A

PROJECT REPORT ON
HUMAN RESOURCE INFORMATION SYSTEM
AT
UNITED HEALTH GROUP
SUBMITTED BY

Mr. KHAJA AHSAN UDDIN

H.T.NO: 280120684025

PROJECT SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OF

THE DEGREE

BACHELOR OF BUSINESS ADMINISTRATION

OSMANIA UNIVERSITY,

HYDERABAD.

ST. JOSEPH’S DEGREE COLLEGE

(AFFILIATED TO OSMANIA UNIVERSITY)

ATTAPUR, HYDERABAD .

(2022-2023 )
 ST. JOSEPH’S DEGREE COLLEGE
ATTAPUR, HYDERABAD. PH. NO: 61759749
WEBSITE: www.st-josephs.in, EMAIL ID: st22109@gmail.com ph: 040-61759749

CERTIFICATE

This is to certify that Mr. KHAJA AHSAN UDDIN is a bonafide student of BBA III YEAR of this
institution with Hall Ticket No: 2801-2068-4025 for this Academic year 2022-2023. He has submitted
a project on HUMAN RESOURCE INFORMATION SYSTEM from the organization UNITED
HEALTH GROUP under the supervision of Ms. SALIMA DESHMUKH.

DATE: PRINCIPAL
 ST. JOSEPH’S DEGREE COLLEGE
ATTAPUR, HYDERABAD . PH. NO: 61759749
WEBSITE: www.st-josephs.in, EMAIL ID: st22109@gmail.com ph: 040-61759749

CERTIFICATE

This is to certify that Mr. KHAJA AHSAN UDDIN of BBA III YEAR with Hall Ticket No: 2801-
2068-4025 for the academic year 2022-2023 has completed a project on HUMAN RESOURCE
INFORMATION SYSTEM from UNITED HEALTH GROUP under the supervision of
Ms. SALIMA DESHMUKH.

DATE: SIGNATURE OF THE GUIDE

 ST. JOSEPH’S DEGREE COLLEGE
ATTAPUR, HYDERABAD . PH. NO: 61759749
WEBSITE: www.st-josephs.in, EMAIL ID: st22109@gmail.com ph: 040-61759749

CERTIFICATE

This is to certify that the project is submitted by Mr. KHAJA AHSAN UDDIN bearing Hall Ticket
No: 2801-2068-4025 of BBA III YEAR on the project HUMAN RESOURCE INFORMATION
SYSTEM from UNITED HEALTH GROUP during the academic year 2022-2023

External Examiner Internal Examiner

 DECLARATION

I here by state that the information related to my project on HUMAN RESOURCE

INFORMATION SYSTEM from UNITED HEALTH GROUP is the primary data
related to my subject and it is part of curriculum under the Osmania university
jurisdiction and it is not submitted to any organization or institute.

Place: Hyderabad

Date:

Mr. KHAJA AHSAN UDDIN

 ACKNOWLEDGEMENT

As a student of St. Joseph’s Degree College is affiliated to Osmania University. I express my heartfelt
thanks to the UNITED HEALTH GROUP organization for providing the necessary information
related to my project.

I also express my sincere thanks to the Sri. SIRAJUDDIN, Hon. Secretary & correspondent of St.
Joseph’s Degree College and Smt. S.JYOTHI LAKHSMI, Principal St. Joseph’s Degree College who
provided me the opportunity and complete cooperation facilities and all the necessary infrastructure to
complete my project.

Last but not the least it is my good fortune to have a dedicated faculty and guide for my project, their
whole-hearted co-operation helped in completing the project in time and acquiring the knowledge.

Mr. KHAJA AHSAN UDDIN

2801-2068-4025
 ABSTRACT

Human resource information systems (HRIS) have the potential to be the mechanism by which
organizations monitor and deploy their personnel in order to obtain and sustain a competitive advantage.
This thesis describes a kind of research in the field of information systems, it has presented an analysis
of the application and implementation of human resource information systems in Jordanian mobile
companies and its link with strategic human resources planning and also determined the importance of
using HRIS in strategic human resource planning.Abstract: An HRIS, which is also known as a human
resource information system or human resource management system (HRMS), is basically an
intersection of human resources and information technology through a HR software solution. This
allows HR activities and processes to occur electronically. 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. The goal of
HRIS is to merge the different parts of human resource, including payroll, labor productivity, and
benefit management into a less capital intensive system than the mainframes used to manage activities
in the past. Also called Human Resource Management systems (HRMS). A HRIS generally should
provide the capability to more effectively plan, control and manage HR costs; achieve improved
efficiency and quality in HR decision making; and improve employee and managerial productivity and
effectiveness. In most situations, an HRIS will also lead to increases in efficiency when it comes to
making decisions in HR. This research paper helps to know about how HRIS help the organization to
enhance the efficiency of work. Keywords- HRIS, HRM, HRMS, Human Resource, Human Resource
Information system.
 LIST OF CONTENTS
S. No CHAPTERS Page No
1 INTRODUCTION
 Need of the Study
 Objectives of the study
 Scope of the study 1-11
 Methodology of the study
 Limitation of the study

2 REVIEW OF LITERATURE 12-26

3 INDUSTRY &COMPANY PROFILE 27-44

4 DATA ANALYSIS AND INTERPRETATION 45-60

5 FINDINGS, SUGGESTIONS 61-65

AND CONCLUSIONS

6 BIBLIOGRAPHY 66-67

QUESTIONNAIRE 68-70
 CHAPTER – 1
INTRODUCTION

1
 INTRODUCTION
HRIS includes hardware and software; it also includes people, forms, policies and
procedures, and data. It is important to note that a company that does not have a
computerized system still has an HRIS system; that is, the paper systems that most
companies used before the development of computer technology were still
comparable with an HRIS , but the management of employee information was not done
as quickly as in a computerized system.
If a company did not have a paper system, the development and implementation of a
computerized system would be extremely difficult. For the purpose of this book, however,
we will use the term HRIS to refer to a computerized system designed to manage the
company’s HR. The purpose of the HRIS is to provide service, in the form of accurate
and timely information, to the “clients” of the system.
As there are a variety of potential users of HR information, it may be used for
strategic, tactical, and operational decision making (e.g., to plan for needed employees
in a merger); to avoid litigation (e.g., to identify discrimination problems in hiring); to
evaluate programs, policies, or practices(e.g., to evaluate the effectiveness ofa training
program);and/or to support daily operations (e.g., to help managers monitor time and
attendance of their employees). All these uses mean that there is a mandatory requirement
that data and reports be accurate and timely and that the “client” can understand how to use
the information. An effective HRIS helps by providing the technology to generate accurate
and timely employee information to fulfill this objective.

