CHAPTER II

REVIEW OF RELATED LITERATURE AND STUDIES

2.1. Introduction
This chapter presents the review of related literature and studies of the research
done by the researchers.
To develop an extensive understanding of the insights of the previous works,
specific goals of the study, and trends that is relevant to the subject, the researchers
considered several references from both local and foreign. These references presented
in this chapter were gathered through online and different websites since this is the time
of the pandemic. This provides background for the discussion to analyze the findings of
the present investigations.

2.2. Review of Related Literature

Foreign Literature
The 2013 National Restaurant Industry Survey represents the first national
employer survey of work and human resource management in the U.S. Restaurant
Industry. It documents the range of practices adopted by employers and how those
practices affect turnover and employment stability - problems that are endemic across
the industry. They examined management practices and outcomes in four customer
segments: fine upscale dining, casual fine dining, moderately priced family restaurants,
and fast food / quick-service restaurants. High levels of employee turnover are
problematic in restaurants serving all four customer segments - leading to higher
employee costs and lower service quality and organizational performance. The survey
data demonstrate that better human resource practices can reduce employee turnover
almost by half. They surveyed restaurants in the 33 largest metropolitan areas of the
country, where wages and the cost of living are likely to be higher than in smaller cities
and towns - and where higher competition is likely to drive employers to invest more in
employees to compete more effectively on quality and service. Over half of these
restaurants are located in states with tipped and non-tipped minimum wage rates that
are considerably higher than the federal minimum rates. Thus, the wages, human
resource practices, and turnover reported by managers in this sample should represent
somewhat better conditions than those found in a nationally representative study.
Nonetheless, even in this sample, the proportion of restaurants that adopt better human
resource (HR) practices and invest in the workforce is modest. Several findings are
noteworthy.
http://rocunited.org/wp-content/uploads/2014/01/HRPTCS_Cornell _Report_4.pdf

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 According to the National Survey, the first national employer survey of work and
human resource management in the U.S. restaurant industry, they conducted a
telephone survey of managers in 1,150 restaurant establishments across the country.
Managers in each workplace provided information on the types of customers served and
restaurant characteristics. They reported the number and types of employees providing
front-and-back-of-the-house services. For this report, front-of-house employees include
servers, bartenders, hosts, buzzers, runners, barbacks, and cashiers. back-of-the-house
employees include line cooks, prep cooks, dishwashers, and potters. For each of these
groups, managers reported on their human resource practices-including staffing and
selection, training and development, compensation, and the organization of work.
Performance outcomes such as turnover and employment tenure were also addressed.
In this report, we provide an overview of the restaurants included in our study as well as
our findings regarding the use of different management practices and their relationship
to key outcomes.
http://rocunited.org/wp-content/uploads/2014/01/HRPTCS_Cornell _Report_4.pdf

According to Sarah Dwyer, an effective HRIS provides accurate and timely data
about the health workforce. While some states continue to maintain HRH data on paper,
other states have initiated efforts to computerize the data either through simple Excel-
based spreadsheets or more sophisticated web-based HRIS. These initiatives aim to
use the HRIS data to improve the recruitment, deployment, and training of health
workers to expand access, quality, and use of health services. Where an integrated web-
based HRIS is in place, such a system can help track individuals as they move through
the health workforce system, improved the accuracy and availability of HRH data,
allows sharing of information across sectors to gain a national workforce perspective,
simplify data analysis and generation of reports, project workforce needs in the future,
monitor training requirements and licensing status, and decrease the labor and effort
required to maintain the enormous amount of information generated.
https://www.inettutor.com/source-code/human-resource-information-system-review-of-
related-literature/

According to Human Resource Management for the hospitality and tourism

industries written by Dennis Nickson, there are arguments for best-fit advocate a close fit
between competitive strategies and Human Resource Management, those in favor of
best practice approaches to HRM suggest that there is a universal 'one best way' to
manage people. By adopting a best practice approach it is argued that organizations will

