Villanueva Gabao Institute Inc.

San Roque Bacon District

Sorsogon City

HUMAN RESOURCES MANAGEMENT

INFORMATION SYSTEM

A Research

Presented to;

Judy An Dioneda
TEACHER

In partial Fulfillment of the requirements

Jane D. Dollente
Student

School year 2019-2020

 ACKNOWLEDGEMENT

I thank all who in one way or another contributed in the completion of this
research. First, I give thanks to God for protection and ability to do work.

I would like to express my deepest appreciation to all those who provided me the
possibility to complete this report.  A special gratitude I give to our Teacher Ms. Judy An
Dioneda who gave me a chance to make this research.

Furthermore I would also like to acknowledge with much appreciation the

financial support of my family and who encouraged me and pray for me throughout the
time of my research.

Finally, my thanks go to all the people who have supported me to complete the
research work directly or indirectly.

Jane D. Dollente
 Abstract

This aims to review research on the topic human resource information system to
establish the current body of knowledge, in this regard, the researchers suggest some
promising avenues for future research and the study consists of a systematic review of
155 referred articles on human resource information system. The findings contribute to
a more holistic view of the topic and complement the study of human resource
information system. Additionally, a conceptual framework is proposed that aims at
guiding and informing future research activities. This study may not enable a complete
coverage of all articles in the field of human resource information system. However,
based on the selected research methodology, it seems reasonable to assume that the
review process covered a large share of studies available. And moreover to the best of
author’s knowledge, there is no systematic review on human resource information
systems previously published in academic journals. Keywords: human resource
information systems, HR acquire, HR develop, HR pay, HR retain, HR interact, systemic
literature review.
In today’s organizations Human Resource is considered as one of the key
resources of business organizations. The transaction processing layer of MIS in human
resource function deals with routine activities like attendance recording and payroll
calculations. The operational level activities also include maintaining the employee
records which is used as a basis for strategic layers. With the growing importance of
human resource management and increasing size of the organizations, maintenance of
employee related data and generating appropriate reports are the crucial aspects of any
organization. Therefore more and more organizations are adopting computer based
human resource management systems (HRMS). This paper is an attempt to design and
implement an MIS for the business organization and show how it helps in taking
management decisions related to management function especially for the top
management.
In today’s organizations Human Resource is considered as one of the key resources of
business organizations. The transaction processing layer of MIS in human resource
function deals with routine activities like attendance recording and payroll calculations.
The operational level activities also include maintaining the employee records which is
used as a basis for strategic layers. With the growing importance of human resource
management and increasing size of the organizations, maintenance of employee
related data and generating appropriate reports are the crucial aspects of any
organization. Therefore more and more organizations are adopting computer based
human resource management systems (HRMS). This paper is an attempt to design and
implement an MIS for the business organization and show how it helps in taking
management decisions related to management function especially for the top
management. Keywords Management Information System, Transaction Processing
System, Decision Support System, MIS Model.
With the increasing effect of globalization and technology, organizations have started to
use information systems in various functions and departments in the last decades.
Human resources management is one of the departments that mostly use management
information systems. HR information systems support activities such as identifying
potential employees, maintaining complete records on existing employees and creating
programs to develop employees’ talents’ and skills. HR systems help senior
management to identify the manpower requirements in order to meet the organization’s
long term business plans and strategic goals. Middle management uses human
resources systems to monitor and analyze the recruitment, allocation and compensation
of employees. Operational management uses HR systems to track the recruitment and
placement of the employees. HRIS can also support various HR practices such as
workforce planning, staffing, compensation programs, salary forecasts, pay budgets and
labor/employ .
 INTRODUCTION

A human resources management system (HRMS) or human resources

information system (HRIS) is a form of human resources (HR) software that combines
a number of systems and processes to ensure the easy management of human
resources, business processes and data. Human resources software is used by
businesses to combine a number of necessary HR functions, such as storing employee
data, managing payrolls, recruitment processes, benefits administration, and keeping
track of attendance records. It ensures everyday human resources processes are
manageable and easy to access.[1] It merges human resources 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. On the whole,
these ERP systems have their origin from software that integrates information from
different applications into one universal database. The linkage of its financial and
human resource modules through one database is the most important distinction to the
individually and proprietarily developed predecessors, which makes this software
application both rigid and flexible.
Human resource information systems provide a means of acquiring, storing,
analyzing and distributing information to various stakeholders. [2] HRIS enable
improvement in traditional processes and enhance strategic decision-making. [2] The
wave of technological advancement has revolutionized each and every space of life
today, and HR in its entirety was not left untouched. Early systems were narrow in
scope, typically focused on a single task, such as improving the payroll process or
tracking employees' work hours. Today's systems cover the full spectrum of tasks
associated with human resources departments, including tracking and improving
process efficiency, managing organizational hierarchy, and simplifying financial
transactions of all types. In short, as the role of human resources departments
expanded in complexity, HR technology systems evolved to fit these needs.

The Human Resource Information System (HRIS) is a software or online solution

for the data entry, data tracking, and data information needs of the Human Resources,
payroll, management, and accounting functions within a business. It is useful for all
processes that you want to track and from which you hope to gather useful and
purposeful data.
Normally packaged as a database, hundreds of companies sell some form of HRIS and
every HRIS has different capabilities. Pick your HRIS carefully based on the capabilities
you need in your company. As HRIS have become increasingly sophisticated, the
choice has become enough to practically paralyze an HR department.
Watching a technology company, where computer experts exist, go through three
different HRIS systems in ten years before finally settling on their current system, was
an education in their complexity. This is why choosing an HRIS is a major undertaking
for a business.
Key Considerations as You Look at Your HRIS Options
The selection of an HRIS is a stressful situation as so many options exist. Picking the
options that are best for your needs at your company is challenging. Wading through
the information provided by each system is challenging, too.
The salespeople are often commissioned salespeople who verbally may tell you that the
system will meet your needs. Make sure you check this out with multiple sources
including current customers, online discussion groups, LinkedIn, other SHRM members,
and Google reviews.
These are the other factors to consider as you select your HRIS.
 Remember that even if your company is only a few people today, it may have
twice that many or even 10 times that many employees in the future, so pick a
system that can grow with your business.
 Another key factor that you must consider is that many HRIS are able to
accomplish only part of what you need automation to accomplish. In these cases,
you will want to make certain that the components of any add-ons or additional
systems work together flawlessly. Again, don't take the salesperson's word about
the systems working together. Do your research.
 Check also to see what kinds of training and ongoing support are available for
your staff. You should also ensure that the sales consultant's promises about
training and follow-up following the purchase are written right into your contract to
purchase the HRIS. And, check with other organizations to make certain that
your selected company has a track record of ongoing, helpful support.
Expected Functionality of Better HRIS Choices
Typically, the better Human Resource Information Systems (HRIS) provide overall:
Management of all employee information:
Data such as names, titles, addresses, and salaries are a basic start. Salary and
position history, reporting structures, performance appraisal histories, and other critical
employee information.

Company-related documents: 
This includes such items as employee handbooks, emergency evacuation procedures,
and safety guidelines.
Benefits administration: 
You will want benefits administration including enrollment, status changes, and personal
information updating. In an ideal system, you can allow employees to look up and
review their own information, including vacation tracking.
Complete integration with payroll:
This integration will also include other company financial software and accounting
systems. When these are connected, you can ensure that paychecks are correct. There
is never a disconnect between what the official pay rate is and the information that
payroll has. If the systems don't integrate, it's easy to update a salary in one system and
not in the other.
Applicant tracking and resume management:  
When your system is seamless, the recruiter can click a hired button and all of the
information from the applicant is transferred to the employee side of things. This saves
so much time because your data entry and paperwork practically disappear.
If an applicant puts in his own information when applying, you can ensure accuracy.
If the offer letter is generated out of the same system as the payroll system, the salary
will match perfectly and there is no misunderstanding.
Performance development plans:
It's not just enough to have plans if they are recorded in a central system, then they can
easily follow the employee from position to position. Senior leadership can run reports to
see where people are and what their individual bosses are planning in terms of
succession planning for their futures.
Disciplinary Actions:
It's important to keep track of who has been suspended, demoted, or had other negative
actions taken against them noted—even after the employee leaves your organization.
When a company calls and asks for a former employee reference, it's easy for an admin
in the HR department to look up and report back whether or not the person is eligible for
rehire.

Training records: 
This is especially critical in a company where certifications and licenses are required. In
other companies, training records may not have that level of importance, but you may
still find that having the information is useful as you develop your employees, a key
factor that they want from work.
In summary, the HRIS that most effectively serves companies tracks this information:
 attendance and PTO use,
 pay raises and history,
 pay grades and positions held,
 performance development plans,
 training received,
 disciplinary action received,
 personal employee information, and occasionally,
 management and key employee succession plans,
 high potential employee identification, and
 applicant tracking, interviewing, and selection.