Definition
“It as a system used to acquire, store, manipulate, analyze, retrieve, and distribute information
regarding an organization’s human resources. An HRIS is not simply computer hardware
and associated HR-related software.”
Kavanagh etal(1990)

A Human Resources Information System is a system that lets you keep track of all your
employees and information about them. It is usually done in a database or, more often, in a
series of inter-related databases. These systems include the employee name and contact
information and all or some of the following department, job title, grade, salary, salary
history, position history, supervisor, training completed, special qualifications, ethnicity,
date of birth, disabilities, visa status, benefits selected, and more.

2
 Table 1 Three Generation of HRIS

Three Generations of HRIS

1st Generation of HRIS: 2nd Generation of HRIS: 3rd Generation of HRIS:
speeding up qualitative changes & Things that could not be
improvements done before

HRIS major function HRIS major function is

HRIS major function is the publishing of the publishing of
is the publishing of information &bringing information and allowing
information and the upon qualitative changes in HRIS to do things in the
Publishing of speeding up of this the way information is communication of info that
information process compared to published (content of were not possible before
traditional HR information communicated) (public reached)

HRIS major function is

Function of HRIS

HRIS major function HRIS major function the

is the automation of is the automation of Automation of transactions.
Automation transactions which are transactions to which it has It allows doing things that
Of sped up, compared to brought upon qualitative could not be done before
transactions prior traditional HR (time changes (fewer mistakes and (e.g. allows employees to
effective) better handling of data) choose from several benefit
schemes)
HRIS allows HRIS to
take up a more strategic HRIS allows HRIS to HRIS allows HRIS to use
Tran role, through the take up a more strategic tools it did not have before, in
Formation substantial savings in order to support the strategic
of time it achieves function
HRIS

3
KEY FUNCTIONS OF HRIS

The HRIS that most effectively serves companies tracks

 Attendance and PTO use,

 Pay raises and history,
 Pay grades and position shield,
 Performance development plans for student and employees,
 Training and development,
 Disciplinary action received,
 Personal employee information, and occasionally,
 Management and key employee succession plans,
 High potential employee identification, and
 Applicant tracking, interviewing, and selection.
 An effective HRIS provides information on just about anything the company
needs to track and analyze about employees, former employees, and applicants.
Company need to select a Human Resources Information System and customize
it to meet our needs.
 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 to students as well to give them the instructions regarding academic
issues.
 Finally, managers can access the information they need to legally, ethically, and
effectively support the success of their reporting employees.

4
 HARDWARE

POLICIES PEOPLE

HRIS

PROCEDURES POLICIES

Figure: Components of Human Resource Information System

5
NEED FOR THE STUDY
 To know about human resource information system.
 To know about uses of HRIS in company.
 To know about how computerized HRIS is more effective than manual system
 To know about how enhance the ability of the human resource management to
leverage and absorb new and emerging opportunities and challenges in the
business horizons.
 To store data and information for each individual employee for ready
reference.
 To provide a basis for decision making in day-to-day personnel issues, (e.g.
grant of leave) as also for planning, budgeting, implementing and monitoring a
host of human resource functions.
 To supply data/returns to government and other public.

6
OBJECTIVES OF THESTUDY
 To enhance the efficiency in collecting the data on employees and HR
activities
 To provide accessible data which makes HR planning and managerial decision
making dependent on information instead of managerial perceptions and
intuition.
 To identify the different needs of employees for using HRIS .
 Awareness of various features of HRIS in an organization with respect to the users.
 To identify satisfaction level of respondents in using HRIS.
 To check the efficiency and the effectiveness of HRIS with respect to its user.
 The objectives of this project report have been manifolds. In general the purpose
of the project is to have in-depth analysis and knowledge about effective and
efficient usage of HRIS . In a larger perspective the project aimed at finding out the
complete details of the employees so that the HR department can contact them in
the case of emergency or official purpose. This study is the starting point for further
analysis.
 To provide a system that enhances communication and workflow between
users, and reduces duplication of tasks with legacy systems.

7
SCOPE OF THE STUDY

 The study was focused on HRIS since it is necessary to focus on the levels of
satisfaction by smooth functioning of organization are also to maintain and
retain employees for longer time. So, the study encompasses managerial and
non- managerial employees of United Health Group
 The present study is a descriptive one, because it involves in analyzing the
accurate events or situations that are been followed in an organization.
 In most situations, a Human Resource Information System mediates for better
decision making bringing qualitative changes in the productivity of both
employees and managers.
 There are numerous solutions offered by the Human Resource Information
System to a company. To name the few the HRIS includes employee training,
employee payroll, HR, compliance, and recruiting.
 One of the prominent advantage in getting implemented with a Human
Resource Information System is that the HR Administrator can save a lot of
his hours for the strategic framework of their employees rather than dealing
with non-strategic, mundane tasks which are demanded running the
administrative side of HR. As the software automatically updates every task
within the department, the HR Administrator can plan his time accordingly for
the strategic utilization of the employees.

8
RESEARCH METHODOLOGY

Type of Research
Exploratory research
Causal research
Descriptive research

In our project we have used Exploratory Research.