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see an enhanced commitment from employees leading to improved organizational
performance, higher levels of service quality, and ultimately increased productivity and
profitability. Usually couched in terms of 'bundles', the HRM practices that are offered in
support of a high commitment and performance model are generally fairly consistent.
For example, Redman and Matthews (1998) outline a range of HR practices which are
suggested as being important to organizational strategies aimed at securing high-quality
service:
Recruitment and Selection. Recruitment and selecting staff with the correct attitudinal
and behavioral characteristics. A range of assessments in the selection process should
be utilized to evaluate the work values personality, interpersonal skills, and problem-
solving abilities of potential employees to assess their 'service orientation'.
Retention. The need to avoid the development of a 'turnover culture', which may course
be particularly prevalent in tourism and hospitality. For example, the use of retention
bonuses to influence employees to stay.
Teamwork. The use of semi-autonomous, cross-process, and multi-functional teams.
Training and Development. The need to equip operative level staff with team working
and interpersonal skills to develop their 'service orientation' and managers with a new
leadership style which encourages a move to a more facilitative and coaching style of
managing.
Appraisal. Moving away from the traditional top-down approaches to appraisal and
supporting things such as customer evaluation, peer review, team-based performance,
and the appraisal of the managers by subordinates. Generally, all of these performance
appraisal systems should focus on the quality goals of the organization and the
behaviors of the employees needed to sustain these.
Rewarding Quality. A need for a much more creative system of rewards and in
particular the need for payment systems that reward employees for attaining quality
goals.
Job Security. Promises of job security areas are seen as an essential component of
any overall quality approach.
Employees Involvement and Employer Relations. By seeking greater involvement
from employees the emphasis is on offering autonomy, creativity, cooperation, and self-
control in the work process. The use of educative and participative mechanisms, such as
team briefings and quality circles are allied to changes in the organization of work that
support an 'empowered' environment.
http://ec.europa.eu/enterprise/sectors/tourism/tourism-business- por
tal/documents/business/resources/personnel_management.pdf

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 The concept of human resource management first appeared in the 1980s and the
use of the term grew in the 1990s. Initially, writers in the field focused on trying to
distinguish between personnel management and HRM, but according to Boxall and
Purcell (2008), HRM has, despite the lack of clarity over definition, become the most
popular term to refer to the activities of managers concerning people management. A
glance through any journal relating to human resource management nowadays will find
countless advertisements relating to the various ways that information technology can
assist those in the HR department to do their jobs. These include systems for e-
recruitment, online shortlisting of applicants, online performance management and
appraisals, e-learning, online psychometric testing, as well as IT systems to help with
payroll, employment data, recruitment administration, references, and pre-employment
checks. There are also large organizations that use HR shared service centers where
they bring many of the HR services together and use technology such as e-mail, a
company intranet, or telephones to provide HR information to deal with HR queries and
provide expert advice for people working at various sites, sometimes in different
countries. The increased use of information technology is already having all of these
effects, at least to some extent. For many HR managers, IT for routine tasks frees them
from more mundane tasks, so they have more time to think strategically. Increasing use
of IT has also ensured a much greater amount of information is available on which to
base decisions and to plan for the future.
http://catalogue.pearsoned.co.uk/assets/hip/gb/hip_gb_pearsonhig

Local Literature
According to Vivien T. Supangco in her Strategic HR Practices in Some
Organizations in the Philippines research study, strategic human resource (HR)
practices in a convenience sample of organizations in the Philippines and compares the
result of Cranet (Cranfield Network) surveys conducted in 2003 and 2008.
Characteristics of sample organizations, as well as their strategic planning process,
generally obtain, but the involvement of HR from the outset of business strategy
formulation does not yet characterize the majority of this organization.HR practices that
have remained the same include among others, the following, the most common source
of HR head is HR specialists from outside the organization, and responsibility of HR
policy decisions is shared between HR and Line managers. On the other hand, a few
practices have changed in the following manner: increase in the application of HRIS
(Human Resource Management System) in payroll, time, and attendance, but decrease
in the application in recruitment and selection. Besides, performance appraisal is
practiced across all staff categories in2008; in 2003 only the managerial and
professional/technical workers are generally appraised through the formal system.
https://journals.upd.edu.ph/index.php/pmr/article/viewFile/2791/2605vol4no1.pdf