Benefits of the Right HRIS

An effective HRIS provides information on just about anything the company needs to
track and analyze about employees, former employees, and applicants. Your company
will need to select a Human Resources Information System and customize it to meet
your needs. If your company is on a growth path, choose a system that can grow with
you.
It's fairly inexpensive to implement a basic HRIS, but make sure whatever you
implement meets your company's actual needs. Do you want to be able to run turnover
reports? Post organizational charts?
Allow managers to electronically access previous performance appraisals? Do you want
everything to have to be done through the HR department or would you like managers
to access the information themselves?
With an appropriate HRIS, Human Resources staff enables employees to do their own
benefits updates and address changes, thus freeing HR staff for more strategic
functions. Additionally, data necessary for employee management, knowledge
development, career growth and development, and equal treatment is facilitated.
Finally, managers can access the information they need to legally, ethically, and
effectively support the success of their reporting employees. They can run their own
reports and enter plans into the system to help with succession. 
The Human Resource Information System (HRIS) is a software or online solution for the
data entry, data tracking, and data information needs of the Human Resources, payroll,
management, and accounting functions within a business.
Normally packaged as a database, hundreds of companies sell some form of HRIS and
every HRIS has different capabilities. Pick your HRIS carefully based on the capabilities
you need in your company.
A human resource information system (HRIS), sometimes referred to as human
resources management system (HRMS), is software that provides a centralized
repository of employee master data that the human resource management (HRM) group
needs for completing core human resource (HR) processes.
Human Resource Information System or Human Resource Management System
(HRMS), is basically an intersection of human resources and information technology
through HR software. This allows HR activities and processes to occur electronically.
To put it another way, a HRIS may be viewed as a way, through software, for
businesses big and small to take care of a number of activities, including those related
to human resources, accounting, management, and payroll. A HRIS allows a company
to plan its HR costs more effectively, as well as to manage them and control them
without needing to allocate too many resources toward them.
In most situations, a HRIS will also lead to increases in efficiency when it comes to
making decisions in HR. The decisions made should also increase in quality—and as a
result, the productivity of both employees and managers should increase and become
more effective.
Human Resources Information Systems (HRIS) are systems used to collect,
record, store, analyze and retrieve data concerning an organization's human resources,
but it is not merely reduction of administrative procedures. The importance of HRIS
system is multifaceted, ranging from operational assistance in collecting, storing and
preparing data for reports, simplifying and accelerating the processes and controlling
the available data, reducing labor costs for HR departments, and providing timely and
diverse information to the management of the company, based on which it is possible to
make quality strategic decisions related to human capital. The aim of this paper is to
highlight the importance of HRIS and to give a comprehensive insight of the subject.
Special focus in the paper will be on companies in Serbia, which have started to apply
this concept, but in most situations not widely, but just partially. They must be aware
that positive results can be expected only if this subject is approached in the right way.
 Human Resource Information System or HRIS manages the policies, processes,
and people in an organization. Its powerful set of features work together to tackle the
multi-faceted complexities of HR processes. Every HRIS comes with an array of so-
called ‘indispensable features’ that are said to cover other vital processes and services.
The Management Information System is a collection of men, tools, procedures
and software to perform various business tasks at various levels in the organization.
Many organizations have separate MIS departments which are involved in maintaining
records, performing transactions, report generations and consolidation of the important
information which will be supplied to the various levels of the management. MIS
primarily serves the functions of controlling and decision making at the managerial level.
MIS has three basic levels: operational, middle management and top management
where the information is passed from bottom to top. This paper is an attempt to design
and develop the Management Information System (MIS) for Birla Corporation Limited,
which involves Attendance Capturing & Recording System which will be used in
monitoring the staff, control over the irregularities and reporting to the top management
and show how it is useful in decision making at top level [9]. The Management
Information System (MIS) has evolved as an important tool and technique in business
management area in the current opportunities and business threats. Right information at
right time in right format will decide the managements’ Human resource decisions [2].
MIS is one of the important functions of management. In the 21st century the
organizations need the information which is accurate, timely and reliable. The MIS plays
an important role in providing the information required for crucial decision making which
affects directly to the performance of the organization.
MANAGEMENT INFORMATION SYSTEMS (MIS)
It is important to coordinate and control major functions, departments and the business
processes in an organization. Each of these functional departments has its own goals
and processes and they obviously need to cooperate in order for the whole business to
succeed. Firms achieve coordination by hiring managers whose responsibility is to
ensure all the various parts of an organization work together. The hierarchy of
management is composed of senior management which makes long term decisions,
middle management which carries out programs and plans and operational
management which is responsible for monitoring the daily activities of the business.
Each of these groups has different needs for information given their different
responsibilities (Laudon & Laudon, 2009). Management information system (MIS) is
designed to assist managerial and professional workers by processing and
disseminating vast amounts of information to managers’ organization-wide (Alavi &
Leidner, 1999). Management information system supplies information for strategic,
tactical and operational decision making to all subsystems within the organization. This
information provides an essential part of the feedback control mechanism in these areas
and is necessary for the realization of subsystem objectives (Curtis & Cobham, 2002).
Management information system is any system that provides information for
management activities carried out within an organization. The information is selected
and presented in a form suitable for managerial decision making and for the planning
and monitoring of the organization’s activities.
HUMAN RESOURCES INFORMATION SYSTEMS (HRIS)
 Along with the upsurge of computerized management information systems (MIS) in
industrialized countries’ enterprises in the 1980s, HR functions increasingly started to
deploy human resource information systems in their daily work. HRIS were primarily
seen as MIS 54 sub functions within HR areas intended to support the “planning,
administration, decision making, and control activities of human resource management.
During the 1990s, along with the adoption of more complex HR practices focused on a
company’s overall performance goal, HRIS correspondingly evolved into more
sophisticated information expert systems featuring analytical tools to support decision-
making in managing human capital (Ostermann, Staudinger & Staudinger, 2009).
Information technology in the past decade drastically changed the human resources
function. Providing support for mainly administrative activities such as payroll and
attendance management in the beginning, information technology today enhances
many of the recruitment function’s sub processes such as long and short-term
candidate attraction, the generation, pre-screening, and processing of applications or
the contracting and on boarding of new hires. Online job advertisements on corporate
web sites and internet job boards, online CV databases, different forms of electronic
applications, applicant management systems, corporate skill databases, and IS
supported workflows for the contracting phase are only few examples of the various
ways by which information systems today support recruitment processes (Keim &
Weitzel, 2009). In HR planning process it is easier to follow workforce gaps, the quantity
and quality of the labor force and to plan future workforce requirements with the help of
HR knowledge systems (Dessler, 2005). HRIS can support long range planning with
information for labor force planning and supply and demand forecast; staffing with
information on equal employment, separations and applicant qualifications.
The Management Information System is a collection of men, tools, procedures and
software to perform various business tasks at various levels in the organization. Many
organizations have separate MIS departments which are involved in maintaining
records, performing transactions, report generations and consolidation of the important
information which will be supplied to the various levels of the management. MIS
primarily serves the functions of controlling and decision making at the managerial level.
MIS has three basic levels: operational, middle management and top management
where the information is passed from bottom to top. This paper is an attempt to design
and develop the Management Information System (MIS) for Birla Corporation Limited,
which involves Attendance Capturing & Recording System which will be used in
monitoring the staff, control over the irregularities and reporting to the top management
and show how it is useful in decision making at top level . The Management Information
System (MIS) has evolved as an important tool and technique in business management
area in the current opportunities and business threats. Right information at right time in
right format will decide the managements’ Human resource decisions. MIS is one of the
important functions of management. In the 21st century the organizations need the
information which is accurate, timely and reliable. The MIS plays an important role in
providing the information required for crucial decision making which affects directly to
the performance of the organization. II. Problem Statement The researcher has
proposed the study on ‘Role of Management Information System (MIS) in Human
Resource’ with respect to Birla Corporation Limited. The selected organization is of a
large scale in terms of size, area and manpower requirement. After preliminary study it
was felt to develop an advanced information management system for various
functionalities specifically maintaining attendance by computerized methods and
generating management information reports for top management and middle level
management.

Objectives of HRIS

The basic objective of HRIS is to help and support the human resource management
department to function as an efficient and responsible area for managing the human
resource of the organization providing perfect, timely, accurate and dependable
information for decision making, policy framing and analysis.
The other secondary, though principal objectives of HRIS can be summarized as under.
• Identification of HR information need for every functional area of the organization.
• Creation of a comprehensive data base to fulfill these needs.
• To make the desired information available in the right form to the right person and at
the right time.
• To develop complete functional specification for the HRIS.
• Designing necessary transaction processing and updated information.
• To use the most efficient method of processing data.
• To identify retrieved and reporting needs of information.
• Developing pertinent supporting documentation.
• To provide necessary security and secrecy for important and confidential information.
• To keep the information up-to-date.
 METHODOLOGY

The purpose of the study is to determine the relationship between the satisfaction of
employees from HRIS and their perceptions of HRIS. Another aim of the study is to
reveal the perceptions of employees for the dimensions that constitute HRIS and
explain the points that should be developed. Also, it is aimed to reveal that if the HRIS
perceptions of employees show difference or not according to their demographic
qualifications (age, gender, seniority, position, education). The research has importance
to determine the contribution and success of using HRIS for HR employees. With the
results of the research, it is possible to give valuable insights about the importance of
using HRIS and the satisfaction level of HR employees from this system. There is a lack
of empirical study in the related literature. By considering the need of empirical studies
in this field, it is obvious that both the theoretical and empirical results of this research
will give an important contribution to the related literature.
Sample and Data Collection HR employees from different sectors participated to the
research between January, March 2012. The method of the research sampling is
“purposive sampling” which gives the researchers to use their own judgment to select
suitable people for the sample (Balcı, 2004). Two scales were used in the
questionnaires as measurement instrument of the research. The first scale has 4
dimensions and 22 items that measure HRIS. The scale was translated to Turkish by
the researchers and used as with 3 dimensions and 22 items in the research 56
according to face validity. Face validity is a judgment by scientific community that the
indicator really measures the construct (Neuman, 2004). The second scale has 3 items
that measures HRIS satisfaction. The questions about social demographic qualifications
such as gender, education, seniority, position and age were included to the items for
measuring HRIS and the questionnaire form was developed.
The questionnaires were sent to employees via e-mail and collected by the same way.
Questionnaires were sent to HR employees who are working in different sectors such
as pharmacy, fast-moving consumer and banking. 78 HR employees replied the
questionnaires from these sectors.

Data Analysis

The items of HRIS perception and HRIS satisfaction scales were presented using a five-
point Likert item as “1: strongly disagree” and “5: strongly agree”. Data was analyzed by
SPSS for Windows 18.0 package program. Firstly, Kolmogorov-Smirnov test was used
to determine the normality of data and the results showed that data was distributed
normally and it is possible to make parametric tests. Cronbach alpha reliability value
was computed in order to find the reliability of the scale. The reliability values are 0.961
for HRIS perception scale and 0.829 for HRIS satisfaction scale. The reliability values of
both scales are high for researches in social sciences (Kalaycı, 2005). Descriptive
statistical analysis (arithmetic mean and standard deviation) and Pearson correlation
test were used to determine the relationship between HRIS perception and HRIS
satisfaction. Also, t-test and one-way ANOVA test were used to determine the
differences according to demographic qualifications.

Research Hypothesizes

In this research, the relationship between the satisfaction of employees from HRIS and
their perceptions of HRIS are analyzed, furthermore it is tested whether or not these two
variables differ according to demographic variables such as position, gender, education
level and age.

The main hypothesizes of the research are given below:

 There is a relationship between the satisfaction of employees from HRIS and

their perceptions of HRIS.
 Employees’ perceptions of HRIS show difference according to their position.
 Satisfaction of employees from HRIS shows difference according to their
position.
 Employees’ perceptions of HRIS show difference according to their genders.
 Satisfaction of employees from HRIS shows difference according to their
genders.
 Employees’ perceptions of HRIS show difference according to their education
levels.
 Satisfaction of employees from HRIS shows difference according to their
education levels.
 Employees’ perceptions of HRIS show difference according to their ages.
 Satisfaction of employees from HRIS shows difference according to their ages.
 Review Literature
In order to meet the objective of research literature review ,survey(interview and
questionnaire) and cases were used as source .An appropriate literature review provide
available literature .The general purpose of reviewing the related study is to develop a
thorough understanding and insight into the work already done and areas left untouched
or unexplored . These studies also enable to search out many more related problems as
suggestions for future research. It is presumed that the survey of such studies will make
the present investigation more direct and up to the point. So, the different studies
investigating most of the aspect on the subject published in the form of books, articles
and research papers have been studied. The important among these have been briefly
reviewed as follows:
Tannenbaum, S.I. (1990) “Human Resource Information Systems”, An HRIS is a
systematic procedure for collecting, storing, maintaining, retrieving and validating data
needed by an organization for its HR. Raymond McLEOD,JR.,GERARDIVE De
SANCTIS (1995) “A Resource-Flow Model of the Human Resource Information
System”,
Raymond McLEOD,JR.,GERARDIVE De SANCTIS proposed a resource-flow
model of the HRIS ,based on System theory ,as a Framework for organizing and
assessing HRIS Components. The Model views applications in terms of activities that
are performed as personnel flow through a firm. The HRIS is the most recent
functionally oriented information systems .HRIS is computer-based application software.
The term HRIS is used in two different ways. One use regards it as an organizational
unit and other use regards the HRIS as an entire computer based applications that
process human resource information. According to this view Human Resource
Information System can be defined as “a computerized tool for the collection, storage,
maintenance and retrieval of information about people and their job”. As such, the HRIS
is an example of a functional system, similar in organizational positioning to the
marketing information system, the manufacturing resource planning system and the
accounting information system.
Kenneth A. Kovach, Allen A. Hughes, Paul Fagan, and Patrick G. Maggitti (2002)
,“Administrative and Strategic Advantages of HRIS”, Employment Relations Today
In this paper authors focus on HRIS as decision tool .In todays era HRIS is seen as an
advanced business instrument that shows homogeneity in collecting information about
and for a company‟s employees. As technological advancements redesign the
workplace, the significant use of data or records as information is becoming more and
more important and vital. Thus by successful implementation of HRIS, it is observed
that the business is moving towards a fully active judgmental tool.
Today, however, HRIS would be more accurately viewed as a hybrid of several
traditional types of information systems. The current HRIS include features of
transaction processing systems (TPS), communication systems, decision support
systems (DSS) and systems with elements of artificial intelligence. Interactive voice
response (IVR) is the latest method being adopted by many firms to allow employees to
update their HR information. This includes common tasks such as updating address
information, changing beneficiaries on life insurance, planning for retirement, updating
health-plan information, reporting on life events such as the birth of a child etc. It
became clear, as HRIS took hold in the corporate culture that a quality HRIS could
provide valuable information to the organization in managing one of its most valuable
assets: the organizations human resources. The HR software applications are able to
provide detailed information in a variety of areas. Through the proper management of
HR records, the business units are now able to perform calculations that have effects on
the business as a whole.