Sources of Data
Primary sources
Questionnaire
Secondary sources
Textbooks
Review articles
Screen Captures of HRIS
Internet

Data Collection Method

Questionnaire
Interview
Population
Total 100 employees of United Health Group

Sampling Method
Convenient Sampling
Convenience sampling is used in exploratory research where the researcher is interested
in getting an inexpensive approximation of the truth. As thename implies, the sample
is selected because they are convenient. This non-probability method is often used during
preliminary research efforts to get a gross estimate of the results, without incurring the
cost or time required to select a random sample.

9
Sample Size
From the population of 100 we have taken 100samples for the survey.

Data Collection Instrument

Questionnaire
For our research purpose we have formed a structured questionnaire.

Interviews
At the time of our survey we had a personal meeting with the respondents and got
useful and implementable suggestions.

Google Docs Form of Questionnaire

For reducing time & cost we have also used the google docs questionnaire.

10
LIMITATIONS OF THE STUDY

 In our research we prepared a structured questionnaire so it become shard to give

the time for our study by respondent so we have to manage according to their time.
 The respondent felt the questionnaire according to their mood and time so we cannot
research properly.
 E-mails have not been answered.
 Some of the human error has resulted for cancelling the questionnaire.
 Some of the employees’ responses are different from actuality as they are workers
and because of threat of superior body.
 There is a constraint with regard to time allocated for the research study.
 All policies are not suitable for every organization, as different policies are
suitable for different organizations.
 The policies introduced by the organization may not satisfy every employee.
 The below are the limitations faced by me when undertaking this project on
HRIS at United Health Group .
 It is always not necessary that the employees respond interestingly to the
questions. As the respondents come from different walks of life, few problems
were faced while interviewing them.
 The information which I gathered isn’t purely based on primary data, but also
on secondary data from the website of the company and magazines.
 It isn’t necessary that the information given by the respondents are very much
true. This analysis is purely based on the response of the employees. No-
information is either included or excluded from it.

11
 CHAPTER – 2
REVIEW OF LITERATURE

12
This article review research on human resource information system to establish the
current body of knowledge and to suggest some avenues for further research
activities. Human resource information system is mainly connected with information
technology for rendering services to the human resource management. In the era of
information, communication & technology, organization management has been
changed in the present scenario known as the “digital era” Most of the human
resource functions have rapidly been changing by involving information technologies,
(Hendrickson, 2003), (McCrindle, 2006), (Nishad Nawaz Maditheti, 2017), HR has
new phase of HR processes and practices such as, e-recruitment, e-performance, e-
learning, e-selection and other areas to replace the more traditional ones(Gueutal,
H.G. and Stone, 2005), (Nishad Nawaz and Anjali, 2012). The present period
concepts like virtual or electronic HRIS denote the latest phase of usage of HRIS.

A large number of the institutions are leaving the tradition personnel management
function and moving towards modern approaches of human resource information
systems (Brien, 2008). The knowledge economy focusing the organization to go with
digital human resource,(Nishad Nawaz Maditheti, 2017), the human resource
management issues are concern for all levels of the line-mangers, because they have
reached their goals in-time, which required effective and efficient manpower (Dessler
Gary, Cole Nina D., 2008), in meanwhile (K. S. Ball, 2001), (Schuler R.S., Jackson
S.E., 2001), (Ostermann, H., Staudinger, B.,& Staudinger, 2009) and (Mayfield M.,
Mayfield J., 2003) noted that one such major changes is embedding of information
technology in support of the HRIS process.

Additionally, as per (Ulrich D, 1997) having human resource information systems

facilitate and improves human resource professionals own standing in the competitive
field. Another piece of work(Nishad Nawaz, 2013b) having human resource
information system increase the human resource process effectively with the human
resource department. Since decades, there has been an increased recognition of the
need to incorporate a wider range of information on personnel in order to ensure an
effective HRIS decision-making process (Tetz, 1974), (Nishad Nawaz, 2014). Human
resource information system acting on more sophisticated information expert systems
mainly support decision-making in managing human skills (Ostermann, H.,

13
Staudinger, B.,& Staudinger, 2009), (Nishad Nawaz, 2014). The use of human
resource information system would allow for the human resource function to become
more efficient and facilitate better information for decision making (Beadles, Lowery,
Johns, Aston, & Ii, 2005), (Nishad Nawaz, 2014). Usage of Information Technology
has increased the effectiveness and efficiency of all tenetslike planning, recruitment
process. human resource accounting, training and development and other process of
human resource management (HRIS ). Similarly, with the passage of time, human
resource information system (HRIS) has become an inseparable part of modern
organizations (Kapoor, 2012), (Nishad Nawaz, 2013b), (Nishad Nawaz and Anjali,
2012).

14
 LITERATURE REVIEW

Human resource policies give "backbone" to corporate responsibility source:

www.ethicalcorportation.com (4th may 2011)
HR practitioners have a crucial role to play in embedding a responsible approach to
business, according to a new report
Human resource (HR) departments are responsible for many of the key systems and
processes, including recruitment, training and communications, on which effective
delivery of corporate responsibility initiatives depend, claims the new report just
released by the Chartered Institute of Personnel and Development (CIPD).
The report, Corporate Social Responsibility and HR’s Role, says that effective
implementation of HR policies on employee consultation, diversity, fair treatment and
work-life balance are fundamental to projecting the image of a responsible employer.
“Corporate social responsibility should start with getting the relationship with
employee’s right. Otherwise it is most unlikely that the organization will be able to
discharge convincingly its obligations to the wider community," said Mike Emmott,
Head of Employee Relations and the report’s author.

How do I develop HR policies for a start-up from scratch?