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 The Provincial Government of Bulacan's Human Resources Office (PHRMO) is
responsible for, among other services, the maintenance of records associated with
payroll preparation and processing. They are also responsible for the maintenance of
201 files of each employee. Among the significant services brought about by
PHRMOthrough the use of HRIS, on top of the list is the fast and accurate processing of
pertinent employee records like service records and payroll. Through the automatic
computation facility and integrated timekeeping system, the processing time to
determine leave credits, which is necessary for computation of pay of employees who
have absences, and processing time to prepare remittances for GSIS, PAG-IBIG, and
MEDICARE are very well addressed. This system did not only empower the employees
and increased their productivity but also became a tool to eliminate red tape. Through
HRIS (Human Resource Information System), response time to employee request is
admirable. Human Resources Information System (HRIS) formerly Personnel
Management Information System consists of areas in Local Governance:

 eAdministration (Support Services/Administrative Services and Human

Resource Management)
 eServices (Payroll Processing and Records Management)

The HRIS is an LGU type, locally used by the Provincial Government of Bulacan. Its
functions are to give innovative services in maintenance of personnel records, payroll
management, and processing and biometrics timekeeping.
http://www.bulacan.gov.ph/government/pmis.php

Human Resource Innovations and Solutions, Inc. (HURIS) is a Philippine-based

Knowledge Process Outsourcing (KPO) and Consultancy company that was started in
2005 by seasoned HR and IT Professionals. It is a complete HR solutions provider that
enables business transformation through advanced methodologies and information
technology. The company specializes in providing Business Partners with superior
technological solutions and high-level outsourcing services across all functional areas of
Human Resources. The company's main thrust is to provide the Business Partners
assistance in the design, management, development, and streamlining of systems,
functions, procedures, and processes to increase organizational efficiency and maximize
internal resources with the use of local HR Management Systems and high-level HR
Outsourcing services. Their products are Attendance Monitoring System (AMS), Human
Resource Management System (HRMS), integrated Cooperative Management System
(ICMS), Payroll System, and ePayslip. The services they provided are HR Knowledge
Process Outsourcing (HR-KPO), Payroll Business Process Outsourcing, Special
Projects (HR Audit / Benchmarking, Performance Management, Pre and Post
Retirement Programs, etc.
https://www.sme.com.ph/member-suppliers/services/suppliers.php? page=huris

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 In the article created by Dr. Divina M. Edralin, a full-time professor on Business
Management Department of De La Salle University about issues in human resource
management and approaches to their solution, she mentioned that it is an accepted fact
that the success of an enterprise is tied to the competence and effectiveness of the
people who work in and with the organization. And therefore, if the people are genuinely
to be a sustainable source of distinctive competitive advantage of Philippine companies
in the next millennium, the underlying principles that management must adhere to in the
strategic planning and implementation of approaches in resolving issues in human
resources management are (1) Respect for the rights and dignity of workers, (2)
Concern for the general welfare and security or workers; and (3)Recognizing that people
are valued stakeholders of the enterprise. There is no "one best" approach for any given
industry or firm. The greatest challenge for business people is to understand them and
use a nexus of, diversified approaches that are labor-friendly and concomitantly focused
on achieving organizational goals through technological (production processed),
structural(roles and relationships), managerial (administrative actions), and people
(human resources can be educated, trained, coached, and counseled) transformation of
renewal. This is the Renewal-Driven HRM paradigm shift that Filipino managers/owners
can seriously consider to address core issues and problems in human resources
management that have impeded Philippine industries and deterred them from pursuing
appropriate and doable approaches that will enable such firms to be globally competitive
at the turn of the millennium.
http://www.dlsu.edu.ph/research/centers/cberd/pdf/business/vol4/vo l4no1.pdf

