2008 introduces three new data types. Two of these can be used as datatypes for
local variables, stored procedure parameters and return values, user-defined function parameters
and return values, or table columns:
• bigint—An 8-byte integer that can store values from –263 (–9223372036854775808)
through 263-1 (9223372036854775807).
• sql_variant—A variable-sized column that can store values of various SQL Server-
supported data types, with the exception of text, ntext, timestamp, and sql_variant.
The third new datatype, the table datatype, can be used only as a local variable datatype within
functions, stored procedures, and SQL batches. The table datatype cannot be passed as a
parameter to functions or stored procedures, nor can it be used as a column datatype. A variable
defined with the table datatype can be used to store a result set for later processing. A table
variable can be used in queries anywhere a table can be specified.

Text in Row Data

In previous versions of SQL Server, text and image data was always stored on a separate page
chain from where the actual data row resided. The data row contained only a pointer to the text
or image page chain, regardless of the size of the text or image data. SQL Server 2008 provides a
new text in row table option that allows small text and image data values to be placed directly in
the data row, instead of requiring a separate data page. This can reduce the amount of space
required to store small text and image data values, as well as reduce the amount of I/O required
to retrieve rows containing small text and image data values.

29
Cascading RI Constraints
In previous versions of SQL Server, referential integrity (RI) constraints were restrictive only. If
an insert, update, or delete operation violated referential integrity, it was aborted with an error
message. SQL Server 2008 provides the ability to specify the action to take when a column
referenced by a foreign key constraint is updated or deleted. You can still abort the update or
delete if related foreign key records exist by specifying the NO ACTION option, or you can
specify the new CASCADE option, which will cascade the update or delete operation to the
related foreign key records.

Multiple SQL Server Instances

Previous versions of SQL Server supported the running of only a single instance of SQL
Server at a time on a computer. Running multiple instances or multiple versions of SQL Server
required switching back and forth between the different instances, requiring changes in the
Windows registry. (The SQL Server Switch provided with 7.0 to switch between 7.0 and 6.5
performed the registry changes for you.)
SQL Server 2005 provides support for running multiple instances of SQL Server on the same
system. This allows you to simultaneously run one instance of SQL Server 6.5 or 7.0 along with
one or more instances of SQL Server 2008. Each SQL Server instance runs independently of the
others and has its own set of system and user databases, security configuration, and so on.
Applications can connect to the different instances in the same way they connect to different
SQL Servers on different machines.
XML Support
Extensible Markup Language has become a standard in Web-related programming to describe
the contents of a set of data and how the data should be output or displayed on a Web page.
XML, like HTML, is derived from the Standard Generalize Markup Language (SGML). When
linking a Web application to SQL Server, a translation needs to take place from the result set
returned from SQL Server to a format that can be understood and displayed by a Web application
. Previously, this translation needed to be done in a client application.

30
SQL Server 2008 provides native support for XML. This new feature provides the ability to do
the following:
• Return query result sets directly in XML format.
• Retrieve data from an XML document as if it were a SQL Server table.
• Access SQL Server through a URL using HTTP. Through Internet Information Services (
IIS), you can define a virtual root that gives you HTTP access to the data and XML functionality
of SQL Server 2008.

Log Shipping
• The Enterprise Edition of SQL Server 2008 now supports log shipping, which you can
use to copy and load transaction log backups from one database to one or more databases on a
constant basis. This allows you to have a primary read/write database with one or more read-only
copies of the database that are kept synchronized by restoring the logs from the primary database
. The destination database can be used as a warm standby for the primary database, for which
you can switch users over in the event of a primary database failure. Additionally, log shipping
provides a way to offload read-only query processing from the primary database to the
destination database.
• This capability was available in previous versions of SQL Server, but it required the
DBA to manually set up the process and schedule the jobs to copy and restore the log backups.
SQL Server 2008 officially supports log shipping and has made it easier to set up via the
Database Maintenance Plan Wizard. This greatly simplifies the process by automatically
generating the jobs and configuring the databases to support log shipping.

31
 CHAPTER 6
SOFTWARE TESTING

6.1 GENERAL
The purpose of testing is to discover errors. Testing is the process of trying to discover
every conceivable fault or weakness in a work product. It provides a way to check the
functionality of components, sub-assemblies, assemblies and/or a finished product It is the
process of exercising software with the intent of ensuring that the Software system meets its
requirements and user expectations and does not fail in an unacceptable manner. There are
various types of test. Each test type addresses a specific testing requirement.