The authors of this paper look for an expanding opportunity for HRIS in the
future. They state that, HRIS will not only benefit employees and managers, but also
suppliers, consultants, benefit providers, and others, as more and more users become
connected wirelessly.
HRIS is an excellent example of an area where businesses can capitalize not
only on administrative cost savings, but also on leveraging a strategic advantage
through information gathering, processing, and sharing.
Nicholas Aston Beadles II& Christopher M.Lowery (2005) ,”The impact of Human
Resource Information Systems: An Exploratory Study in the Public Sector “In this article
author proved that HRIS decreases cost, improves communications and decreases in
time spent on mundane activities should create an environment where in the Human
Resource (HR) department would play a more strategic role in the organization. The
idea has been that HRIS would allow for the HR function to become more efficient and
to provide better information for decision making.
Kristine Dery,David Grant and SharnaWiblen(2006),”Human Resource
Information Systems(HRIS):Replacing OR Enhancing”, In this article author found that
the implementation and use of HRIS is being hindered by three main
challenges :maintaining organizational attention, addressing the complexities
associated with people management and managing user acceptance of the change
associated with the system. This challenge demonstrates that the material, functional
characteristics of technologies such as HRIS are complex and make them difficult to
introduce and operate.
Harekrishna Mishra (2006)“Role of Human Resource in Information Technology
alignment in organizations: A metric Based Strategic Assessment Framework” In this
paper author defined various metrics to evaluate alignment of organizations business
activities with HRIS. Information technology (IT) is increasingly becoming an important
factor and fundamental to support business processes in organizations. IT acquisitions
are quite productive in supporting transactions and in aiding coordination mechanism
provided the organizational resources and business processes are properly aligned with
the IT. However, many IT acquisition projects fail due to improper alignment of the
business process with IT. Role of human resource (HR) is quite critical to such
alignment process. It is important that acquiring organizations display HR capability to
support alignment process especially in the pre-acquisition stage to minimize the post
acquisition shocks. In this paper role of HR in IT alignment process is discussed through
some metrics during pre-acquisition stage. A framework is developed and causal
relationships among metrics are discussed. This framework is then tested for its fitness
and applied to a case for appreciation.HR involvement is an important aspect in all the
stages of IT acquisition process. In order to ensure a better and effective use of the IT
acquired, HR involvement is required the most in the reacquisition stage in order to
effectively manage subsequent stages. Policy, attitude of strategic decision makers,
decision making style in the organization; perception of users on IT (fear of losing
importance and/ or anxiety to use technology) also influence end-users in accepting IT.
In this paper they discussed a model that an organization can apply to assess its
internal preparedness to manage the IT acquisition process. Application of the model in
the cement company revealed many important reasons behind the current status of IT.
The model stressed the importance of strategic and tactical level managers to
understand the processes in the pre acquisition stage and then organize a measuring
tool to monitor the acquisition process. Studying only the pre acquisition stage is the
limitation of the study and therefore, in the next stage of the research it is intended to
expand the horizon of this model and apply it for the IT acquisition stage and Post
acquisition stage.
SandeepKrishnan,Manjari Singh (2006-07)“ Issues and Concerns in the
Implementation and Maintenance of HRIS” This paper looks at the issues and concerns
faced by Indian organizations in implementing and managing HRIS. In this study, the
critical success factors and weaknesses in various stages of implementing an HRIS are
explored. The problems are rooted in mainly two factors .One is the fact that HR
department lacks knowledge about HRIS and hence is not able to clearly elucidate the
requirement of the system .Poor assessment is a continuation of this problem .Second
is the lack of importance given to HR department in the organizations.
Flynn, Simone I(2008) “ Human Resource Information System”, This article focus on
Human Resource Information System and the way in which Human Resource
Information System is used by business organization to minimize human capital.
Business, governments and non-profit organizations around the world rely on human
resource information system (HRIS) to facilitate information sharing as well as facilitate
downsizing and reengineering efforts. In final analysis, HRIS increase competitiveness
in the marketplace by improving the efficiency of HR operations, produce more and
varied HR-related data and reports.
Majid, R. (2009) “Measuring the effectiveness of human resource information
system in the national Iranian oil company an empirical assessment”
In this study the author wants to focus more on evaluation of the effectiveness of the IS
system. End users satisfaction is main criteria to evaluate the effectiveness of the
system. The end user satisfaction depends on system quality, system use, information
quality, etc. By providing effective training about using the system an organization can
easily eliminate the entire paper work system of the organization or department. Growth
and development in Management support system leads voluntary use of ecommerce
systems is more common today.
The widely accepted IS model is based on satisfaction of end user. There is always a
pressure on IS units to give best services to the end users. There is always a debate in
timeliness of delivering quality services & the costs associated with it, however if the
Quality of IS service is provided it may decrease the costs linked with software
selection, application software maintenance, training ,education to enhance computer
literacy skills, etc. The effectiveness of IS can be measured at different parameters but
sustaining service level is a difficult task, it is critical from the point of effectiveness.
 Rao Purna Chandra (2009),”Role of HRIS in improving Modern HR operations”,
The HR will become vital source for managing future challenges. HRIS is a modern tool
to the better operations of HR. Hence, HRIS would soon be an integral part of HR
activities in all organization.
Business trends are changing day-to- day, for the betterment, more and more
organizations realize the importance of IT and enabled services. In this environment
major HRIS providers are concentrating on the small and middle range organizations as
well as large organizations for their products. They are also coming up with very specific
software modules, which would cater to any of their HR needs. Hence, HRIS would
soon be an integral part of HR activities in all organization. In a nutshell, the HR
manager should treat personnel not only as resource but also as assert, reward them
equitably, and integrate their aspirations with corporate goals through suitable HR
policies. Management views that the HRM function has an important tool to enhance
competitiveness for which the function must be used strategically. An effective HRIS
provides information on just about anything the company needs to track and analyze
about employees, former employees and prospective applicants. The company will
need to select a suitable HRIS and customize it to meet your needs. With an
appropriate HRIS, Human Resources staff enables employees to do their own benefits
updates and address changes, thus freeing HR staff (Empowering the personnel) for
more strategic functions. Moreover, data necessary for employee management,
knowledge develop- ment, career growth and development and equal treatment are
facilitated. Finally, Managers can access the information they need to legally, ethically
and effectively support the success of their reporting employees.
Sanjay Mohapatra (2009) “Framework for HRIS Implementation in Non-IT Sector”.In
this paper, a framework has been developed for successful implementation of Human
Resource Information System (HRIS) that would help in aligning business goals with
stakeholders‟ objectives. As one of the stakeholders, employees are keys to the
success of organization. Managing employees effectively and upgrading their skills
properly will result in increased collective performance at organizational level. The
author proposed following framework for successful implementation of HRIS Proper
selection of software: whether to select ready-made customized software or to develop
in house as per the organization‟s needs.
Data re-engineering: conversion of existing data into new system as per the
requirement. Implementation goals: Identifying the requirement and goals to be
achieved. Stakeholders involvement: proper training and provide required resources.
Status review by senior manager: to get status quo of the implementation and to do
required changes in plan and schedule.
Implementation project plan: predefined stages/phases to implement HRIS inform to all
the concerns.
Project Organization structure: make available required man-power as per the structure
mentioned for successful implementation of HRIS.
As seen in the paper, for implementing HRIS, the following things need to be
addressed, such as lack of management commitment, satisfaction with the status quo,
no or poorly done needs analysis, failure to include key people, failure to keep project
team intact, politics / hidden agenda, failure to involve / consult significant groups, lack
of communication, bad timing (time of year and duration).
 Matt Minahan (2010) “OD and HR”. In this paper author emphasizes on the
relationship between OD and HR. It also focuses on how IT and HR manager are useful
to form and implement the organization strategy and budget function. The purpose of
OD and HR together is to sharpen the boundaries of the system which brings
standardization in the system. It is the need of an hour to establish OD function
independently to know the boundaries and to work independently.
The days of HR staff being hired principally because they were people with good
listening skills are gone. The fashion toward activity based costing (ABC) is now
showing the true cost of overhead functions such as HR, and HR is responding by
making itself more appropriate to the business of the organization. Many HR staff are
now called business partners, often reflecting an inspirational goal, but quite distant
from the actual reality of their skills on the ground.
Integrating sustainability and globalization into the world of OD brings another set of
challenges. To play effectively as a free standing function, free of support from HR, OD
practitioners need: To understand and be effective at intervening in economic systems,
balancing productivity with innovation, sustainability, and diversity, new and better ideas
for progress, guided by diversity, development, and sustainability. To make sure that the
ecology has standings in all decisions.
KostadinkaToteva (2010) - “Electronic tool for analysis of employees
feedback” ,In this paper author focuses on the new tool which is used to get feedback
from the employees which is helpful to decide the future strategies of the organization.
Organizational culture, leadership, motivation, commitment and participation of
employees, etc. are critical success factors for change management, quality
management, strategy implementation and generally for higher efficiency and
performance of organizations. Along with the introduction of various management
techniques in organizations, the speedy development of Information and
Communication Technologies (ICT) provides huge opportunities for higher efficiency
and performance of company and HRM. Expert systems, data bases and business
intelligence tools have rapidly changed the business environment and the opportunities
for analysis, decision making and control. However, the successful business application
of Information and Communication Technologies and HRMS, as well as gaining the
desired company benefits strongly depends on their adoption by organizational leaders
and employees. Therefore, it is essential to have tools not only to communicate to
employees the corporate strategy, goals and tasks, but also to obtain their feedback
and ensure interactive communications as a regular practice in corporate management
and decision making.
HRMS is specialized software for HR management. It is designed on modular
principle and provides services to various HR activities. The main modules of the
system are divided into three groups - Additional modules – provide links to other
systems and generalized information for the business. Standard modules – serve the
operating HRM activities and are targeted for usage by HR specialists. Self-Services –
is a web-based module for the use of all employees. It supports operational tasks which
do not require HR specialists‟ involvement.
The Author also considers the importance of the proper human resources
management for the success of organizations in the knowledge society. It proposes a
new electronic tool as an extension of existing human resources management software
aimed at collecting objective and subjective feedback from employees. This new
module has increased essentially the potential of the whole HRMS.
Chamaru De Alwis (2010) “ The Impact of Electronic Human Resource
Management on the Role of Human Resource Managers” In this study, an attempt is
made to find out the background of the e-HR adoption in the Sri Lankan context and its
impact on the role of the HR professionals. 70 % of large scale businesses in Sri Lanka
have adopted a moderate level balance beyond that point. At the same time, budget
allocation for this adoption shows an improvement of usage within the year 2010-2012.
If an organization is going to adopt this, first of all they must evaluate employee
attitudes, organizational characteristics, culture and the way of collaborating those with
HR and IT. This adoption should not be done in an ad hoc way. It should be planned
and implemented in the proper manner. An organization should identify the suitability of
the select software through cost and benefit analysis, because it critically affects the
post performance of the whole system. The adoption of e-HR by HR professionals will
make a significant change in their roles by making them strategic partners in business.
Alok Mishra,, and Ibrahim Akman, (2010) “Information Technology in Human Resource
Management: An Empirical Assessment “,In this paper authors focus on challenges
before HR in global economy and how to cope up with the challenges using HRIS. It is
observed that HRMSs can meet the challenge of simultaneously becoming more
planned, flexible, cost-efficient, and customer-oriented by leveraging information
technology.
The industrial advances are being determined primarily by powerful demands
from human resource professionals for enhancement in speed, effectiveness, and cost
containment. Technology and HRM have a broad range of influences upon each other,
and HR professionals should be able to adopt technologies that allow the reengineering
of the HR function, be prepared to support organizational and workdesign changes
caused by technology, and be able to support a proper managerial climate for
innovative and knowledge-based organizations.
HRIS can support long-term planning with information for manpower planning as
well as supply and demand forecasts, separations and applicant qualifications, and
development with information on training program costs and trainee work performance.
It can also support compensation programs, salary forecasts, pay budgets, industrial
relations with information on contract negotiations and employee assistance needs.
Increasing globalization creates the environment more complex and competitive and to
cope up with the HRIS works as a decision making tool.
Singh, H.P., et al. (2011)“ Role of Human Resource Information System in Banking
Industry of Developing Countries”. The deployment of Human Resource Information
System (HRIS) in banking is the fruit of development of Information Technology (IT). It
has emerged as an important interdisciplinary tool to achieve vital organizational.