The Government Human Resource Information System (GHRIS) project is

envisioned to provide the Philippine National Government with a comprehensive human
resource management information system for all of its 1.7M national government
employees. The GHRIS application and data is to be centralized and is accessed
through a friendly and intuitive interface via a computer web browser. The GHRIS
application should have the capability to be accessed at over 1,500 various locations
within the Philippines, with some locations having limited electrical and networking
capability.
The system should be able to initially support 10,000operational users with the
ability to expand to cover 1.7M users should the Employee –Self Service be activated.
Access to the system should be controlled and restricted to individual accounts using
unique personal login information. The ability to define levels of user access rights within
the system and other strong security features and measures are required functions.
In its finalized implementation, the GHRIS system should handle the complete
lifecycle of all national government employees including their initial entry into service, to
their retirement or separation which includes the following HR actions such as
recruitment and hiring, promotions, retirements, awards, evaluations, casualty
operations, calculations for re-contracting requirements, retention, assignments, training,
schooling, finance, absences, personnel assigned equipment and other associated

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personnel actions specific to the different agencies and common within the government.
The system should also support and streamline lengthy approval processes by providing
an efficient and timely method of approving and tracking actions.
The human resource management information system is for 6 pilot government
agencies namely the Commission on Audit(COA), The Department of Budget and
Management (DBM), The Department of Finance (DOF), The Bureau of Treasury (BTr),
the Department of Science and Technology Advanced Science and Technology Institute
(DOST-ASTI) and the Department of Science and Technology National Computer
Center (DOST-NCC).
The GHRIS Software Application
A Commercial Off The Shelf (COTS) Software that fits the specifications and
requirements of the project as stated inclusive of licenses and other associated costs
such as installation, customization, and some training and orientation for the six pilot
agencies named above as well as the different environments (Development, Testing,
Pre-Production, Production and Disaster Recovery environments) for the Application
Software.
The GHRIS Database Infrastructure
Software and related licenses for the different environments (Development,
Testing, Pre-Production, Production, and Disaster Recovery environments) for the
Database software.
Consulting Services

 Consulting and Technical Services as deemed needed to analyze, develop, and

implement the GHRIS Project.
 Technical Services to install and configure the GHRIS Software to fit
specifications and requirements.
 Technical Services to configure and customize the Hardware and Software of
both the Application and Database Portion
 Training

http://www.asti.dost.gov.ph/attachments/article/705/Terms%20of%2 0Reference%20-
%20cmm%2012-31-2012-v9.pdf

2.3. Review of Related Studies

Human Resource Information System
The current generation of HRIS automates and devolves routine administrative and
compliance functions traditionally performed by corporate HR departments and can