6.2 DEVELOPING METHODOLOGIES

The test process is initiated by developing a comprehensive plan to test the general
functionality and special features on a variety of platform combinations. Strict quality control
procedures are used.
The process verifies that the application meets the requirements specified in the system
requirements document and is bug free. The following are the considerations used to develop the
framework from developing the testing methodologies.

6.3 TYPES OF TESTS

Unit testing
Unit testing involves the design of test cases that validate that the internal program logic
is functioning properly, and that program input produces valid outputs. All decision branches and

32
internal code flow should be validated. It is the testing of individual software units of the
application .it is done after the completion of an individual unit before integration. This is a
structural testing, that relies on knowledge of its construction and is invasive. Unit tests perform
basic tests at component level and test a specific business process, application, and/or system
configuration. Unit tests ensure that each unique path of a business process performs accurately
to the documented specifications and contains clearly defined inputs and expected results.
Functional test
Functional tests provide systematic demonstrations that functions tested are available as
specified by the business and technical requirements, system documentation, and user manuals.
Functional testing is centered on the following items:
Valid Input : identified classes of valid input must be accepted.
Invalid Input : identified classes of invalid input must be rejected.
Functions : identified functions must be exercised.
Output : identified classes of application outputs must be exercised.
Systems/Procedures: interfacing systems or procedures must be invoked.
System Test
System testing ensures that the entire integrated software system meets requirements. It
tests a configuration to ensure known and predictable results. An example of system testing is the
configuration-oriented system integration test. System testing is based on process descriptions
and flows, emphasizing pre-driven process links and integration points.
Performance Test
The Performance test ensures that the output be produced within the time limits and the
time taken by the system for compiling, giving response to the users and request being send to
the system for to retrieve the results.
Integration Testing
Software integration testing is the incremental integration testing of two or more
integrated software components on a single platform to produce failures caused by interface
defects.
The task of the integration test is to check that components or software applications, e.g.
components in a software system or – one step up – software applications at the company level –

33
interact without error.
Acceptance Testing
User Acceptance Testing is a critical phase of any project and requires significant
participation by the end user. It also ensures that the system meets the functional requirements.

6.3.1 Acceptance testing for Data Synchronization:

 The Acknowledgements will be received by the Sender Node after the Packets are
received by the Destination Node
 The Route add operation is done only when there is a Route request in need
 The Status of Nodes information is done automatically in the Cache Updating process

6.3.2 Build the test plan

Any project can be divided into units that can be further performed for detailed
processing. Then a testing strategy for each of this unit is carried out. Unit testing helps to
identity the possible bugs in the individual component, so the component that has bugs can be
identified and can be rectified from errors.

6.4 Coding:
-- phpMyAdmin SQL Dump
-- version 4.1.14
-- http://www.phpmyadmin.net
--
-- Host: 127.0.0.1
-- Generation Time: Sep 24, 2017 at 08:07 AM
-- Server version: 5.6.17
-- PHP Version: 5.5.12

SET SQL_MODE = "NO_AUTO_VALUE_ON_ZERO";

SET time_zone = "+00:00";

34
/*!40101 SET @OLD_CHARACTER_SET_CLIENT=@@CHARACTER_SET_CLIENT */;
/*!40101 SET @OLD_CHARACTER_SET_RESULTS=@@CHARACTER_SET_RESULTS *
/;
/*!40101 SET @OLD_COLLATION_CONNECTION=@@COLLATION_CONNECTION */;
/*!40101 SET NAMES utf8 */;

--
-- Database: `project2`
--

-- --------------------------------------------------------

--
-- Table structure for table `tbl_attendance`
--

CREATE TABLE IF NOT EXISTS `tbl_attendance` (

`attId` int(11) NOT NULL AUTO_INCREMENT,
`attEmpID` varchar(255) NOT NULL DEFAULT '',
`attDate` date NOT NULL,
`attonTime` varchar(255) NOT NULL DEFAULT '',
`attoffTime` varchar(255) NOT NULL DEFAULT '',
`created_date` varchar(255) NOT NULL DEFAULT '',
`status` varchar(255) NOT NULL DEFAULT '0',
PRIMARY KEY (`attId`)
) ENGINE=InnoDB DEFAULT CHARSET=latin1 AUTO_INCREMENT=4 ;