K.P.Tripathi (2011) “Role of MIS in Human Resource”. In this paper author has
emphasized on the use of MIS in HR. HR is considered as one of the key resources of
business organization.The transaction processing layer of MIS in human resource
function deals with routine activities like attendance recording and payroll calculations.
The operational level activities also include maintaining the employee records which is
used as a basis for strategic layers. With the growing importance of human resource
management and increasing size of the organizations, maintenance of employee
related data and generating appropriate reports are the crucial aspects of any
organization. Therefore more and more organizations are adopting computer based
human resource management systems (HRMS).
AkanshaChauhan, Sanjeev Kr. Sharma and TarunTyagi,(2011) “Role of HRIS in
Improving Modern HR Operations” .As per authors‟ view, use of Human Resource
Information Systems seems plays an important role in Human Resource Management
(HRM) because HRIS functions improve HRM in terms of administrative purposes and
analytical purposes. As a key component of an organization wide integrated information
system, a strategic 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. Final conclusion
made by authors, HRIS adds competitive value to the organization as a whole and to
the HRM department specifically.
David Grant et al (2011)“Human Resource Information Systems (HRIS): An
Unrealized Potential”. In this paper, the authors examine the ways in which HRIS might
be used in order to achieve contribution to organization strategy. Through this, analysis
of four Australian case study organizations found that the claimed potential of HRIS to
contribute to business strategy wass contingent on its overcoming one or more of three
key challenges. Initial findings from four case studies suggest that although new or
upgraded HRIS systems are being used to automate and devolve routine administrative
and compliance functions traditionally performed by the HR function, the potential for
this technology to be used in ways that contribute to the strategic direction of the
organization is not being realized. More specifically, our results suggest that the
opportunity to enhance HR‟s role as strategic partner as a result of the use of HRIS is
being hindered by three main challenges. The first challenge relates to the ability to
maintain the levels of senior management commitment and resources needed to
implement and manage new or upgraded HRIS. The second concerns managing the
complexity of the HRIS and its associated functionality. The third challenge stems from
barriers associated with the change processes associated with the implementation and
introduction of the new or upgraded systems.
Verma, S. and Gopal,R.(2011 )” The Implication Of Implementing Electronic –
Human Resource Management(E-HRM) Systems in Companies” . The objective of this
paper is to identify the challenges associated with the implementation and maintenance
of e-HRM systems and also to offer recommendations for enhancing the effectiveness
of e-HRM systems. The paper presents a comparative picture between the services vs
manufacturing sector w.r.t. the adoption of e-HRM systems in Indian companies. Over
the past decades the role of the personnel department has been transformed from that
of an administrator to more recently a critical component in the competitive success of
the business. Companies are leveraging human capital technologies for use by
everyone in the business. EHRM (Electronic- Human Resource Management) is a web-
based solution that takes advantage of the latest web application technology to deliver
an online real-time Human Resource Management Solution.
Through this research an endeavor has been made to identify the challenges involved
in achieving administrative/service excellence by companies through e-HRM and also
the challenges of moving towards performance excellence. By understanding and
overcoming these challenges, companies can be successful in achieving the primary
objective of any e-HRM venture i.e. to diminish costs of HR transactions, condense time
value and make resources easily available for utilization.
In India the pioneers adopting and apparently benefiting from the e-HRM initiatives have
been companies in the IT, BPO and retail banking sectors where employee numbers
run into tens of thousands. But now even traditional FMCG companies are following
suit. HR departments in many non-IT companies are also adopting e-HRM. Experts say
the basic reasons hampering the growth of HR outsourcing in India there is a significant
difference in the usage of e-technology between Services vs manufacturing groups for
these HR functions.
SyedaQussiaBatool and Dr.M.A.Sajid(2012) ,”Benefits and Barriers of Human
Resource Information System in Accounts Office and Azad Jammu and Kashmir
Community Development Program” .
In this paper the authors found out the barriers and benefits of HRIS. For this study,
authors collected responses from the account office and the people involved in the
activities of community development program.
Technology is completely changing the way we do things. The roles of HRIS are
increasing and become strategic. Availability of timely information, improvement in the
services played an important role. Although AJKCD and Accounts office implemented
the HRIS partially. The implementation of HRIS reduced the workforce, save time. It
enables the organization to improve their data and enhance the competitiveness. But
the implementation of HRIS also causes some problems such as lack of expertise,
technical problems, lack of funds, and time consumption by the untrained staff. Inspite
of barriers in implementation, HRIS has more positive effect on the organization
performance. Actually this is a newly implemented system and employees and
organizations are trying to understand and streamlining the system. HRIS made it
possible for the organizations to have employee development..It is easy for both
organizations to get the information from line departments and from the communities
timely and most influencing barrier is the lack of funds.
Md. SadiqueShaikh (2012)“Human Resource Information System(HRIS)
Designing needs for Business Application” .The Author developed three models in his
research paper for HRIS designing namely basic HRIS design model, HRIS hexagonal
and HRIS phase’s model. The author emphasized on the payback of HRIS engineering
and execution for all levels and domains of businesses; in the form of profitable
strategic HR and related business plans and decision, to forecast and to control HR
process inside and outside of business organization using HR-databases or HR-
Knowledgebase‟s, which includes information related to human resource maintained
and processed by HRIS.
Kamran Nazari, Saber Sharifi, Hameidrezahatamikhibari, Behroozsohrabi(2012)“,
The Role of Information Technology in Human Resource Management Function”. In this
paper a brief history of both information technology and human resource management
and its impact and consequences on human resource management functions are
explained. The conditions and opportunities in human resource management provides
IT application, has been studied. The correct use of information technology will improve
not only the future of human life but also the bugs in the past technologies.
 Using information technology in each of the functions, fields necessary to
identify, recruit selection, training and effective deployment of human resources will
ultimately improve the performance of human resources.
Advances in information technology means for more information on the organizations
that created and its circulation is also faster. Many of the old manual processes are fully
mechanized, these developments led to significant changes in occupational structure
and improve professional skill of staff.
Continuous variables can be organized and competitive environment requires the
use of modern information technology in the organization. The role of information
technology in the new organization is bold enough to many of the theorists, Managers
and decision makers to adopt the strategy of organizations associated with these
technologies.
YaseminBal, SerdarBozkurt, EsinErtemsir( 2012)“The Importance of Using
Human Resource Information Systems (HRIS) and A Research on determining the
success of HRIS”. In this article authors want to focus on need of HRIS at different
management levels. The top management is interested in identifying the manpower
requirements for long term business plans and goals. Middle management uses human
resources systems to supervise and evaluate the recruitment, allocation and
compensation of employees. Here HRIS supports various HR practices such as
workforce planning, staffing, compensation programs, salary forecasts, pay budgets and
labor/employee relations. The author here has applied HRIS perception to HR
employees in order to assess the effectiveness and use of HRIS in organizations. Firms
invest in information systems for the business objectives such as achieving operational
excellence, developing new products and services, attaining customer intimacy and
service, improving decision making, achieving competitive advantage and ensuring
survival.
The use of HRIS in organizations has various advantages for managers
especially in decision making processes. In this study, the HRIS perception and HRIS
satisfaction of HR employees were investigated. According to correlation analysis
results, positive and high level relationships were found among all dimensions of HRIS
and system quality, information quality and perceived ease of use which jointly
constitute HRIS success. The results of the research reveal that HR employees
perceive HRIS useful and they are satisfied with the system. Overall present research
provides valuable insights into the study of HRIS success.
Sunanda Sharma (2012) “Role of Information System in Human Resource
Management for Global Business Competitiveness”. In this paper, the author mainly
focused on importance of employee‟s records and its usage for HR management.
Application of information system in Human resource Management helps business
organization to compete with competitors. Human resource information systems (HRIS)
usage allows the human resource (HR) professional to become a strategic player.
By using following ways a business organization become successful and able to
compete with competitors in present scenario: Information Systems Supporting
Workforce Planning, Information Systems Supporting Labor Negotiations, Specialized
Human Resource Information Systems Software.
In general, the computerization of HRIS has resulted in an integrated database of
human resource files. Position files, employee files, skills inventory files, job analysis
and design files, affirmative action files, occupational health and safety files, and many
other human resource files are constructed in a coordinated manner using database
management systems software so that application programs can produce reports from
any or all of the files. Thus, the human resource management director can produce
reports listing likely internal candidates for open positions by running an application
program that queries position files, job requirements files and skills inventory files.
Maintaining human resource data in a variety of individual databases is less efficient
than storing it in one database and having all applications access the data as needed.
Alternate options to individual systems include: Enterprise resource planning (ERP),
many companies have invested in ERP systems, which handle human resource
management and other business functions. ERP should be evaluated to ensure th they
meet business information management requirements. Redesign, some companies
have made investments in an enterprise data model and new management information
systems to access common data. This option is not as costly as it might appear since
much of the analysis work will be required even if an ERP option is selected.
Companies should complete a cost benefit analysis to compare the cost of redesign
with the cost of ERP. Therefore, it can be stated that, application of Information System
in Human Resource Management can change overall position of any business
organization. It can make enterprise able to compete with other competitors at global
level.
ShammyShiri (2012) “Effectiveness of Human Resource Information System on
HR Functions of the Organization: A Cross Sectional Study”, In this paper the author
emphasized on the effectiveness and the importance of the use of HRIS on the HR
functions of an organization. It includes the top management, managers, and executive
of HR working in manufacturing, service and IT sectors. Results provide insights into
HRIS practice, its effects, effectiveness and shows that HRIS is of direct significance
verifies completeness of the HR function and also provides HR professionals with
opportunities to enhance their contribution to the strategic direction of the firm.
Through this study author observed that,71.15% of the participants highly agree and
28.85% agree that HRIS has helped in gathering, storing, and analyzing information on
HR. Out of 104 respondents, 78.85% agree that HRIS has deliver of strategic
competencies and increased administrative efficiency and 21.15% highly agree. From
the respondents, 84.62% agree and 15.38% highly agree that HRIS has made work
easier. A majority (78.85%) of the participants agrees and 21.15% highly agree that
HRIS has enhanced organizational performance. There is an equal response (50%)
highly agree and agree that HRIS has improved work environment. An equal (50%) of
the respondents agree and highly agree that it has helped decision-making process.
The study shows that the system is sometimes complicated and difficult to work, but it
has helped to align the HR practices with the organizational strategy, identify
improvement areas, and keep abreast with the current practices. It allows an
organization to assess and evaluate any gaps or potential risks and increase the
commitment of HR professionals to continuous improvement. On the whole, HRIS,
increases the efficiency of HR function, has helped to contribute the potentials of HR
Department towards the organization, developed the structure, payroll, time, and
attendance, appraisal performance, recruiting, learning management, training system,
performance record, employee self-service, scheduling, absence management,
systems, styles, reduced HR cost, increased motivation of the HR personnel, analyzed
the problems and solved them smoothly, provided and developed sound performance
appraisal systems, systematic job analysis, and smooth adoption of the changing mind-
set. A follow-up study can be done to see if more organizations have adopted HRIS, if
the extent of HRIS adoption is greater or if the HRIS is used for more strategic
purposes. By making the HRIS a part of the organization, the HR Department can
transform itself to be a strategic business partner.
Janet H. Marler and Barry D. Floyd (2012),”Database Concepts and Applications
in HRIS “ .The authors described about the database concepts and how database is
used for HR purpose using various software tools to make it more and more useful for
planning and decision making. Whether an organization purchases, leases, or develops
its HRIS, the data and the information it produces are stored and retrieved through a
database. Data are produced, stored, updated and used by HR employees and
managers on daily basis. Todays employee’s database is backbone of HRIS
application. HRIS transform data into information that is essential for business
operations and for decision making. Knowledge is different from data and information.
Knowledge gives idea how to use data, information for decision making. For example, In
HRIS fact about age, gender, and education are the data. Information created from this
data could include average age, gender ratio and number and types of graduates at
business level. Such data and information help HR manager, plan recruitment, schedule
training programs to bridge skill gaps and identify whether there may be employee
discrimination. Knowledge represents how HR manager can execute recruitment plan.
In the HR function, data about employees and jobs are the foundation of most of the
information that is vital to analyzing and making HR decisions. Knowledge, on the other
hand, constitutes knowing what information is needed from the database, and how to
use it to achieve HR objectives.
The queries can be used to support decision making. More sophisticated data analyze
and reports such as executive dash boards are produced from specialized databases
called data warehouses, and using business application software called business
intelligence (BI) software. Most of the functions of HRIS for decision making are depend
on database. Most of the ERP package which contains HRIS module used Oracle, My
SQL, DB2, Microsoft SQL Server as their DBMS.
The new way of acquiring an HRIS is called software as a service (SaaS).
Software as a service is a software licensing and delivery model in which software is
licensed on a subscription basis and is centrally hosted. It is sometimes referred to as
"on-demand software". SaaS is typically accessed by users using a thin client via a web
browser.
HumayunZafar (2013) “Human resource information systems: Information
security concerns for organizations” ,In this the paper author has emphasized on
information security. This study explored the under-researched area of HRIS and eHR
security issues. In the organization only authorized personnel are allowed to have
access to confidential data. It leads to employee centric culture, boost satisfaction and
morale, and more motivated and loyal workforce. A comparatively recent move toward
electronic human resource (e-HR) systems has allowed organizations to offer a
personalized interface to individual employees. The interfaces include ability to apply for
jobs, changing job-related benefits, and web-based training.
Confidentiality assures that private information is kept safe from unauthorized
individuals. It is critical for maintaining the privacy of the employees' personal
information. Information security, at times referred to as computer security, is defined as
the protection afforded to an automated information system in order to attain the
applicable objectives of preserving the confidentiality, integrity, and availability (CIA) of
information system resources. Accordingly, information security should be a critically
important issue of concern for today's HR personnel.
Privacy is categorized into three groups. The first is concerned with physical space or
protecting an individual's territory from being attack by unwanted objects. In the second
view, privacy is primarily concerned with the ability to make a choice without
obstruction. Finally, the third cluster is concerned with the flow of personal information.
Specifically, it highlights an individual's control over the attainment, disclosure and the
use of personal information.
The factors contributing toward HRIS and e-HR security are data evaluation, policies,
legislation/regulation and architecture. Comprehensive security architecture will
enhance HRIS and e-HR security.
NikhalAswanth Kumar, SanjanaBrijballParumasur (2013) “Managerial
Perceptions of the Impact of HRIS on Organizational Efficiency”. This study evaluates
the impact of the HRIS system on HR functions, time management, cost management,
managerial satisfaction and organizational efficiency. The results indicate that
managers have a fairly positive view of the impact of the HRIS on organizational
effectiveness with the greatest degree of confidence being placed on the impact of
HRIS on time management and on HR functions. The results confirm that a well
implemented and managed HRIS enables readily available information to be translated
into more information sharing, greater knowledge transfer and management.
Consequently, the HRIS has the potential to enhance the speed and quality of decision
making and the realization of the HR strategy, thereby enhancing organizational
effectiveness.
A HRIS brings about organizational effectiveness in the sense that the HR
department is more efficient and employees and management can access any of their
records online 365 days of the year whenever they need too. It removes the burden of
HR to carry out mundane requests from employees, thus giving HR staff more time to
spend on strategic tasks. It is also important to nurture the organizational culture
needed to support the new HRIS in the organization. The system should cater for all
business processes and tasks in order to reduce paperwork and enhance the
spontaneity and quality of decision and should be accompanied by a fast bandwidth. It
is also recommended that the HRIS can be implemented and managed in a manner that
facilitates the attainment of the overall HR strategy. It has the potential to enhance the
speed and quality of decision making and the HR strategy, thereby enhancing
organizational effectiveness.
HRIS has a very wide scope in banks of developing countries. It is applied in
personnel administration, salary administration, leave/absence recording, skill inventory,
medical history, performance appraisal, training and development, HR planning,
recruitment, career planning, negotiations etc. This would lead to the development of an
integrated HRIS platform for the whole organization.
2. Literature review
2.1 Strategic human resource
management
The MIS has more than one definition, some of which are given below:

1. The MIS is defined as a system which provides information support for decision
making in the organization.
2. The MIS is defined as an integrated system of man and machine for providing the
information to support the operations, the management and the decision making
function in the organization.
3. The MIS is defined as a system based on the database of the organization evolved
for the purpose of providing Role of Management Information System (MIS) in Human
Resource K P Tripathi Bharati Vidyapeeth Institute of Management, Kolhapur,
Maharashtra, India 58 International Journal of Computer Science and Technology,
information to the people in the organization.
4. The MIS is defined as a Computer based Information System. Thought there are a
number of definitions, all of them converge on one single point, i.e., the MIS is a system
to support the decision making function in the organization .
The MIS is defined as an integrated system of man and machine for providing the
information to support the operations, the management, and the decision-making
function in the organization. An MIS deals with information that is systematically and
routinely collected in accordance with a well-defined set of rules.
In other words, data collection is a planned activity for which resources are allocated
and rules are defined .
A. The Information Needs of Managers The common need basic to all managers is
an understanding of the purpose of the organization, its policies, programs, plans and
goals though the decisions may be according to the capacity of analytical approach of
using the information of the manager the information people need depends on type of
decision - structured or unstructured, organizational level they occupy and activities they
perform, factors critical to their success.
B. Features of MIS
1. In any organization managers will have varieties of task to manage. MIS is mainly
designed to take care of the needs of the managers in the organization.
2. Organizations will have different departments like marketing, production, sales,
inventory, maintenance etc. Each of these departments function individually and also in
relationship with other departments. Information is available in abundance. MIS aids in
integrating the information generated by various departments of the organizations.
3. MIS also helps in establishing mechanism to eliminate redundancies in data.
4. MIS as a system can be broken down into sub system; each sub system may be
programmed. This results in easy access of data, accuracy of data and information. It
helps in maintaining the consistency of data .
C. Necessity of MIS Managers play a key role in any organization. They are
responsible for taking decisions appropriate to the need of the market. Information
systems have become the main tool used by managers in decision making. Mangers
perceive information as the driving force to achieve success in any business. Hence
there is a need of MIS . The impact of MIS on the functions is in its management. With a
good support, the management of marketing, finance, production and personnel
become more efficient. A well designed system with a focus on the manager makes an
impact on the managerial efficiency. The impact is on the managerial ability to perform.
It improves the decision making ability considerably. IV. Overview of Organization Birla
Corporation Limited has number of plants, out of which, two at Satna (M.P.) - Satna
Cement Works & Birla Vikas Cement, Chanderia (Rajastan) - Birla Cement Works &
Chanderia Cement Works, and Durgapur (W.B) – Durgapur Cement Works & Durga
Hitech Cement and one at Raebareli (U.P). They manufacture varieties of cement like
Ordinary Portland Cement (OPC), 43 & 53 grades, Portland Pozzolana Cement (PPC),
Fly Ash - based PPC, Low Alkali Portland Cement, Portland Slag Cement, Low Heat
Cement and Sulphate Resistant Cement. The total employees in the plant are found
around 5200 of various categories. The system developed is used to maintain
attendance record for the same.
The following chart shows how MIS can be developed in an organization.
Management Information System (MIS) development model” V. Development of MIS
The development process of MIS relates with the long-term business plans of the
organizations. MIS requires resources like capital, time and capacity. The end result is
information in the form of reports. Most of the organizations do not recognize
information as a resource. They see information as a routine necessity. As an
organization grows, the information also increases manifold.
The MIS plans are developed concurrent to the business plans. An organization of any
size deals with numerous pieces of information.

Management Information System (MIS) may be developed using following ways:

1. Prototype method
2. Life cycle approach in the prototype method, initial methods are developed first. Once
implemented, the system is refined and modified as per new specifications.
This iterative process is followed till the system is accepted by the user. In life cycle
approach, the MIS development is carried out through different phases. The phases
are: Feasibility study, Analysis, Design, Implementation and Review. The choice of MIS
design is decided on the basis of nature of the system and its applications.

Thus the MIS is developed over time as the business increases.

A. Designing of MIS for Attendance Capturing & Recording System The main objective
of Attendance Recording System (ARS) is to ensure that the attendance (i.e. presence
or absence) of employees is accurately recorded and reported for computation of
payable days, overtime hours, festival allowances and payable ESI contributions etc.
International Journal of Computer Science and Technology
B. Responsibilities Following are the responsibilities assigned at various levels in the
organization.
1. Employing Activity’s Responsibilities
2. Approving official’s Responsibility
3. Timekeeping Responsibilities
Employing Activity’s Responsibilities: Time keepers shall ensure that:
1. Worker’s shift punch times are according to shifts allotted by corresponding
department HOD.
2. The recording and approval of time and attendance are performed timely and
accurately as required by worker’s allotted shift.
3. All required supporting documentation is available for audit purpose.
4. Procedural guidance manual is clear and adequate to ensure that time keeping are
correctly performed.
5. All corrections and adjustments are in accordance with corresponding department
list provided by department HOD.

Approving official’s Responsibility:

1. Normally, timekeeping responsibilities shall be assigned to individuals who are aware

of employee’s attendance and absence each day.
2. Timekeeper shall ensure that exceptions to the worker’s normal tour of duty are
recorded in a timely and accurate manner.
3. An alternate timekeeper shall be appointed to maintain time and attendance during
the absence of the primary timekeeper.

Timekeeping Responsibilities:

1. Timekeeping is a critical function, which may be performed by the individual

employee, Timekeeper, department’s HOD, or a combination of these individuals. The
timekeeping function requires the accurate and timely recording of time and attendance
data and the maintenance of related documentation.
2. Timely and accurate recording of all exceptions to the employee’s normal tour of
duty. An efficient employee Attendance Recording system makes for a smoother-
running organization. The ARS can contribute to an organization’s overall harmony and
efficiency. This automated system saves time for managers and employees, improving
their productivity. By eliminating manual record keeping, it reduces errors, avoiding
disputes. ARS integrates a company’s accrual policies and consistent awarding of
employee attendance.
The primary goals of ARS are to:
1. Establish an efficient workflow process for attendance authorization.
 2. Integrate time and leave data with HR, payroll and ERP systems, or to APIs for
electronic processing. 3. Ensure accurate and consistent implementation of pay and
leave policies.
4. Quickly and simply request leave or other scheduled absences.
5. Receive automatic notification of leave balances, as well as available vacation and
personal time, sick days and other leave benefits.

C. Decision Making at Top Level

A decision is basically resource allocation process that is irreversible except that a

fresh decision may reverse it or it may overrule the earlier one. A decision is a reasoned
choice among alternatives. The decision maker having authority over the resources
being allocated makes a decision. The decision can be of various types like simple
decision in which there is only one decision is to be made with many alternatives,
decision may be goal oriented; decision may be strategic or tactical. The decision
capacity involves intelligence, design, choice and implementation of decision maker.
The MIS designed in the study for Attendance Capturing & Recording for Birla
Corporation Limited mainly generates the reports like Daily Attendance, Monthly
Attendance, and Sick Report etc. on which the top management by receiving these
reports analyses and the decisions regarding shifting the priority of the job, observing
the performance and corrective measures are taken.
D. MIS Designed for Attendance Capturing & Recording System
MIS designed for Attendance Capturing & Recording System The main purpose of this
system is to capture the data and recording the attendance of the employee’s working in
the organization. For completion of this task a punching machine i.e. Punch Card
Reader is used. Each employee punched his card into the punching machine. The
punching machine reads his card no. And that particular time, on which the card is to be
punched. After that the whole data which is stored on the machine are captured by a
software .It describes the Machine No., location, memory used, status, record no., and
last update time. Captured data is to be load by using either Windows 2000 or Telnet
through the use of loader. When the captured data is to be completely loaded then we
requires to the processing of punched data. During the processing of punched data the
processed data is to be transferred in the database. In the proper working of this system
the Punch Card Reader machine, Auto data Capture software, loader, Processing of
punched data and transferring the processed data into the database plays an important
role. Firstly the employee punched his card into the punching machine. The card is to
be punched in the machine according to the shift on which employee do work.
Therefore the card is to be punched in the time of shift started, lunch in, lunch out and
when the shift ended. The punching machine reads employees card no. and that
particular time, on which the card is to be punched. After that 60 International Journal of
Computer Science and Technology IJCST Vol. 2, Issue 1, March 2011 the whole data is
captured by the Auto Data Capture software that, describes machine number, on which
the card is to be punched, location, memory used, status, record no. and last update
time. The captured data is to be loaded by the loader. We can load captured data by
using either Windows 2000 or Telnet through the use of loader. When the captured data
is to be completely loaded then we requires to the processing of captured data. For
processing of punched data we need to give the process start date i.e. the date of
processing loaded data, process unit i.e. the unit that is to be processed and process
day of employee. After giving these values it starts processing of punched data
automatically. If in any date the data is not exists then it displays a message that
punched data is not available on that date. If any employee punched his card more than
one times instantly then it automatically deletes double punched card. After processing
of captured data it displays the message that punched data processing have in
completed. If there are any mistakes in the processed data i.e. missing punched time
etc. then it can be eliminated by using missing punch correction form. If missing
punching exists in processed data then we required the transferring of punched data. In
the process of transferring the punched data we need to key in payment day of
employee, pay unit and the date of employee attendance. If the data is to be not
processed on that date then it does not transferred the data in the database. It
transferred whole data in the database.