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facilitate the outsourcing of HR (Barron et al., 2004). In doing so, HRIS not only make it
possible for organizations to significantly reduce the costs associated with HR delivery,
but also to reassess the need for retaining internal HR capabilities. However, HRIS also
provides HR professionals with opportunities to enhance their contribution to the
strategic direction of the firm. First, by automating and devolving many routine HR tasks
to line management, HRIS provides HR professionals with the time needed to direct their
attention towards more business-critical and strategic level tasks, such as leadership
development and talent management (Lawler et al., 2003). Second HRIS provides an
opportunity for HR to play a more strategic role, through their ability to generate metrics
that can be used to support strategic decision making (Hendrickson, 2003; Lawler et al.,
2004; Lengnick-Hall et al., 2003).
The existing literature on HRIS suggests that they have different impacts on HR across
organizations, but provides little explanation for this variation. Early surveys suggested
that HRIS was used predominantly to automate routine tasks and "to replace filing
cabinets" (Martinsons, 1994). Ball (2001) concluded that HR had missed the strategic
opportunity provided by HRIS. More recent research shows greater use of HRIS in
support of strategic decision making by HR (Hussain et al., 2007). However, the extent
to which HRIS is used strategically differs across organizations, with the vast majority of
organizations continuing to use HRIS simply to replace manual processing and to
reduce costs (Bee & Bee, 2002; Brown, 2002).
Recent debates about technology and organization have highlighted the importance of
social context and sought to develop frameworks that acknowledge both the material
and social character of technologies including HRIS (Dery, Hall, &Wailes, 2006).
Accordingly, theories that can be considered as 'social constructivist' can play an
important role in the study of technology as they explicitly recognize that technologies,
such as HRIS, can not be evaluated and analyzed without having an explicit
understanding of the context of individuals and groups which consequently comprehend,
interpret, use and engage with the technology (Grint&Woolgar, 1997; Orlikowski&
Barley, 2001; Williams & Edge, 1996).
Social constructionist views offer insights into the implementation and use of HRIS in
several ways. In this study, we draw on the social construction of technology and
technologies-in-practice literature. The social construction of technology (SCOT)
approach challenges the idea that technologies and technological artifacts have a pre-
given and fixed meaning and in its place argues that the process, design, and selection
of technologies are open and can be subjected to contestation (Pinch &Bijker, 1984).
Thus technology is seen to be characterized by 'interpretative flexibility' and various
'relevant social groups' who articulate and promote particular interpretations of it. This
meaning, over time, tends to become accepted and the interpretation of the technology
stabilized (Dery et al., 2006).
In a similar tradition to SCOT approaches, the technologies-in-practice approach
endeavors to recognize the inability to separate the technology from surrounding social
relations. Orlikowski (2000) conceives of technologies-in-practice as the structure that is

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enacted by users of technology as they use the technology in recurrent ways. The
important implications of this idea for this research are the realization that it is only when
individuals use the HRIS that the associated social practices will frame and determine
the value that they attribute to it. Hence the process of using technology involves users
interacting with 'facilities' (such as the properties of the technology artifact), 'norms'
(such as the protocols of using the technology), and 'interpretative schemes' (such as
the skills, knowledge and the assumptions about the technology as might be positioned
by the user) (Dery et al., 2006).
Both of these approaches are important and useful as they recognize that when
considering relationships and experiences with technology, it is essential that social
factors and previous experiences be considered. Therefore the opinions of respondents
can only be understood in the context of individuals and groups comprehending,
interpreting, using, and engaging with the technologies (Dery et al., 2006).
The study discussed in this paper was initiated after a preliminary survey of the use of
HRIS in 138 Australian Listed companies (Grant, Dery, Hall, &Wailes, 2007). The survey
found that although 50% (n=69) of the participant organizations were found to have an
HRIS, the extent to which they were being used strategically varied and for the most part
the claimed potential of the information systems was not being realized. For example,
while 91% of organizations with an HRIS used the systems to process and record leave,
only 34% used them concerning staff planning. To gain further insights into these
results, the present study explores the impact of HRIS on the HR function in detail over
three years at four large Australian organizations using a multiple case study approach
(Yin, 2003). Specifically, the project examines whether HRIS enhances the strategic
contribution of HR by exploring how HR professionals might make more effective use of
these systems. The project is informed by three research questions: 1. Is there evidence
to suggest that HR is using opportunities provided by the HRIS to enhance its
contribution to firm strategic direction? 2. How do different organizational characteristics
affect the ability of HR to use the opportunities provided by HRIS to act as strategic
partners? 3. What strategies can HR professionals adapt to ensure that the use of HRIS
in their organizations supports the strategic contribution of HR?
Kristine Dery, David Grant, and SharnaWiblen Work and Organisational Studies The Institute
Building (H03) The University of Sydney NSW 2006 Australia Email k.dery@econ.usyd.edu.au