--

35
-- Dumping data for table `tbl_attendance`
--

INSERT INTO `tbl_attendance` (`attId`, `attEmpID`, `attDate`, `attonTime`, `attoffTime`,

`created_date`, `status`) VALUES
(1, '3', '2017-08-22', '3:15 PM', '6:15 PM', '2017-08-27 10:09:24', '0'),
(2, '4', '2017-08-28', '8:45 PM', '10:45 PM', '2017-08-28 17:13:36', '0'),
(3, '3', '2017-08-04', '10:15 PM', '12:15 AM', '2017-08-28 17:13:55', '0');

-- --------------------------------------------------------

--
-- Table structure for table `tbl_employee`
--

CREATE TABLE IF NOT EXISTS `tbl_employee` (

`empID` int(11) NOT NULL AUTO_INCREMENT,
`empFirstName` varchar(255) NOT NULL DEFAULT '',
`empLastName` varchar(255) NOT NULL DEFAULT '',
`empNO` varchar(255) NOT NULL DEFAULT '',
`empemail` varchar(255) NOT NULL DEFAULT '',
`empMobile` varchar(255) NOT NULL DEFAULT '',
`empbdate` date NOT NULL,
`empaddress` varchar(255) NOT NULL DEFAULT '',
`empshifID_FK` varchar(255) NOT NULL DEFAULT '',
`created_date` datetime DEFAULT CURRENT_TIMESTAMP,
`status` varchar(255) NOT NULL DEFAULT '0',
PRIMARY KEY (`empID`)
) ENGINE=InnoDB DEFAULT CHARSET=latin1 AUTO_INCREMENT=5 ;

36
--
-- Dumping data for table `tbl_employee`
--

INSERT INTO `tbl_employee` (`empID`, `empFirstName`, `empLastName`, `empNO`,

`empemail`, `empMobile`, `empbdate`, `empaddress`, `empshifID_FK`, `created_date`, `status`)
VALUES
(1, 'hardik', 'dayani', '123456', 'hardikdayani1@gmail.com', '9979133538', '2017-08-28', '
suratgujaratindia', '', '2017-08-26 18:30:19', '0'),
(2, 'vipul', 'vipul', '123456789', 'vipul@gmail.com', '99791335438', '2017-09-26', '
suratgujaratindai', '', '2017-08-26 19:00:46', '0'),
(3, 'Apple', 'Developer', '132456789', 'apple@gmail.com', '9979133538', '2017-08-27', '
suratgujaratindia', '', '2017-08-27 09:55:50', '0'),
(4, 'john', 'john', '12525441', 'john@gmail.com', '9979133538', '2017-08-28', 'surat, gujarat, india',
'', '2017-08-28 17:03:52', '0');

-- --------------------------------------------------------

--
-- Table structure for table `tbl_holiday`
--

CREATE TABLE IF NOT EXISTS `tbl_holiday` (

`holID` int(11) NOT NULL AUTO_INCREMENT,
`holName` varchar(255) NOT NULL DEFAULT '',
`holDate` date NOT NULL,
`holDescription` text NOT NULL,
`created_date` datetime DEFAULT CURRENT_TIMESTAMP,
`status` varchar(255) NOT NULL DEFAULT '0',
PRIMARY KEY (`holID`)

37
) ENGINE=InnoDB DEFAULT CHARSET=latin1 AUTO_INCREMENT=3 ;

--
-- Dumping data for table `tbl_holiday`
--

INSERT INTO `tbl_holiday` (`holID`, `holName`, `holDate`, `holDescription`, `created_date`,

`status`) VALUES
(1, 'Diwali', '2017-08-27', 'not avaialble', '2017-08-27 10:10:00', '0'),
(2, 'Utarayan', '2017-08-30', 'not', '2017-08-28 17:14:28', '0');

-- --------------------------------------------------------

--
-- Table structure for table `tbl_salary`
--

CREATE TABLE IF NOT EXISTS `tbl_salary` (

`salID` int(11) NOT NULL AUTO_INCREMENT,
`salEmpID` varchar(255) NOT NULL DEFAULT '',
`salBeginDate` date NOT NULL,
`salBasicSalary` varchar(255) NOT NULL DEFAULT '',
`salGrade` varchar(255) NOT NULL DEFAULT '',
`created_date` datetime DEFAULT CURRENT_TIMESTAMP,
`status` varchar(255) NOT NULL DEFAULT '0',
PRIMARY KEY (`salID`)
) ENGINE=InnoDB DEFAULT CHARSET=latin1 AUTO_INCREMENT=3 ;