After transferring of processed data into the monthly attendance database we can
perform various operations on it .
1. Getting daily attendance of employee according to their unit on which they are
working.
2. Getting attendance of employee in a range.
3. Getting monthly attendance of employee.
E. Reporting from the Designed
MIS The reports which are used by top management are generated from the above
MIS like Monthly Attendance, Card Replacement, Sick Report, and Monthly Voucher
Correction which are submitted to HR Manager and he takes proper decisions related
with Attendance Capturing & Recording.
The proposed system has following advantages :
1. Worker’s individual information is stored separately.
2. Searching of particular information became faster.
3. Generation of various reports made review process easy.
4. Due to user friendly interface the matter became easy to understand.
5. Password oriented system increased security of data.
6. There are facilities of full database backup and central control of user.
7. Well-defined authorization and security levels.
8. The developed system is on-line.
9. Economical.
F. Limitations The proposed system has following limitations:
1. If the punch card is not punched properly in the punching machine i.e. Punch card
Reader then it does not read accurate data.
2. This system works on punching machine therefore the Punch Card Reader must be
required.
3. If the punching machine does not read data properly then we need to feed it
manually.
4. An unauthorized worker may punch another worker’s punch card therefore it is
required that worker’s punches his punch card strictly in queue at every punching
machine and Time keepers are vigilant at every punching machine.

Problems with MIS

1. The most commonly identified causes of problems in MIS include:
2. Lack of top management support
3. Inadequate knowledge about information technology and software tools.
4. Improper selection of hardware and software tools.
5. Assumptions about information needs as users of information are unable to specify
their information requirements.
6. Lack of planning for MIS without proper coordination.
7. Lack of interest in users and resistance to change In order to prevent the above
problems, a properly structured MIS planning exercise is essential.

Conclusion
The paper entitled ‘Role of Management Information System (MIS) in Human Resource’
gives an impact on the important function of top management. It is also used to
generate the reports with the help of advanced technology having maximum
International Journal of Computer Science and Technology. Issue 1, March 2011
characteristics of good information by which the decisions are to be taken related with
the functionality of management decisions. The MIS model developed specifically helps
HR managers to keep the control on working of the staff at various levels. The system
has been tested for above module in Birla Corporation Ltd. The Reports generated are
as per the format by which it will help top management to take decision concerned with
human resource in attendance recording and capturing which is one of the basic needs
of any organization. Management Information System is required for managerial report
generation specialized tools; software and procedures are used to develop MIS in the
organizations. In the future Decision Support Systems for a particular domain can be
developed which can be used for decision support at top level management.
PRELUDE

Communication, information and knowledge are interrelated words. To be precise,

knowledge is not possible without pertinent and timely information and information,
without organized and regular communication, is worthless, undependable and simply
glut. Future organizations are going to be communication organizations. Communication
is the necessary foundation for organizing activities. It is the mortar that holds the entire
organizational edifice together. In the words of Lee Thayer, “Like all living systems,
organizations establish and maintain themselves through communication with their
environments and amongst their parts.” An organization comprises essentially two kinds
of resources: technical (raw material, equipment, capital) and human (work, ideas,
skills). Basically, an organization exists because by pooling resources, individuals can
accomplish potentially more together then they can singly. Two persons, working
together, can lift an object which is too heavy for either one of them to lift alone.
However, in order to lift the object, the two persons must work together and their efforts
need to be coordinated. If one lifted while the other rested, the object would not be
moved and the goal not accomplished.

Communication is what permits people to organize. It permits people to coordinate their

activities to accomplish common goals. It should be however, noted that communication
is more than mere transmission of information and transfer of meaning. It is not passing
or getting rid of information only. It is creating understanding, understanding with sense.
Communication as desired by organizations is not practically feasible without befitting
management information system (MIS). “MIS is a system that aids management in
making, carrying out, and controlling decisions. Decision making, including the process
leading up to decision, can be termed planning, and management can be defined as the
planning and control of the physical and personnel resources of the company in order to
reach 'y company objectives.” In the present age, the application of computers and
electronic gadgets have made scientific and industrial resource possible that could not
be imagined a couple of decades ago. It is computer which connected large number of
space programmed, complex calculations, and meteorology, military and commercial
activities. Not only this, they are widely used in engineering designs, architecture and
traffic control. The speed and accuracy with which computers can serve our purposes
cannot be fully explained. It is a bare fact that in recent years, computers have changed
the style and shape of entire mankind.
The extensive use of computer system has tremendously increased in the present day
industrial world. Computers are used for all managerial decisions regardless of
functions or departments. The MIS has been diverged into various functional systems.
MIS, HRIS etc. Any organization, to be effectively managed, depends on right and
timely decisions at various levels of hierarchy. Quality of decisions largely depends on
nature of information available for making decisions. It is for this reason that the design,
institution, functioning and monitoring of efficient information system is vital for the
effective working of any business organization.

Owing to intensive competition all over the world, the HRD people have started thinking
seriously about the redefinition of HRD activities and synchronizing them with the goals
of the organization. External individual to be cared about is ‘customer’ and internal
individual to be worried about is ‘employee’. The shift is from traditional hierarchical
structure to human networking; from control and coercion to democratization and
participation; from authority centre to responsibility centre and from top-down
communication to all-round communication. As a result of globalization, the
technological revolution is on rampage. New class of young HR officers, highly
equipped with IT knowledge is emerging. The decision making will be absolutely
quicker, prompter and data based. Information analysis and planning will be more
precise and accurate. There is a possibility of abolition of middle level management
because of increasing use of technology. Nowadays, the HRD person with a technical
background has necessarily become an important member of the organization.
Organizations must realize that the training and development programmers must be
centered around techno advancements. Technical learning requirements have
increased sizably. It is the most significant and startling aspect of HRD. Inter and intra-
organizational communication patterns are undergoing drastic change.

THE HUMAN RESOURCE INFORMATION SYSTEM

(HRIS) For number of reasons an HR manager needs to have a considerable amount of
data. An adequate, comprehensive and continuous information system is, therefore,
necessary for an organization.

There are several factors leading to adoption of computerized information system by

modem industrial organizations.
• Complexity and scale of compensation system.
• Intricacy of job description and job specification.
• Organizational structure and multi-plant locations of the company.
• Complexity of legal and statutory requirements.
• Innovations that are taking place in the field of management in general.
• Increase in the number, quality and degree of knowledge workers.
• The unwieldy volume of HR information that needs analysis, classification,
interpretation and use.
 The HR manager regularly needs data and information on all aspects of HRM. The
HRIS provides information for planning, controlling, decision making and preparing
reports. As stated earlier, the task of analysis of voluminous data has been considerably
simplified with the use of computers. This task ranges from preparation of pay-rolls to
retention of information. The HRIS manager must clearly understand the value and
significance of record keeping and reporting before he finally designs the HRIS. The
organizations have started accepting that HR function has been transformed from
simple record-keeping staff function to a pivotal and managerial function. Human
resources data and information have, now been converted into as many transaction
processes as possible and making them readily available and accessible to line
managers, top management team, government organizations and employees. This has
considerably resulted into reduction of time on routine administrative tasks and
elimination of number of positions which were needed previously to perform different
HR functions.
In India, the need for computerized HR system has been increasingly sensed because
of following insurgencies.

1. Pre-globalization industrial development: During 70’s and 80’s more and more
organizations developed, expanded and grew. The focus was shifted to productivity,
short-term working, temporary lay-offs and redundancies. As a consequence of this, the
organizations were forced to resort to some effective and efficient information system to
make sure about adequate HR information.
2. Post-globalization situation: Consequent upon the adoption of policy of LPG by
GOI, all large scale organizations felt the need of going mechanized through their
respective MIS. The HRIS was not an exception.
3. Legitimacy of reporting: The labor laws in the country and the countries of the
world have received attention of governments and have become strong and tight there
after. This has apparently accentuated the need for appropriate statistics.
4. Wide -scale use of technology: A varied number of conventional organizations had
to rethink to succumb to technology. This was possible and practical because of cost -
saving and efficiency characteristics of technology. The only way open to them,
therefore, was to go computer. Further, the easy availability of hardware has
tremendously improved in the last two decades. It is followed, now by application of
software’s. The HRIS today can be widely used as an organization wide decision
support system. The wave of globalization, the move from traditional to flexible and
nontraditional organization structure and increase in number of knowledge workers will
consolidate the HRIS.

Definition of HRIS:
According to Kavanagh, Guental and Tannenbaum, “A human resource information
system (HRIS) is the system used to acquire, store, manipulate, analyze, retrieve, and
distribute pertinent information regarding an Organization’s > human resources.” Thus,
the HRIS is a system designed to supply information required for effective management
of an organization. It is not simply hardware and HR - related software system, but also
includes people, forms, policies, 115 Chapter-4 procedures, data and information. In
simple words, “the HRIS is a systematic procedure for collection, storing, maintaining,
retrieving and validating the data and information needed by an organization about its
human resources, personnel activities and organizational unit characteristics.”

The Scope of HRIS:

The scope of HRIS is very vast and it encompasses information about the following sub-
systems.
1.Procurement sub -system information: Here, the advertisement module,
recruitment sources, applicant’s profile, selection procedure, appointment and
placement data are stored.
2.HR planning sub -system information: It includes information that could assist
human resource mobilization, career planning, succession planning and inputs for skill
development.
3.Personnel administration sub -system information: It is intended to keep personal
records of each employee as regards leaves, transfer, promotion, increments etc.
4.Training & Development sub -system information: It provides information for
designing course material, training schedule, training module, training methods, and
appraisal of training programmer etc.
5.Maintenance sub -system information: It is designed to contain data about health,
safety and welfare of employees.
6.Appraisal sub -system information: It contains information about performance
rating of employees which serves as input for transfer, promotion, increment,
succession planning and career planning etc.
7.Pay roll sub -system information: It consists of information concerning wages,
salaries, wage incentives, allowances, overtime etc.
8.Industrial relations sub -system information: It aims at offering information on
trade union, grievances, disputes settlements, awards etc.
9.Job analysis and design sub -system information: Since individuals are employed
for various jobs, it is essential to computerize various job related information and offer
redesigning. The computerized HRIS, virtually integrates the information relating to
various sub - systems of human resource management as discussed above.
 DISCUSSION

Why HRIS?
Entire management activity cycle revolves around human resource. The human factor
enjoys the position of centrality amongst all the factors of production. The information
resource, rightly used by and for this dynamic factor of production can enhance his
efficiency and effectiveness. People through HRIS can help business to improve its
operations, promote innovations, increase profitability and productivity and maximize
satisfaction of its employees. It helps in developing and maintaining the integrated work
culture and environment. As depicted in fig 4.2, HRIS supports the strategic, tactical and
operational use of the human resource of an organization. To take an illustration,
manpower planning and labor force tracking are many a times, considered as strategic
decisions of staffing. The labor cost analysis, budgeting and turnover analysis are
tactical by nature; and recruiting, workforce planning and scheduling are the operational
decisions of staffing area.