Bank Human Resource Information System

In the early phase of the banking sector, the employee information stored in the form of
paper was the cause of delays in the procedure, improper documentation, expensive
storing files, and their security. This literature review goes through various papers, which
supported the importance of HRIS in improving efficiency in different organizations,
especially in the banking industry. This 3rdgeneration of HRIS is an emerging topic in
the banking sector. We are interested in this topic because this system is evolved so

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much from paper-based to online web services over the period. For this research, we
studied several research papers, books, journals, and web sources. Kelly O. Weeks
(2013) this paper states the process of the HRIS. The first step in the design of an HRIS
is to specify the requirements and the purpose of the system. This includes the target
users, the type of data to collect, the amount of data to collect, and how often to collect
the data. The next step is to construct the organizational system design. This step
resolves issues concerning who will utilize the system, how will it be accessed, and how
will it be updated. Often it is easier to visualize an HRIS to better understand how it
should be constructed and utilized. An HRIS can be visualized as consisting of three
functions: Input, data maintenance, and output. In the input function, the information
concerning the personnel is entered into the system. This can be done via data entry or
by newer methods such as scanning from original documents. The data maintenance
function updates and adds new data to the database. Lastly, the output function
generates information that is presented in a useful format. Recent studies show that the
implementation of HR technology can increase an organization's market value. The key
is having measurable goals for your HR system. Carol Wairimu, Dr. Patrick Karanja
(2016) this paper states that information technology has revolutionized the mode of
conducting business all over the world. It is applied in virtually every sector of the world
economy. Technology adoption is linked to higher business outcomes. Best practices in
human resource management should not be overlooked while embracing technology. In
Kenya performance in the banking sector demand that the institutions should have
effective systems in place to offset unpredictable events that can maintain their
operations and reduce the risks implicated through development. This study sought to fill
the existing research gap by determining the role of human resource information
systems on organization performance in the banking industry in Kenya.NikhalAswanth
Kumar, SanjanaBrijballParumasur (2013) this paper the definition of HRIS is clearly
being stated that A Human Resource Information System (HRIS) uses a systemic
procedure for maintaining, collecting, storing, retrieving, and validating data needed by
an organization regarding their human resources, personnel activities and organizational
characteristics. It can be said that HRIS is the link between Human Resource
Management (HRM) activities and information technology. ShammyShiri (2012) this
paper has been concluded that HRIS provides information and guidelines for the
operation of HR functions, HRM is still a caretaker of employee records, however, the
existence of an HRIS makes this information readily available and useful for managerial
decision making. The system can produce a more effective and faster outcome than that
can be done on papers. HRIS can acquire and track almost any type of data. Some of
the effects of HRIS are that it has brought about an improvement in the overall HR
functions of the organization not only in administration work. HRIS can be one of the
power levels of change for the HR Department in any organization. Ama F. Karikari,
Peter AgyekumBoateng, Evans O. N. D. Ocansey's (2015) study concludes that HRIS is
an excellent tool for Human Resource Planning (HRP). It enhances the identification of
unfilled positions accurately and analyzes each job position with its title in an
organization. It also provides insight into organizational training needs, selects the right
persons to be trained, and evaluates the effectiveness of training programs, but has the
challenges of forecasting demand and supply of labor, access to information, cost of
recruitment, and workforce shortage. Barkha Gupta (2013) this paper is the realization
that the use of computerized HRIS is most effective than manual because it helps to
maintain data with more accuracy in less time. And that is also true that HRIS functions