Aug 15, 2000 source: www.inc.com
Human Resources mentor Robert Hoffman responds to the following question from
an inc.com user:
I was hired as the controller of a small company that now has 25 employees. I was
also given the role of HR manager. There is currently nothing in place in the way of
an employee manual stating policies, vacation days, etc. Where can I go to receive
software, and what publications and/or books is there that will help me with other
HR-related issues?
Robert Hoffman's response:
The dilemma of not having time to write or research policies is a concern for most
small and start-up businesses. There are many resources on the Internet for the
information you seek. The Society for Human Resource Management is a good place
to start. It offers a list of links at its Web site that can help you locate information on

15
everything from benefits to safety. We also offer a comprehensive listing of links to
human resource reference material on our company's HR Advice.com Web site.
However, I do not recommend off-the-shelf policies and manuals. In my opinion, it is
critical that your company's policies be customized to reflect your industry and
geographic location. Employment laws vary by state of operation, and certain
industries -- such as transportation and health care -- have special considerations. But
perhaps the most critical factor in policy development is your company's culture.
Many start-ups advocate a freewheeling, laid-back approach that is conducive to
creativity and innovation. Conversely, businesses with conglomerate aspirations may
feel that structure and process are necessary evils for long-term success. One policy
does not fit all!
I urge you to factor in your company's unique start-up status when considering any
new policies. Some entrepreneurs may wonder how they can issue new policies
without jeopardizing the existing culture of the organization. I believe it is possible if
you keep a few things in mind.
 Seek ways to minimize the negative effects. One technique is to issue a set of
policies at once. The bundling approach avoids sensationalizing specific issues
while allowing the company to get the message across.
 Give appropriate reasons for implementation. For example, if your employees
own stock in the company, they will likely understand and appreciate your
setting up certain standards and protections. Pre-IPO start-ups can explain to
employees that they must be especially sensitive to the negative publicity and
resulting impact in the investment community that could result from a policy
oversight.
 In start-ups, as in many other organizations, how you send the message is as
important as the message itself. Keep in mind that a policy is just another form
of helping your employees understand your perspective.
Regardless of your corporate culture, certain policies should be established within all
companies so as to limit liability. I recommend that these policies include:
 Equal employment
 Antidiscrimination and harassment
 Employment at will.

16
You should make it clear to all employees that ethical behavior, equal opportunity,
and respect for other employees are key to the employment relationship. Similarly,
you should state that either party can end employment at any time and that no policy
constitutes a contractual obligation to employees on the part of the company. Lastly, it
should be clear that the company reserves the right to change any policy at any time.

How to Create an HRIS Author: Kenneth W. Michael Wills (June 14, 2010)
Source: www.ehow.co.uk Creating a good HRIS requires an immense amount of
preparation, time and effort. The process demands an analytical approach, involving
focused thinking, researching, writing and rewriting. Creating an HRIS should never
take place in a vacuum. The process must involve others in the organization who
clearly understand the organization's goals, mission, priorities and objectives. The
best use of an HRIS is to assist management in making strategic decisions and aid in
running the organization. This involves using clear and concise language that clarifies
the policy. The policy must be effective and enforceable with acceptance from both
management and employees.

INSTRUCTIONS
 Identify the critical policy issues for your organization. Correspond with
others in the organization responsible for development or implementation of
policies to determine legal consequences; other agreements or policies that
may influence the policy under consideration; other issues that may affect the
policy once implemented; and any funding requirements to implement the
policy.
 Collect information on the issue the policy under consideration addresses.
Consider the following: How has the organization handled the issue in the
past? Does the size of the organization warrant such a policy? What does the
organization seek to accomplish with the policy? What time and resource
requirements will the policy create? Does the policy align with the
organization's mission and philosophy?
 Create a neat and organized layout for the HR policy. Each section requires
numbering with a title clearly defined in bold type. All pages need numbering,

17
 along with the total page count for the policy. Define the name of the policy
and the corresponding section on each page as the header and footer. Use a
clear, legible font, such as Arial, when typing the policy. Use double spacing
between paragraphs and sections and include at least one-inch spacing around
the margins.
 Draft the policy by beginning with the name of the policy at the top of the
document. Make sure the name reflects the issue the organization seeks to
address.
 Record the date of effectiveness for the policy, or revision date if changing a
current policy, below the title.
 Record the approval status of the policy directly after the effective date. This
status reflects "DRAFT" until final approval.
 List all references to other policies corresponding to this one.
 Write the purpose of the policy as the next section. The purpose should outline
the reason for the policy and what the organization aims to accomplish.
 Write the main policy statement as the next section. The main statement
should articulate the actual policy the organization seeks to set forth.
 Write the next section to set forth the scope of the policy, dictating who it
applies to in the organization.
 Write the next section to cover all exceptions to the policy.
 Write the next section to define the departments and specific individuals
responsible for the implementation of the policy and carrying out all
enforcement procedures.
 Write the next section, in numbered steps, to include all procedures required to
implement and enforce the policy.
 Disseminate the policy to individuals identified in the organization who have
the ability to proofread and edit the document to ensure legal compliance; and
that the policy aligns with organizational missions, goals and objectives.

Procurement, development, compensation, integration, maintenance and reproduction

of human resources to the end that individuals, organizational societal objectives are
accomplished. According to national institute of personnel management of India,
“personnel management is that part of management concerned with people at work
and with their relationship with in the organization”. It seeks to bring together men
18
and women who make up an enterprise, enabling each to make his best contribution to
its success both as an individual and as a member of a working group”. In the word of
juices “personnel management may be defined as field of management which has to
do with planning, organizing and controlling the functions of procuring, developing,
maintaining and utilizing a labour force, such that the:

 Objectives for which the company is established or attained economically and

effectively.
 Objectives of all levels of personnel are reserved to the highest position.
 Objectives of society are dually considered and served.

Objectives of HRIS
The primary objective of HRIS is to ensure the availability of a competent and
willing workforce to an organization. Specifically, HRIS objectives are Fourfold
societal, organizational, functional, personal.

Societal objectives: To be ethically and socially responsible to the needs and

challenges of the society while minimizing the negative impact of such demands upon
the organization. The failure of organization to use their resources for the society’s
benefit in ethical way leads to restrictions.

Organizational objectives: To recognize the role of HRIS in bringing about

organizational effectiveness. HRIS is not an end in itself. It is only a means to assist
the organization with its primary objective.