Describe the information to be collected, why the information is being collected, the
     
intended use of the information and with whom the information will be shared.

The Human Resources Management Information System (HRMIS) is a Social Security

Administration (SSA) certified and accredited General Support System (GSS) consisting
of several sub-systems that maintain SSA’s personnel actions, and time and attendance
information for all SSA employees.  The HRMIS GSS has two major subsystems, the
HRMIS subsystem, which we use to administer functions related to maintaining SSA’s
personnel actions, and the Mainframe Time and Attendance System (MTAS) for time
and attendance.

The HRMIS subsystem captures personnel actions received from the Federal Personnel
and Pay System (FPPS) that is transmitted to SSA from the Department of Interior’s
(DOI) National Business Center (NBC) and subsequently fed into a processing
application designed to capture essential SSA employee personnel information.  DOI’s
NBC is a Federal Agency responsible for processing SSA’s payroll and personnel
actions.    A subset of HRMIS information is extracted to the Human Resources
Operational Data Store for the generation of management information reports.
The MTAS subsystem supports the recording of daily time and attendance information
for all SSA employees and enforces SSA policy for time and attendance.  The MTAS
user population includes SSA timekeepers, certifiers, payroll liaisons and
administrators.   MTAS, using data received from the HRMIS subsystem for personnel
information (e.g., name, social security number), interfaces electronically with DOI
NBC’s FPPS to support the computation of pay.  MTAS includes daily and pay period
level accounting of all SSA employees’ time worked and absences.   MTAS data
interfaces within SSA support numerous management information activities, and
productivity accounting reporting and related uses. 

We disclose the information in the HRMIS GSS only as necessary to SSA officials and
employees who require the information to perform their official duties, or to the
individual that the information pertains as permitted by the Privacy Act, or as otherwise
permitted by Federal law.  The HRMIS GSS is not accessible to members of the
public.  

Describe the administrative and technological controls that are in place or that
  
are planned to secure the information being collected.

The HRMIS GSS has undergone authentication and security risk analyses. The latter
includes an evaluation of security and audit controls proven to be effective in protecting
the information collected, stored, processed, and transmitted by our information
systems.  These include technical, management, and operational controls that permit
access to those users who have an official “need to know.”  Audit mechanisms are in
place to record sensitive transactions as an additional measure to protect information
from unauthorized disclosure or modification.   SSA uses “TOP SECRET” to restrict
access to the data in the HRMIS GSS.

We protect the information in the HRMIS GSS by requiring individuals who are
authorized to access the information system to use a unique Personal Identification
Number.  In addition, we store the computerized records in secure areas that are
accessible to those employees who require the information to perform their official
duties.  Furthermore, all of the individuals who have access to our information systems
that maintain personal information must sign a sanction document annually that
acknowledges penalties for unauthorized access to, or disclosure of, such information.

Describe the impact on individuals’ privacy rights.

      

We collect information only where we have specific legal authority to do so in order to

administer our responsibilities under the Social Security Act.  When we collect personal
information from individuals, including employees and contractors, we advise them of
our legal authority for requesting the information, the purposes for which we will use and
disclose the information, and the consequences of their not providing any or all of the
requested information.  The individuals can then make informed decisions as to whether
or not they should provide the information.
Are individuals afforded an opportunity to consent to only particular uses of the
information?

When we collect information from individuals, including employees and contractors, we

advise them of the purposes for which we will use the information.  We further advise
them that we will disclose this information without their prior written consent only when
we have specific legal authority to do so (e.g., the Privacy Act). 

Organizations must treat information as any other resource or asset. It must be

organized, managed and disseminated effectively for the information to exhibit quality.
Within an organization, information flows in four basic directions as upward, downward,
horizontal and outward/inward (Haag & Cummings, 2008). Taking into account that
there is a huge amount of information flow in organizations, it will be possible to
understand the importance of information systems in organizations. The information
systems field is arguably one of the fastest changing and dynamic of all the business
processions because information technologies are among the most important tools for
achieving business firms’ key objectives. Until the mid-1950s, firms managed all their
information flow with paper records. During the past 60 years, more and more business
information and the flow of information among key business actors in the environment
has been computerized. Businesses invest in information systems as a way to cope
with and manage their internal production functions and to cope with the demands of
key actors in their environments. Firms invest in information systems for the business
objectives such as achieving operational excellence (productivity, efficiency, agility),
developing new products and services, attaining customer intimacy and service,
improving decision making, achieving competitive advantage and ensuring survival
(Laudon & Laudon, 2009).
MANAGEMENT INFORMATION SYSTEMS (MIS)
It is important to coordinate and control major functions, departments and the business
processes in an organization. Each of these functional departments has its own goals
and processes and they obviously need to cooperate in order for the whole business to
succeed. Firms achieve coordination by hiring managers whose responsibility is to
ensure all the various parts of an organization work together. The hierarchy of
management is composed of senior management which makes long term decisions,
middle management which carries out programs and plans and operational
management which is responsible for monitoring the daily activities of the business.
Each of these groups has different needs for information given their different
responsibilities (Laudon & Laudon, 2009). Management information system (MIS) is
designed to assist managerial and professional workers by processing and
disseminating vast amounts of information to managers’ organization-wide (Alavi &
Leidner, 1999). Management information system supplies information for strategic,
tactical and operational decision making to all subsystems within the organization. This
information provides an essential part of the feedback control mechanism in these areas
and is necessary for the realization of subsystem objectives (Curtis & Cobham, 2002).
Management information system is any system that provides information for
management activities carried out within an organization. The information is selected
and presented in a form suitable for managerial decision making and for the planning
and monitoring of the organization’s activities.
 HUMAN RESOURCES INFORMATION SYSTEMS (HRIS)
Along with the upsurge of computerized management information systems (MIS) in
industrialized countries’ enterprises in the 1980s, HR functions increasingly started to
deploy human resource information systems in their daily work. HRIS were primarily
seen as MIS 54 sub functions within HR areas intended to support the “planning,
administration, decision making, and control activities of human resource management.
During the 1990s, along with the adoption of more complex HR practices focused on a
company’s overall performance goal, HRIS correspondingly evolved into more
sophisticated information expert systems featuring analytical tools to support decision-
making in managing human capital (Ostermann, Staudinger & Staudinger, 2009).
Information technology in the past decade drastically changed the human resources
function. Providing support for mainly administrative activities such as payroll and
attendance management in the beginning, information technology today enhances
many of the recruitment function’s sub processes such as long and short-term
candidate attraction, the generation, pre-screening, and processing of applications or
the contracting and on boarding of new hires. Online job advertisements on corporate
web sites and internet job boards, online CV databases, different forms of electronic
applications, applicant management systems, corporate skill databases, and IS
supported workflows for the contracting phase are only few examples of the various
ways by which information systems today support recruitment processes (Keim &
Weitzel, 2009). In HR planning process it is easier to follow workforce gaps, the quantity
and quality of the labor force and to plan future workforce requirements with the help of
HR knowledge systems (Dessler, 2005). HRIS can support long range planning with
information for labor force planning and supply and demand forecast; staffing with
information on equal employment, separations and applicant qualifications.

The development of an HRIS should be a well thought-out process. HRIS should

consist of the following steps.
1. Planning of system: Planning of HRIS requires the identification of objectives of the
system. This, further requires a clear formulation of objectives of the organization,
spelling out of the activities required to be carried out, work relationships, work patterns
and their sequence; and above all, defining physical boundaries of the system. Thus,
this step involves the description in generalized terms of the course of action and the
limitations within which the system has to be designed.
2. Organizing flow of information: The system designer should study what is the
prevailing flow of information and compare it with what should be the flow of information.
He should also study how this gap could be removed.
This study should be based on following premises.
• The critical deficiency under which most managers operate is the lack of relevant
information.
• The manager needs the information he wants for decision making.
• If a manager has the information he needs, the decision making will improve.
• Better communication between managers will improve organizational performance.
• A manager does not have to understand how his information system works, only how
to use it. It should be noted that an information system cannot work exclusively in
isolation of other organizational subsystems. Otherwise, it would lead to certain
deficiencies. Therefore, the HRIS should be imbedded in overall management control
system. The system designer has to take the decision in respect of the number of files
to be maintained, the equipment to be used for processing of data such as manual,
electronic or automatic processing etc., the personnel to be employed for this purpose
and storing the information required on an exceptional basis. Above all, a cost-benefit
analysis of the system is essential.

Implementation if HRIS: This phase deals with the fitting-in of HRIS into the organization
structure.
• The old information flow may be allowed to continue as it is, and new system may be
installed to meet the requirement of the new operation.
• The old system may be scrapped completely and supplemented by the new one, and
• Phasing the installation of the new system and scrapping the old one. It is important to
appoint and train personnel for operating the HRIS. The procedures for actual
installation of the equipment to be used and development of the support facilities are yet
another major decision areas. Obtaining the printed formats and reports is the next task.
The most difficult part of this phase is amalgamation of the information system and the
organization structure. Since this stage is so crucial, we have taken ‘implementation’ in
greater depth on subsequent pages.

5 APPLICATION OF COMPUTERS IN HRIS:

The use of computers in HRIS can be as follows:
1.Job description: Produce printouts that describe jobs according to user specifications
and information input into the system. As a minimum job description includes job title,
purpose, duties and responsibilities, the computer programmer should allow the
authorized users to update and reform job descriptions.
2. HR planning: It forecasts demand for key jobs as well as employee turnover and
patterns of inter organizational mobility. It can be used to project future employee and
competency needs for staffing and developing activities.
3. Staffing: It refers to recruitment, selection and placement functions and can include
the following modules.
• Applicant tracking: - It tracks key information on job applicants and other relevant
selection process information.
• Job posting: - It provides a listing of open jobs within the organization. The listing
typically identifies title of the job, job location, primary responsibilities and job
requirements.
• Job requirements analysis: - This is the analysis of job duties and responsibilities to
identify competencies that predict effective job performance.
• Job - person matching: - This is comparison of competency assessments of
candidates with competency requirements.
4. Succession planning: It reports information on the availability of competent
candidates for key positions. It will help in identifying candidates for each key position
and the development needs of candidates where they fall short of the requirements for a
target job.
5. Training and development record: This will help track recommended training for skill
levels, training site availability, course schedules, enrollments, attendance, and
completion of course, trainer and trainee evaluation, results etc. It includes the
following:
• Career planning: - Career planning helps employees in understanding job options and
compares their competencies with the competency requirements of these jobs.
• Development needs analysis: - This type of analysis helps identify employees and
employee groups that will best benefit from training and development.
• Development advisor: - It provides feedback to employees by identifying gaps between
an employee’s competencies and job competency requirements of his current job.
6. Performance Appraisal: Through performance appraisal, managers know about the
standing of employees performance-wise, and direct them to achieve organizational
objectives and develop their individual competencies. It can also help devise
performance appraisal forms based on goals, standards and competencies required for
a job and record appraisal rating for employees on goals accomplishment and
competency assessment. This all is done through following.
• Performance assessment: - Through regular assessment of employees’ performance
the data about their competency can be kept up to date.
• Goals accomplishment: - Goals set beforehand, serve as mile stones. They help in
examining employees performances.
• Reward management: - It is through performance appraisal, that compensation
management can be turned scientific and judicious. Reasonability of payment of perks
and perquisites is justified and internal and external pay equity is satisfactorily
maintained. This ultimately helps in maintaining employee motivation and morale.
7. Job Evaluation: In modem times, the computer supported job evaluation helps
managers determine job evaluation points, classification levels and job hierarchies.
8. Culture Scenario: Employee attitude surveys provide data on composite profiles of
employee concerns etc. and help managers to take appropriate actions.

Describe the information to be collected, why the information is being collected, the
intended use of the information and with whom the information will be shared.