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improve HRM in terms of administrative and analytical purposes. HRIS works as a key
component of the organization and a good HRIS will provide important information about
human resources needs and capabilities; this information will assist the management
team in establishing the organizational mission and setting goals and objectives in
motion. HRIS is not limited to the computer hardware and software applications that
comprise the technical part of the system: it also includes the people, policies,
procedures, and data required to manage the HR function. FarukBhuiyan, Mohammad
Osman Gani (2015) this study was conducted in banks of Bangladesh and this paper
concluded that HRIS provides immediate access to the required information in an
original form which promotes a common culture of sharing and updating employee's
personal information among them. HR managers can inform the employees about
company updated information more easily. It also supports the employees to deal with
HR related activities that emerged from their positions. Besides, HRIS supports
employers to get regular information about what employees have already been achieved
which enables them to design their career plan by providing future demand. As
employees of the sample industry almost highly educated, they will be able to manage
this type of technological revolution in the field of HRM. Moreover, to get the benefits
from HRIS to the full extent, organizations should ensure suitable employee training
facilities. IvanaDvorskiLackoviÊ (2011) this study conducted on the Croatian Banks had
the view that HRM is one of the most important strategic areas for the development of
banks since their front office employees are in continuous interaction with clients and
back-office employees are responsible for the tasks oriented to constant service, product
improvement and competition with other banks. This is where adequate HRIS is
significant. It can be more than a tool for following the employees' basic demographic
data and working hours. It can be a tool for identifying high potential employees and
directing them to areas of their working interest. It can give the management the
information of not only what was done, but who had done it. It also enables it to give
feedback and not just take disciplinary, but also rewarding actions towards employees.
Caroline NyamburaMbugua (2011) this study which was conducted in the Kenya
commercial bank states that the application of HRIS based learning process has equally
resulted in positive developments and improvements for the organization by contributing
to the organization being more productive, resulting in better communication/ feedback
processes, increasing employees' preference for working for the company and creating a
climate of high commitment among the employees and stakeholders. Further, it is
concluded that the application of HRIS based performance appraisal has resulted in
more positive and functional developments and improvements. HRIS based employee
performance process has created environments conducive for the effective organization
through better collaborative relationships, positive perception toward the company by
stakeholders, more efficiency and quality in the work and service provisions, better
change management prospects through low resistance to changes among other
important denominators. Dr. Harman Preet Singh, Dr. Sunita Jindal, Sekh Abdul Samim
(2011) this paper which was studied developing countries to find out the impact of HRIS
on banking industries states that in recent times, the financial, as well as non-financial
processes of banks, have undergone a significant transformation. The manual system
adopted by the banks was the cause of procedural delays, outdated as well as
inaccurate information, improper documentation, the higher expense of storing files, and
their safety. HRIS has transformed banks' financial as well as non-financial processes
from manual to automatic computerized systems. Banks are able tointegrate different

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HR functions by using third generation of feature-rich, broad-based to integrate trained
HRIS. The third generation HRIS is much more than a mere data repository and has
hastened the emergence of Strategic HRM in banks of developing countries. Due to
Strategic HRM, banks' HR professionals are encouraged to innovate their IT usage and
become more effective. The HR department is emerging as an information center,
internal consultant, change agent, service provider, cost manager, business partner,
facilitator, and consultant. After reading these papers it is noted that a few researchers
had done research on types of databases and HRIS software used by banks. HRIS is an
old concept and there has been much research conducted on what is HRISand its
implementation in various organizations, but very little research has been conducted on
HRIS implementation in the financial and banking sector. One major study has been
conducted to find out the implementation of HRIS and its effectiveness in SBI bank. Our
paper has gone in-depth about HRIS on banks and how its implementation has
benefited some of the major banks in India. Our paper goes through the benefits of the
HRIS in banks and how it is useful to the bank and its employees and thereby increasing
the banks' efficiency.
International Journal of Management StudiesISSN(Print) 2249-0302 ISSN
(Online)2231-2528http://www.researchersworld.com/ijms/ Vol.–V, Special Issue-
5,August2018 [146]