--
-- Dumping data for table `tbl_salary`

38
--

INSERT INTO `tbl_salary` (`salID`, `salEmpID`, `salBeginDate`, `salBasicSalary`, `salGrade`,

`created_date`, `status`) VALUES
(1, '1', '2017-08-01', '2000', '5000', '2017-08-27 10:09:44', '0'),
(2, '4', '2017-08-30', '2000', '1000', '2017-08-28 17:14:13', '0');

-- --------------------------------------------------------

--
-- Table structure for table `tbl_shift_allocation`
--

CREATE TABLE IF NOT EXISTS `tbl_shift_allocation` (

`aloID` int(11) NOT NULL AUTO_INCREMENT,
`aloEmpID` varchar(255) NOT NULL DEFAULT '',
`aloDay` date NOT NULL,
`aloTimeIn` varchar(255) NOT NULL DEFAULT '',
`aloTimeOut` varchar(255) NOT NULL DEFAULT '',
`created_date` datetime DEFAULT CURRENT_TIMESTAMP,
`status` varchar(255) NOT NULL DEFAULT '0',
PRIMARY KEY (`aloID`)
) ENGINE=InnoDB DEFAULT CHARSET=latin1 AUTO_INCREMENT=5 ;

--
-- Dumping data for table `tbl_shift_allocation`
--

INSERT INTO `tbl_shift_allocation` (`aloID`, `aloEmpID`, `aloDay`, `aloTimeIn`,

`aloTimeOut`, `created_date`, `status`) VALUES

39
(1, '2', '2017-08-02', '1:45 PM', '4:00 PM', '2017-08-27 10:05:02', '0'),
(2, '3', '2017-08-27', '1:45 PM', '4:45 PM', '2017-08-27 10:07:44', '0'),
(3, '1', '2017-08-30', '8:45 PM', '10:45 PM', '2017-08-28 17:04:51', '0'),
(4, '4', '2017-08-26', '8:45 PM', '12:00 AM', '2017-08-28 17:05:13', '0');

-- --------------------------------------------------------

--
-- Table structure for table `tbl_shift_attendance`
--

CREATE TABLE IF NOT EXISTS `tbl_shift_attendance` (

`aloID` int(11) NOT NULL AUTO_INCREMENT,
`aloEmpID` varchar(255) NOT NULL DEFAULT '',
`aloDay` date NOT NULL,
`aloTimeIn` varchar(255) NOT NULL DEFAULT '',
`aloTimeOut` varchar(255) NOT NULL DEFAULT '',
`created_date` datetime DEFAULT CURRENT_TIMESTAMP,
`status` varchar(255) NOT NULL DEFAULT '0',
PRIMARY KEY (`aloID`)
) ENGINE=InnoDB DEFAULT CHARSET=latin1 AUTO_INCREMENT=4 ;

--
-- Dumping data for table `tbl_shift_attendance`
--

INSERT INTO `tbl_shift_attendance` (`aloID`, `aloEmpID`, `aloDay`, `aloTimeIn`,

`aloTimeOut`, `created_date`, `status`) VALUES
(1, '1', '2017-08-01', '1:45 PM', '12:15 AM', '2017-08-27 10:08:16', '0'),
(2, '3', '2017-08-27', '1:45 PM', '3:15 PM', '2017-08-27 10:08:42', '0'),

40
(3, '4', '2017-08-28', '8:45 PM', '10:30 PM', '2017-08-28 17:12:07', '0');

-- --------------------------------------------------------

--
-- Table structure for table `tb_user`
--

CREATE TABLE IF NOT EXISTS `tb_user` (

`id` int(11) NOT NULL AUTO_INCREMENT,
`name` varchar(255) NOT NULL,
`email` varchar(255) NOT NULL,
`username` varchar(255) NOT NULL,
`phone` varchar(255) NOT NULL,
`password` varchar(255) NOT NULL,
`is_admin` varchar(255) NOT NULL DEFAULT '0',
`date` datetime NOT NULL,
`status` varchar(255) NOT NULL DEFAULT '0',
PRIMARY KEY (`id`)
) ENGINE=InnoDB DEFAULT CHARSET=latin1 AUTO_INCREMENT=5 ;