The Human Resources Management Information System (HRMIS) is a Social Security

Administration (SSA) certified and accredited General Support System (GSS) consisting
of several sub-systems that maintain SSA’s personnel actions, and time and attendance
information for all SSA employees.  The HRMIS GSS has two major subsystems, the
HRMIS subsystem, which we use to administer functions related to maintaining SSA’s
personnel actions, and the Mainframe Time and Attendance System (MTAS) for time and
attendance.

The HRMIS subsystem captures personnel actions received from the Federal Personnel
and Pay System (FPPS) that is transmitted to SSA from the Department of Interior’s
(DOI) National Business Center (NBC) and subsequently fed into a processing
application designed to capture essential SSA employee personnel information.  DOI’s
NBC is a Federal Agency responsible for processing SSA’s payroll and personnel
actions.    A subset of HRMIS information is extracted to the Human Resources
Operational Data Store for the generation of management information reports.
      

 Describe the administrative and technological controls that are in place or that
are planned to secure the information being collected.

The HRMIS GSS has undergone authentication and security risk analyses. The latter
includes an evaluation of security and audit controls proven to be effective in protecting
the information collected, stored, processed, and transmitted by our information
systems.  These include technical, management, and operational controls that permit
access to those users who have an official “need to know.”  Audit mechanisms are in
place to record sensitive transactions as an additional measure to protect information
from unauthorized disclosure or modification.  SSA uses “TOP SECRET” to restrict access
to the data in the HRMIS GSS.

We protect the information in the HRMIS GSS by requiring individuals who are
authorized to access the information system to use a unique Personal Identification
Number.  In addition, we store the computerized records in secure areas that are
accessible to those employees who require the information to perform their official
duties.  Furthermore, all of the individuals who have access to our information systems
that maintain personal information must sign a sanction document annually that
acknowledges penalties for unauthorized access to, or disclosure of, such information.

         Describe the impact on individuals’ privacy rights.

We collect information only where we have specific legal authority to do so in order to

administer our responsibilities under the Social Security Act.  When we collect personal
information from individuals, including employees and contractors, we advise them of
our legal authority for requesting the information, the purposes for which we will use
and disclose the information, and the consequences of their not providing any or all of
the requested information.  The individuals can then make informed decisions as to
whether or not they should provide the information.

Are individuals afforded an opportunity to consent to only particular uses of the

information?

When we collect information from individuals, including employees and contractors, we

advise them of the purposes for which we will use the information.  We further advise
them that we will disclose this information without their prior written consent only when
we have specific legal authority to do so (e.g., the Privacy Act). 

DISCUSSION

The HIRS implementation and control It should now be accepted that HRIS is the
prerequisite to effective and strategic HRM. Every organization looking for growth and
advancement must adopt it. Further, the HRIS should be followed in tune with the
overall goal of the organization. The HRD managers must play a key role in the
planning and implementation of HRIS so that the organization could anticipate and
prepare for HR technology transaction. They have to play, thus, the catalytic role and
accept entire responsibility of ushering appropriate, effective and efficient HRIS in their
organizations. How to start and what issues be considered? The first and foremost
issue is that of departure from the whatever present information system prevails to the
of HRIS we are talking about. Necessary information will have to be collected and
analyzed in tune with the particular organization’s HR strategy for transformation.
Successful technological transition is only possible when programmed, alliances and
strategies are accordingly developed. The management must prepare the staff and line,
prior to introduction of HRIS, that they don’t have any indication to resist the system
change. All implementers and users must understand this phenomenon. All the people
concerned must get ready to pour in all their efforts and energy to successfully work out
the HRIS and also be conversant with its limitations and strengths. While planning the
HRIS, following considerations should be made in addition.
(a) Examination, scrutiny and study of entire business environment
(b) Understanding the HR goals of the organization clearly.
(c) Deciding about new technology and clarifying the process.
(d) Winning cooperation of employees and optimizing the HRIS resources.
(e) Gradual regularization of implementation process of HRIS.
To ensure point above, the organization must take care of following
considerations during implementation stage.
(1) Resourcefulness: At the outset, it should be made sure that the organization has
skills, talent and competencies to implement HRIS.
(2) Dedicated team of people: The HR manager must locate and identify those people
who have sense of commitment to put in their best on full-time basis.
(3) Streamlining the HRIS: This demands constant watch, check, recheck and double
check. It has to be an integral part of overall business process over a period of time.
(4) Embedding the system: The cost of changes today and the cost of maintenance
later will have to be seriously considered to customize the HRIS over the years.
(5) Adjustment management: Adaptation is a great thing. Having launched the HRIS,
a plan for handling subsequent changes will have to be chalked out. The plan should
inundate organizational design, job design, leadership style, communication network.

Training and guidance and infrastructural support issues.

Contingency management: During the entire phase of implementation, a specific time

frame should be fixed and likely contingency should be thought of and be prepared to
successfully handle them. The rules of the HRIS game, in short, are approachability and
adjustability. At an initial level, great amount of technical support from HR, technical and
professional staff is essential. Sometimes outsourcing is done or the help and guidance
from the outside consultants is sought. Both the existing MIS staff and the HRIS staff of
the new system must accept each other’s views with open mind at this stage. However,
one must accept the fact that uses of computers and access to computerized systems
have their own loop holes. The security of information and data and maintenance of
organizational and HR secrecy is a great challenge. Since most organizations use
systems in combination and conjunction, security of information and data is a critical
aspect. This is the risk emerging out of the growth of technology. If not managed
cautiously, it can turn down the benefits and become a headache. Necessary provision
should be made to maintain the integrity of record. One, which can be used most
commonly, is controlling the access of users. Here, the user’s request is routed and
approved through some internal procedure. The limitation of this device is that it will
block communication, slow down the speed and regulate data analysis. Another tool is
limiting the user in terms of the type of information and the type of access. Whatever be
the provision, there must be some responsible person to ensure security of the HRIS.
Another important issue that demands due address is the possibility of resistances that
emerge within and out of the HR department. It is most likely that some crucial
information on HR is in the purview of some data specialist who is a technical hand,
enjoying some power and prestige. This will, very shortly, lead to friction among the
employees. This situation has to be visualized well in advance at the time of planning
for HRIS and resolved as to how such conflicts would be addressed to. Yet another
delicate issue is in respect of organizational environment. Any over-handling or
implementation is perceived as trouble making. Implementation of HRIS is also not free
from this. It refers to surfing or moving from one environment to another. And that is an
apple of discord. People, especially senior ones, mostly disregard change in the
organization. They feel it disgusting and problematic. Such transformational problems
are severe when entirely a new HRIS is introduced. Further, it is also pinching when
new hardware’s / software’s are required. It creates havoc when there is a doubt in
success of the system. When user-groups, implementers and controllers are not
defined, it will lead to confusion.

The HRIS System Development:

Like development of any other computerized system, the steps involved in development
of the HRIS can be summarized as under.

(a) Recognition of Need:

It begins with the active participation of functional heads and key executives of different
departments. The urge to install HRIS has to be a common desire of every one
responsible, who can sense that once introduced, the HRIS will be certainly helpful to
them in solving their respective problems. The principal areas requiring information, can
be listed as illustrations as under.
• Salary and wage administration
• Atomization of HR activity as a whole
• Employee data reservoir centrally controlled
• Reward and incentive programmed
• Performance evaluation
• HR environment
• Candidate searching
• Organizational culture
• Recruitment sources
• Selection procedure and patterns
• HR inventory and planning
• Industrial and human relations
• Training and development
• Record keeping and retrieval
• Time management
• Career and succession planning

b.) Systems Exposition:

This is nothing but the in-depth study of various operations and activities performed by
different sub-systems of the information system and their relational impact within and
outside the system. A very important question is as to the way a problem could be
solved. The HR department’s information problems have to be addressed to and
devising the information system for HR department is, normally the responsibility of the
ICT department or MIS department of the company. Creating the clear layout of the
whole system and division of entire system into smaller manageable and meaningful
parts are the fundamental activities involved in systems analysis and exposition. The
analysis of the information system could be successfully done with the help of such
tools as, study of documentation, situational analysis, holding interviews and
administering questionnaires. Documentation about the prevailing system can be
scanned and reviewed. It will assist in knowing about the objectives, reports,
procedures and equipment being in force presently. Situational analysis is conducted by
practical involvement in the system that is in currency at present. It will give more
genuine exposure to the present information system of the organization. Further, a
system analyst can hold frequent interviews with the user managers and discuss their
problem domain. This will help him in obtaining a thorough view of the problems of user
managers. Such interviews may be formal, informal, planned, unplanned, structured or
unstructured. Alternatively or additionally, the user managers may be requested to fill in
the questionnaires given to them for the purpose. Questionnaires survey helps in
economizing time and eliciting more committed and reliable data.

THE REASONS FOR POSSIBLE FAILURE OF HIRS

Any systems newly adopted have reasons to backfire. These reasons, to some extent,
may vary in their nature and degree, from organization to organization. Albeit, the most
commonly apprehended reasons for the systems failure may be denoted as follows.
• Ambiguity about the systems goal.
• Failure in identifying problems in proper perspective.
• Poor infrastructure and inappropriate hardware and / or software.
• Existence or evidence of high resistance by the staff for the system.
• Lack of motivation and organizational support.
• Enthusiastic or misleading planning and design.
commonly apprehended reasons for the systems failure may be denoted as
follows.
• Ambiguity about the systems goal.
• Failure in identifying problems in proper perspective.
• Poor infrastructure and inappropriate hardware and / or software.
• Existence or evidence of high resistance by the staff for the system.
• Lack of motivation and organizational support.
• Enthusiastic or misleading planning and design.
     

2. MANAGEMENT INFORMATION SYSTEMS (MIS)

It is important to coordinate and control major functions, departments and the business
processes in an organization. Each of these functional departments has its own goals
and processes and they obviously need to cooperate in order for the whole business to
succeed. Firms achieve coordination by hiring managers whose responsibility is to
ensure all the various parts of an organization work together. The hierarchy of
management is composed of senior management which makes long term decisions,
middle management which carries out programs and plans and operational
management which is responsible for monitoring the daily activities of the business.
Each of these groups has different needs for information given their different
responsibilities (Laudon & Laudon, 2009). Management information system (MIS) is
designed to assist managerial and professional workers by processing and
disseminating vast amounts of information to managers’ organization-wide (Alavi &
Leidner, 1999). Management information system supplies information for strategic,
tactical and operational decision making to all subsystems within the organization. This
information provides an essential part of the feedback control mechanism in these areas
and is necessary for the realization of subsystem objectives (Curtis & Cobham, 2002).
Management information system is any system that provides information for
management activities carried out within an organization. The information is selected
and presented in a form suitable for managerial decision making and for the planning
and monitoring of the organization’s activities.
3. HUMAN RESOURCES INFORMATION SYSTEMS (HRIS)
Along with the upsurge of computerized management information systems (MIS) in
industrialized countries’ enterprises in the 1980s, HR functions increasingly started to
deploy human resource information systems in their daily work. HRIS were primarily
seen as MIS 54 sub functions within HR areas intended to support the “planning,
administration, decision making, and control activities of human resource management.
During the 1990s, along with the adoption of more complex HR practices focused on a
company’s overall performance goal, HRIS correspondingly evolved into more
sophisticated information expert systems featuring analytical tools to support decision-
making in managing human capital (Ostermann, Staudinger & Staudinger, 2009).
Information technology in the past decade drastically changed the human resources
function. Providing support for mainly administrative activities such as payroll and
attendance management in the beginning, information technology today enhances
many of the recruitment function’s sub processes such as long and short-term
candidate attraction, the generation, pre-screening, and processing of applications or
the contracting and on boarding of new hires. Online job advertisements on corporate
web sites and internet job boards, online CV databases, different forms of electronic
applications, applicant management systems, corporate skill databases, and IS
supported workflows for the contracting phase are only few examples of the various
ways by which information systems today support recruitment processes (Keim &
Weitzel, 2009). In HR planning process it is easier to follow workforce gaps, the quantity
and quality of the labor force and to plan future workforce requirements with the help of
HR knowledge systems (Dessler, 2005). HRIS can support long range planning with
information for labor force planning and supply and demand forecast; staffing with
information on equal employment, separations and applicant qualifications.

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