Functional objectives: To maintain the department’s contribution at a level

appropriate to the organizations needs. The departments Level of service must be
tailored to fit the organization it serves.

Primary objectives: To assist employees in achieving their personal Goals, at least in

so far as these goals enhance the individual’s contribution to the organization.
Personal objectives of employees must be met if workers are to be maintained,
retained and motivated.

19
To ensure effective utilization of HR, HR will efficiently utilize all other resources.
To ensure respect of human beings by providing various services and welfare facilities.
Identify and satisfy the needs of individuals by offering various monitory and non-
monitory rewards.
Achieve and maintain high morale among employees in organization by securing
better human relations.
Establish and maintain an adequate organizational structure.

Importance of Human Resource Management:

The significance of human resource management can be discussed at 4 levels
Corporate, Professional, Social and National.

Significance for an enterprise: Human resource management can help an enterprise

in achieving its goals more efficiently and effectively in the following ways.

Attracting and retaining the talent through effective human resource planning,
recruitment, placement, orientation, compensation and promotional policies.
Developing the necessary skills and right attitudes among the employees through
training, development, performance appraisal etc.
Securing willing cooperation of employees through motivation, participation,
grievance handling etc.
Utilizing effectively the available Human Resources.
Ensuring that the enterprise will have in future a team of competent and dedicated
employees.

Professional significance:
Effective management of Human Resources helps to improve the quality of work life.
It permits team work among employees by providing a healthy, working environment.
It contributes to professional growth in the following ways. Providing the maximum
opportunities for personal development for each employee. Maintaining healthy
relationship between individuals and different workgroups.
Allocating work properly.

20
Social significance:
Sound Human resource management has a great significance for the society. It helps to
enhance the dignity of labor in the following ways: Providing suitable environment
that provides social and psychological satisfaction to people. Maintaining a balance
between the jobs available and the job seeker in terms of numbers, qualifications,
needs and aptitudes. Eliminating waste of Human Resources to conservation of
physician and mental health.

National significance:
Human Resource and their management play a vital role in the development of nation.
The effective exploitation and utilization of a nation’s natural, physical and financial
resources require an efficient and committed man power. There are wide differences in
development between countries with similar resources due to differences in the quality
of their people. Effective management of Human Resources help to speed up the
process of economic growth that in turn leads to higher standards of living and fuller
employment. Human Resource Management has become very significant in recent
decades due to the following factors. Increases in the size and complexity of
organization e.g. an MNC employing millions of persons. Rapid technology
developments like automation, computerization etc.

Rise of professional and knowledge workers. Increase in proportion of women in the

workforce. Growth of powerful nationwide trade unions. Widening scope of legislation
designed to protect the interests of the working class. Revolution in information
technology that might affect the workforce.
Rapidly changing the jobs and skills requiring long-term man-power.
Planning. Growing expectations of society from employers.

Functions of HRIS :
Every organization has certain functions to perform. These functions of Human
Resource Management can be broadly classified in to two categories.

21
  Managerial Functions:
Managing people is the essence of being a manager. Like other managers, a human
resource manager performs the functions of planning, Organising, Directing and
Controlling.

Planning: A plan is a predetermined course of action. Planning is the process of

deciding the goals and formulation policies and programmers achieve the goals.
Planning involves forecasting and research. Planning helps to face successfully the
changes that are likely to take place in future. Without planning events are left to
chance. Planning is the means to manage change. Planning today avoids crisis
tomorrow.

In the area of Human Resource Management, planning involves deciding personnel

goals, formulation personnel policies and programs, preparing the human resource
budget, etc.

Organizing: In order to implement the plans, a sound organization structure is

required. Organizing is the process of allocating tasks among them and integrating
their activities towards the common objectives. The right organization structure is the
foundation of effective management because without it the best performance in all

22
other areas will be ineffective. Organization is the frame through which management
directs controls and co-ordinates the efforts of people.

Directing: It is the process of motivating, activating, leading and supervising people.

Directing includes all those activities by which a manager influences the action of
subordinates. It involves getting others to act after all preparations have been made.
Directing is the heart of the management process because it is concerned with
initiating action. It helps to secure the willing and effective co-operation of employees
for attaining organizational goals. A manager can tap the maximum potential of
employees through proper direction. Directing also helps in building sound individual
and human relations in the organization.

Controlling: It implies checking, verifying and regulating to ensure that everything

occurs in conformity with the plans adopted and the instructions issued. Such
monitoring helps to minimize the gap between desired results and actual performance.
Controlling the management of human resource involves auditing, training programs,
analyzing labour turn over records, directing marale surveys, conducting separation
interviews and such other means.

Operative Function:
The operative or service functions of human resource management are the tasks,
which are entrusted to the personnel department. These functions are concerned with
specific activities of procuring developing compensating and maintaining an efficient
workforce.
Procurement function: it is concerned with securing and employing the right kind and
proper number of people required accomplishing the organizational objectives .It of
activities like job analysis, Human Resource Planning, Recruitment, Selection,
Placement and Introduction or Orientation.
 Development Function: Human Resources Development is the process of
improving the knowledge, skills, aptitudes, and value of employees so that
they can perform the present and future jobs more efficiently. This functions
comprises activities like performance potential appraisal, training, executive
development and career planning and development.

23
  Compensation Function: It refers to providing equitable and fair
remuneration to employees for their contribution to the attainment of
organizational objectives. It consists of activities like job evaluation, wage and
salary administration and bonus.
 Integration function: It is the process of reconciling the goals of the
organisation with those of its members. Integration involves motivating
employees through financial and non-financial incentives, providing job
satisfaction, handling employee grievances through formal grievance
procedures, collective bargaining, workers participation in management,
conflict resources, developing sound human relations, employee counselling,
improving quality of work life, etc
 Maintenance function: It is concerned with protecting and promoting the
physical and mental health of employees. For this purpose several types of
fringe benefits such as housing, medical aid, educational facilities conveyance
facilities etc., are provided the employees. Social security measures provident
fund, pension, gratuity, maternity benefits injury are disablement allowance,
group insurance, etc., are also arranged. Health, safety and welfare measures
are designed to preserve the human resources of the organisation. Personnel
records and research are also important elements of maintenances function.