--
-- Dumping data for table `tb_user`
--

INSERT INTO `tb_user` (`id`, `name`, `email`, `username`, `phone`, `password`, `is_admin`,
`date`, `status`) VALUES
(1, 'hardik', 'admin@bladephp.co', 'hardik', '9979133538', '123456', '1', '2017-04-29 03:07:07', '0
'),
(2, 'hardik', 'diamond@gmail.com', 'cray', '9979133538', '123456', '0', '2017-04-29 13:41:07', '1'),

41
(3, 'mitul', 'mitul@gmail.com', 'mitul', '9979133538', '123456', '0', '2017-04-29 14:10:53', '0'),
(4, 'hardik', 'princediamond@gmail.com', 'crayon', '9979133538', '123456', '0', '2017-04-29
14:11:40', '0');

/*!40101 SET CHARACTER_SET_CLIENT=@OLD_CHARACTER_SET_CLIENT */;

/*!40101 SET CHARACTER_SET_RESULTS=@OLD_CHARACTER_SET_RESULTS */;
/*!40101 SET COLLATION_CONNECTION=@OLD_COLLATION_CONNECTION */;

CHAPTER 7
SNAPSHOTS

7.1 GENERAL
Snapshot is nothing but every moment of the application while running. It gives the clear
elaborated of application. It will be useful for the new user to understand for the future steps.

7.2. VARIOUS SNAPSHOTS

LOGIN MODULE:

42
CALENDER FOR ASSINGMENT TRACKING

43
EMPLOYEE REGISTER PANEL:

ATTENDANCE MODULE:

44
SALARY INPUT:

45
HOLIDAYS INPUT:

46
PERFORMANCE AND REWARDING MODULE:

47
 CHAPTER 8
CONCLUSION& REFERENCES

7.1 CONCLUSION
An employee management system will be the best solution for the problem. It will provide easy
online access to the employees that are currently at work and what they are working on. Also
easy to allocate jobs to the employees that are done with what they were doing. The system will
provide quick and reliable access to the running of the business saving the manager a whole lot
of time and money. Our findings reveal that organizations with an advanced employer branding
strategy have greater productivity than those organizations who lack or have partially developed
strategy. Our study compares organizations with different levels of implementation of the
employer branding strategy. Special attention is paid to organizational communication and the
incorporation of values into the external and internal employer brand.

48
7.2 REFERENCES

1. Webslave/advantages of apache. (2017, October). Retrieved march 15, 2012, from

webslave:
http://www.webslave.ws/apache/the-advantages-of-apache/

2. Dvoski, D. D. (2017). Installing,configuring and developing with XAMPP.

Lerdorf, R. (2015). PHP advanced tutorila. Veracruz.
mpkrishi.org. (n.d.). mpkrishi.org. Retrieved March 04, 2012, from mpkrishi:
http://www.mpkrishi.org/krishinet/hindisite/Pmis.pdf

3. Oracle and affliates. (2016). MySQL and PHP Reference. Oracle.

PHPMyAdmin and affliates. (n.d.). PHPMyAdmin. Retrieved from phpmyadmin.net:
http://www.phpmyadmin.net

4. Viteb. (2012). employee-management. Retrieved March 2012, from Viteb: http://www.

viteb.com/employeemanagement

5. williams, L. (2014). White box testing. Retrieved March 04, 2012, from agile.csc.ncsu.
edu:
http://agile.csc.ncsu.edu/SEMaterials/WhiteBox.pdf

7.3 QUESTIONNAIRE:

 01. On a scale of 1 to 10, how happy are you at work?

To get employee engagement right, you must start with this question and ask it regularly. It's
undoubtedly the most direct of questions to ask employees regarding workplace satisfaction.

49
 Regularly finding out where your company’s morale falls on the 10-point scale allows you to
track morale over time. The key, however, is consistency.

02. Would you refer someone to work here?

How likely an employee would refer someone is a reflection on how satisfied this person is at
their job. If they’re unhappy with their job, you can bet they don’t have much good to say to their
friends about the company.

03. Do you have a clear understanding of your career or promotion path?

Another poll by Gallup found that employees who get the opportunity to continually develop are
twice as likely to say they will spend their career with their company. Find out if your workers
have a clear understanding of what lies ahead of them. If their answers are negative, you’ll need
to start offering developmental opportunities to prevent people from quitting in rapid succession.