Human Resource Information Management System

This article review research on human resource information system to establish the
current body of knowledge and to suggest some avenues for further research activities.
A human resource information system is mainly connected with information technology
for rendering services to human resource management. In the era of information,
communication & technology, organization management has been changed in the
present scenario known as the "digital era" Most of the human resource functions have
rapidly been changing by involving information technologies, (Hendrickson, 2003),
(McCrindle, 2006), (Nishad Nawaz Maditheti, 2017), HR has a new phase of HR
processes and practices such as e-recruitment, e-performance, e-learning, e-selection,
and other areas to replace the more traditional ones(Gueutal, H.G., and Stone, 2005),
(Nishad Nawaz and Anjali, 2012). The present period concepts like virtual or electronic
HRM denote the latest phase of usage of HRIS. A large number of institutions are
leaving the traditional personnel management function and moving towards modern
approaches of human resource information systems (Brien, 2008). The knowledge
economy focusing the organization to go with digital human resource,(Nishad Nawaz
Maditheti, 2017), the human resource management issues are a concern for all levels of
the line-mangers, because they have reached their goals in-time, which required
effective and efficient manpower (Dessler Gary, Cole Nina D., 2008), in meanwhile (K.
S. Ball, 2001), (Schuler R.S., Jackson S.E., 2001), (Ostermann, H., Staudinger,
B.,&Staudinger, 2009) and (Mayfield M., Mayfield J., 2003) noted that one such major
changes are embedding of information technology in support of the HRM process.
Additionally, as per (Ulrich D, 1997) having human resource information systems
facilitate and improve human resource professionals own standing in the competitive
field. Another piece of work(Nishad Nawaz, 2013b) having a human resource
information system increase the human resource process effectively with the human

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resource department. For decades, there has been increased recognition of the need to
incorporate a wider range of personnel information to ensure an effective HRM decision-
making process (Tetz, 1974), (Nishad Nawaz, 2014). Human resource information
systems acting on more sophisticated information expert systems mainly support
decision-making in managing human skills (Ostermann, H., Staudinger, B.,& Staudinger,
2009), (Nishad Nawaz, 2014). The use of a human resource information system would
allow for the human resource function to become more efficient and facilitate better
information for decision making (Beadles, Lowery, Johns, Aston, & Ii, 2005), (Nishad
Nawaz, 2014). Usage of Information Technology has increased the effectiveness and
efficiency of all tenets like planning, recruitment process. human resource accounting,
training and development, and another process of human resource management (HRM).
Similarly, over time, human resource information system (HRIS) has become an
inseparable part of modern organizations (Kapoor, 2012), (Nishad Nawaz, 2013b),
(Nishad Nawaz and Anjali, 2012). The human resource information system facilitates the
human resource department with greater information processing, enhance
communication and reduce the human resource cost (Awazu, Y., &Desouza, 2003),
(Nishad Nawaz, 2012a), (Nishad Nawaz, 2012c). The computer-based information
technology serves heavily to the human resource information system applications, which
provide rapid information dissemination and feedback would be impossible by not having
computerized support, (Benjamin, Alan, and Benson, 1986), (Nishad Nawaz and Anjali,
2014), (Nishad Nawaz, 2014), (Nishad Nawaz, 2012a), (Nishad Nawaz, 2013b), (Nishad
Nawaz, 2012c), and (Nishad Nawaz Maditheti, 2017). Based on a systematic review,
this paper proposes a conceptual framework that can be used to know the human
resource information systems' contribution to human resource management services.
tps://doi.org/10.5296/jmr.v9i3.11488Journal of Management Research ISSN 1941-
899X 2017, Vol. 9, No. 3

2.4. Summary
This chapter reviewed the previous literature related to School Administration
Information Management System and innovation adoption. The literature to be reviewed
for this chapter includes the definition of SAIMS, the differentiation between electronic
School Administration Information Management and manual School Administration
Information Management, the applications of SAIMS and its related benefits for
organizations, the theoretical background of this study was described, and the factors
mentioned by previous studies that may influence the organizational adoption of SAIMS
were also presented. In the next chapter research model of this study, hypothesis
development, and methodology applied will be discussed.

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