SCOPE OF HRIS:
The Indian Institute of personnel Management has described the scope of human
resource management into the following aspects:

The Labour or Personnel Aspect: It is concerned with manpower planning,

recruitment, selection, placement, induction, transfer, promotion, demotion,
termination, training and development, layoff and retrenchment, wage and salary,
administration, incentives, productivity, etc.

The Welfare Aspects: This aspect is concerned with working condition and
amenities such as canteens crèches, rest rooms, and lunch rooms, washing facilities,
housing, transport, education, medical help, health and safety, recreation and cultural
facilities etc.

24
The Industrial Relation Aspect: this is concerned with the company’s relations with
the employees. It includes union-management relations, joint consultation,
negotiating, collective bargaining, grievance handling, disciplinary actions, settlement
of industrial disputes etc.
All the above aspects are concerned with human element in industry as distinct from
the mechanical element.

HRIS –Thurne New Assumptions:

 Goal orientation (relationship orientation)
 Participation and informed choice (control from top)
 People are social capital capable of development (people are variable cost)
 Seeks power equalization for trust and collaboration (seeks power advantage
for bargaining and confrontation).
 Coincidence of interest between stakeholders can be development (self interest
dominates conflict between stakeholders).
 Proactive system wide intervention, with emphasis on fit linking HRIS with
strategic planning and cultural change (old assumption reactive, piecemeal
intervention in response to specific problem).

Outcomes to HRIS:
According to the Harvard Researchers, the effectiveness of the outcomes to HRIS
should be evaluated under four headings:
 Commitment
 Competence
 Congruence
 Cost-effectiveness

Commitment:
Concerned employee’s loyalty to the organization personal motivation and linking for
their work. The degree of employee commitment might be assessed via attitude
surveys labor turnover and absenteeism statistics and through interview with the
workers who quit their jobs.

25
Competence:
Relates to employees skills and abilities, training, requirements and potential for
higher work. These may be estimated through employee appraisal system and the
preparation of skills inventories. HRIS policies should be designed to attract, retain
and motivate competent.

Congruence:
Congruence means that management and workers share the same vision of the
organization goals and work together to attain them. In a well-managed organization,
employees at all levels of authority will share common perspectives about the factors
that determine its prosperity and future prospects.

Cost-effectiveness:
Concerned operational efficiency: HR should be used to the best advantage and in the
most productive ways. Outputs must be maximized at the lowest input cost and the
organizational must be quick to respond to market opportunities and environmental
changes.

26
 CHAPTER – 3
INDUSTRY & COMPANY PROFILE

27
 INDUSTRY PROFILE
India is among the leading global producers of cost-effective generic medicines and
vaccines, supplying 20 percent of the total global demand by volume. The country has
an established domestic pharmaceutical industry, with a strong network of 3000 drug
companies and about 10,500 manufacturing units. Out of these, 1,400 units are World
Health Organization (WHO) good manufacturing practice (GMP) approved; 1,105
have Europe’s certificate of suitability (CEPs); more than 950 match therapeutic
goods administration (TGA) guidelines; and 584 sites are approved by the US Food
and Drug Administration (USFDA).

The pharmaceutical industry in India produces a range of bulk drugs, which are the
key acting ingredients with medicinal properties that form the basic raw materials for
formulations. Bulk drugs account for roughly one-fifth of the industry output while
formulations account for the rest. India also has the expertise for active
pharmaceutical ingredients (APIs) and sees significant opportunities for value-
creation. At present, Indian companies supply over 80 percent of the anti-retro-viral
drugs used globally to combat AIDS (Acquired Immuno Deficiency Syndrome).

Six domestic firms – Aurobindo, Cipla, Desano, Emcure, Hetero Labs, and Laurus
Labs have a sub license with the UN-backed Medicines Patent Pool to manufacture
anti-AIDS medicine Tenofovir Alafenamide (TAF) for 112 developing countries.
Key players in the industry. India’s generic drug producers hold a strong position in
the global supply chain and play an integral role in developing the pharmaceutical
industry. Some of the major domestic players in the industry include
Sun Pharmaceutical Industries, Cipla, Lupin, Dr. Reddy’s Laboratories, Aurobindo
Pharma, Zydus Cadila, Piramal Enterprises, Glenmark Pharmaceuticals, and
Torrent Pharmaceuticals.

Major pharmaceutical clusters

Andhra Pradesh, Gujarat, Maharashtra, and Goa are the major pharmaceutical
manufacturing clusters in the country. The bulk drug clusters are located primarily in
Ahmedabad, Vadodara, Mumbai, Aurangabad, Pune, Hyderabad, Chennai,
Mysore, Bangalore, and Visakhapatnam(Vizag). The pharmaceutical hubs offer

28
investment opportunities in the production of API or bulk drugs, biosimilars,
vaccines, neutrceuticals, as well as food and drug testing and contract research

Foreign direct investment

India’s current foreign direct investment (FDI) policy allows 100 per cent FDI under
automatic route in green field pharmaceutical projects and up to 100 per cent FDI
under government approval in brownfield projects. Under the green field category,
companies establish their subsidiary and start their own production by constructing
new plants or facilities from the ground up. Whereas, under brownfield investment,
companies buy or lease existing facilities to begin a new production activity.

Export trends
Reckoned as a high quality generic manufacturer across the globe, India exports half
of its total production of pharmaceuticals to more than 200 countries in the world.