04. On a scale of 1 to 10, how would you rate your work-life balance?

Employees need to balance work and their personal life in order to be productive and engaged. If
employees are feeling lopsided, then that’s a red flag that signals burnout is right around the
corner.

05. Hypothetically, if you were to quit tomorrow, what would your reason be?

Bad communication, lack of transparency, feeling unvalued — these can all be uncovered by
asking this question. Responses to this ultra-insightful of engagement questions will inform you
if your employees feel like they’re there to stay or if there are underlying issues that are driving
them to look elsewhere for work.

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06. Do you feel valued at work?

Our research has revealed that only 21% of employees feel strongly valued at work. Use this
question to gauge how valued workers in your organization are feeling.

07. How frequently do you receive recognition from your manager?

Find out how the leadership team is doing with recognizing their employees. If the majority of
workers have said they’ve gone more than two weeks without recognition, there’s a good chance
morale is dropping. And that can lead to disengagement, loss of productivity, and attrition.

08. The last time you accomplished a big project, did you recieve any recognition?

Feeling valued at work is a huge motivator. This question will help uncover if leaders (or peers)
have missed the mark when it comes to recognition. If employees don't feel their hard work is
properly recognized, you can work together to find a solution to this problem.

  

09. Do you believe you'll be able to reach your full potential here?

Employees want to work at a place that will nurture their desire for growth. The more
opportunities for growth your organization can offer, the longer employees will stick around.

10. If you were given the chance, would you reapply to your current job?

This is a tricky question — the happier an employee is at their current job, the more likely they
would be to reapply to that very same position. So if an employee rates on the lower end of the
spectrum then they’re most likely unhappy and won’t be at the job for long.

11. Do you foresee yourself working here one year from now?

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A question like this is pretty self-explanatory. However, it can say a lot about yourretention rate.
If a majority of your employees are saying they don’t see themselves working here in one year,
you’ve got some changes to make.

12. Do you believe the leadership team takes your feedback seriously?

No one wants to work at a place that ignores their employees. When leaders don’t take feedback
or suggestions seriously, it shows that they’re not committed to making improvements. And
frankly, it makes employees feel unvalued.

13. Do you feel like the management team here is transparent?

Our previous research found that transparency is the number one factor that contributes to
workplace happiness. In our 2017 Employee Engagement Report, however, we found that only
25% of workers believe management is very transparent — despite that nearly twice as many
managers consider themselves transparent.

Find out how well your leaders are doing with providing information to their employees.

14. With eyes closed, can you recite our organization's values?

Our previous research has also uncovered the fact that only 42% of employees know their
organization’s vision, mission, and cultural values. A low number is unsettling because it’s
saying that employees are doing their work without any real understanding of how they’re
contributing to the company or that everyone isn’t working on the same page.

15. What three words would you use to describe our culture?

Fun, suppressive, supportive — find out what your employees think about your culture. Use the
results to find ways to strengthen and improve your culture to suit your employees’ needs.

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16. On a scale of 1 to 10, how comfortable do you feel giving upwards feedback to your
supervisor?

A workplace should never be a hostile environment. Nor should it be one that’s suppressive.
Employees should feel comfortable providing feedback to their supervisors so that they can
continue to offer suggestions for improvements.

17. Do you feel like coworkers give each other respect here?

You want to build a culture where people respect one another — not one where heads clash. Dig
under the surface to find out how employees truly feel about each other. If they’re not supporting
one another, it’s time to start doing team-building activities.

18. Do you believe we live authentically by our organizational values?

Do your employees feel like the organization’s values are just meaningless words on the walls?
Or maybe they believe leaders aren’t living out the values. Either way, an organization’s values
are there are guidelines for behaviors and decisions.

19. Does our executive team contribute to a positive work culture?

Are the top leaders in your organization fostering a positive work environment or a negative one
? With this survey question, you’ll be able to go behind the scenes and find out how well leaders
are upholding the organization’s culture.

20. Do you have fun at work?

Employees spend so many hours at work. Find out if your employees think your organization’s
culture is worth waking up every day for.

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Anonymous employee surveys are an important tool for fighting disengagement and attrition.
 But you’ll need to act on this feedback by sharing it with your employees and working with
them to find solutions to improve the workplace in order to truly foster an engaging environment

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