In 2017-18, India exported pharma products worth US$ 17.27 billion. By 2020, the
industry estimates the exports to grow by 30 per cent to reach US$ 20 billion.
The US is the most lucrative generics market for India’s pharma industry. It is valued
at around $60 billion and accounts for about 25 percent of India’s total shipment. In
2017-18, India exported about US$3.21 billion worth of generic drugs to the US,
despite the tough regulatory environment in the country.
With branded drugs going off patent during 2017-19, research agencies estimate the
export of generic drugs to the US to rise by about US$55 billion.
India’s other important export destination include the United Kingdom (US$383.3
million), South Africa (US$ 367.35 million), Russia (US$ 283.33 million) and
Nigeria (US$ 255.89 million).
Contract manufacturing and research services in India
The rising costs and regulatory pressure in developed markets are forcing many global
pharmaceutical companies to reduce their internal capacities in research and
development (R&D), and manufacturing, and turn to contract manufacturing and
research services (CRAMS), and outsourcing of research and clinical trials to
developing countries.
These strategies help multinational companies reduce costs, increase development
capacity, and focus on their core profit makings activities, such as drug discoveries
29
and marketing, rather than on manufacturing. India, with a large patient population
and genetic pool, is fast emerging as a preferred destination for such multinationals
seeking efficiencies of cost and time. The country’s CRAM industry offers a
significant cost-quality proposition, with potential savings of about 30-40 percent
compared to western markets such as the US and Europe. Since the amendment to
Patents Act in 2005, many Indian pharmaceutical companies have gradually moved
away from generic production to the development of new drugs, exports to regulated
markets and cooperative agreements with global pharma companies.

Advantage India
A US$33 billion opportunity, the pharmaceutical industry in India presents
considerable potential for collaborative and outsourced R&D in drug development,
biotechnology, chemicals, and manufacturing of medicinal products. India’s CRAM
sector is globally recognized for its high-end research services and is one of the fastest
growing segments of the country’s pharmaceutical industry. The country has a
low cost of production, low R&D costs, innovative scientific man power, and a
large number of national laboratories that have the potential to steer the industry
ahead to a higher level.

Besides, India is the only country in the world that has the highest number of
USFDA-approved plants for generic drug manufacturing outside the US. Some of the
leading Indian pharma companies derive about 50 per cent of their turnover from
exporting generic medicines to developed markets like the US and Europe.

Challenges
The arbitrary and unpredictable nature of India’s regulatory interventions, including
restrictions on pricing and licensing are among the several challenges that global drug
companies face in securing easy market access to India. The government’s ban on
fixed-dose combination drugs and demonetization of high-value currency notes in
2016 affected 6000 brands produced by 100 plus drug manufacturing companies. The
regulations concerning price control of drugs, or making prescriptions of medicines
by their generic name instead of brand names mandatory, too, remain key threats for
the industry.

30
Other concerns include interpretations of intellectual property protection that favor
generics and biosimilars, impact of the goods and services tax (GST) on sourcing,
manufacturing, and distribution channels, as well as policies and practices that
support local manufacturers. Considering these challenges, it is essential for foreign
companies to pay more attention to market-access capabilities as a means to capture
the growth opportunities that India offers – especially for the introduction of
innovative drugs.

Indian pharmaceutical sector industry supplies over 50 per cent of global demand for
various vaccines, 40 per cent of generic demand in the US and 25 per cent of all
medicine in UK. India contributes the second largest share of pharmaceutical and
biotech workforce in the world. The pharmaceutical sector in India was valued at US$
33 billion in 2017. India’s domestic pharmaceutical market turnover reached Rs
129,015 crore (US$ 18.12 billion) in 2018, growing 9.4 per cent year-on-year (in Rs)
from Rs 116,389 crore (US$ 17.87 billion) in 2017. With 71 per cent market share,
generic drugs form the largest segment of the Indian pharmaceutical sector. Domestic
API consumption is expected to reach US$ 18.8 billion by FY22. The country
accounts for the second largest number of Abbreviated New Drug Applications
(ANDAs) and is the world’s leader in Drug Master Files (DMFs) applications with
the US Indian Drugs & Pharmaceuticals sector has received cumulative FDI worth
US$ 15.83 billion between April 2000 and June 2018.

Indian drugs are exported to more than 200 countries in the world, with the US as the
key market. Generic drugs account for 20 per cent of global exports in terms of
volume, making the country the largest provider of generic medicines globally and
expected to expand even further in coming years. India’s pharmaceutical exports
stood at US$ 17.27 billion in FY18 and US$ 13.94 billion in FY19 (up to December
2018). In 2018-19, these exports are expected to cross US$ 19 billion. 31 per cent of
these exports from India went to the US.

The Government of India plans to set up a US$ 640 million venture capital fund to
boost drug discovery and strengthen pharmaceutical infrastructure. The ‘Pharma
Vision 2020’ by the government’s Department of Pharmaceuticals aims to make India
a major hub for end-to-end drug discovery.
31
In Nov 2018, Cipla’s subsidiary in the United States has ordered two steps to acquire
Avenue Therapeutics Inc. for around an estimated Rs 1,563 crore ($215 million).
Indian pharmaceutical sector is expected to grow at a CAGR of 15 per cent in the near
future and medical device market expected to grow $50 billion by 2025 Under Budget
2019-18, allocation to the Ministry of Health and Family Welfare increased by 13.1
per cent to Rs 61,398 crore (US$ 8.98 billion).

Indian Drugs & Pharmaceuticals sector has received cumulative FDI worth US$ 15.90
billion between April 2000 and September 2018. The Contract Research and
Manufacturing Services industry (CRAMS) – estimated at US$ 17.27 billion in 2017-
18, is expected to reach US$ 20 billion by 2020. The government has allocated Rs
31,745 crore (US$ 4.64 billion) towards the National Health Mission under which
rural and urban people will get benefited.

32
 COMPANY PROFILE
UnitedHealth Group is a distinctively diversified health and well-being company
headquartered in the United States, and a leader worldwide in helping people live
healthier lives and helping make the health system work better for everyone.
We are committed to introducing innovative approaches, products and services that
can improve personal health and promote healthier populations in local communities.
Our core capabilities in clinical expertise, advanced technology and data and health
information uniquely enable us to meet the evolving needs of a changing health
care environment.
UnitedHealth Group serves clients and consumers through two distinct platforms:

UnitedHealthcare provides health care coverage and benefits services.

Optum provides information and technology-enabled health services.

United Health Group Foundational Competencies
Clinical Insight
Knowledge and experience in organizing health care resources to best serve specific
local market needs.
Technology
Enabling a variety of interactions at enormous scale and complexity, helping connect
all participants in health care.
Data & Information
Unique skills in collecting, managing and analyzing data; and the capability to
translate data into actionable information.
Fast Facts
130

33
Through United Healthcare and Optum, UnitedHealth Group offers health benefits
and services to people residing in all 50 states in the United States and more than 130
other countries.

RELATED TOPICS
Global Health Optum United Healthcare ~$3.3B
UnitedHealth Group invests more than $3.3 billion in technology and innovation, and
processes approximately 1 trillion transactions annually.

RELATED TOPICS
Optum Our History of Innovation Research & Development 300K More than 300,000
people worldwide power UnitedHealth Group with their entrepreneurial spirit and
commitment to quality, including 85,000 clinical professionals focused on helping
people live healthier lives.

RELATED TOPICS
Careers at UnitedHealth Group Center for Clinician Advancement Diversity and Inclusion

Health Benefits
United Healthcare, our Health Benefits platform, is dedicated to helping people live
healthier lives by simplifying the health care experience, meeting consumer health
and wellness needs, and sustaining trusted relationships with care providers. Learn
more about our United Healthc are business segments below.

Health Services
Optum, our Health Services platform, is a leading information and technology-
enabled health services business dedicated to modernizing the system and improving
the health of people and communities. Learn more about our Optum business
segments below.

Employers
Optum helps employers make the most of their benefits offerings, manage population
health, and manage health care finances.

34
Government
Optum serves multiple federal agencies and state Medicaid and Health and Human Services
agencies with solutions that help improve outcomes and reduce costs.

Health Plans
Optum works with health plans to achieve operational excellence, grow membership and
drive consumer engagement, and improve clinical quality and manage risk.

Life Sciences
Optum helps life sciences companies leverage real-world evidence to directly improve
clinical care.

Care Providers
Optum helps care providers achieve better clinical and business performance and take
control of the transition to value-based care.

Individuals & Families

From pharmacy benefits and health care savings accounts to primary care and urgent care,
Optum helps keep individuals and families healthier.

Individuals & Families

UnitedHealthcare offers plans that provide reliable health care coverage, and dental, vision
and other insurance plans to meet the needs of individuals and families.

Employers
With a variety of group coverage options, UnitedHealthcare has insurance plans that work
for companies of all sizes.

Medicare
Medicare Advantage plans, Medicare prescription drug plans and Medicare supplement
insurance plans are available from UnitedHealthcare.

Health Care Providers

UnitedHealthcare offers online resources for physicians and other health care providers.
35
Brokers
United Health care has resources and tools to help brokers serve their customers and grow
their business.

Networks
United Healthcare has an extensive provider network to help individuals find the right care
when they need it.

Social Responsibility
Our people and our partners combine their knowledge, experience and compassion in
support of initiatives that help build healthier communities.
At UnitedHealth Group, our work addresses the most pressing health challenges
people and organizations are facing today in the United States and worldwide. This
same dedication to the health and well-being of others drives our social responsibility
and philanthropic efforts as individuals and as a company. We are dedicated to
supporting initiatives that improve health quality and outcomes today, and investing
in a future health workforce that meets the needs of tomorrow.

Our People
The people of UnitedHealth Group are working together in support of local
communities.
UnitedHealth Group’s year-round giving program supports employees’ desires and
efforts to give back to the communities where they live and work, across the nation
and around the world. Through charitable contributions and volunteering, our people
are deeply and personally involved in improving the health and welfare of their
neighbors. The United Health Foundation matches employee contributions, dollar for
dollar, to nearly all non profit organizations, doubling their impact. Employees have
the ability to give whenever, wherever and however they choose.
Our Partners
The power of partnerships and collaboration is key to improving the health of our
communities.
We partner with organizations committed to making health care better through
innovation, local insight and perseverance in the face of tremendous challenges. Each
year, we provide contributions and support to more than 2,300 organizations through
36
our partnerships locally, nationally and internationally that are making a measurable
difference in people's lives and the quality of their health care. Together with our
partners, we're discovering new insights into the health of our communities and
helping to create the path to a healthier future by: Connecting Individuals to Quality
Care, Creating a 21st Century Health Workforce, Supporting Whole-Person Health
and Serving Distinct Populations.
Connecting Individuals to Quality Care
All health care is local, and through strategic partnerships, programs and initiatives
we are connecting individuals around the globe to much needed care.

University of Kentucky College of Dentistry

Louisiana Cancer Research Center

Circle the City

37
CankdeskaCikana Community College

Partnering to Build a Healthier Kansas

The Village for Families & Children

38
New Jersey Health Care Quality Institute

Alachua County

New Jersey Hospital Association

39
 American Lung Association

Regional Primary Care Network

Hennepin County Medical Center

40
 Tennessee Primary Care Association

University of Texas Rio Grande Valley

Our Foundations
UnitedHealth Group's two philanthropic foundations - the United Healthcare
Children's Foundation and the United Health Foundation - are committed to helping
people live healthier lives.
United Health Care Children’s Foundation

The United Healthcare Children's Foundation gives families somewhere to turn when
they need medical assistance. Contributions come from UnitedHealth Group
employees, and the generosity of others.

41
United Health Foundation

The United Health Foundation is passionate about improving the quality and cost-
effectiveness of medical care, expanding access to health care services, nurturing a
21st-century health workforce and enhancing community well-being. To learn more
about United Health Foundation initiatives, visit Our Partners.
The Environment
The environment plays an important role in the health of every community. As a
leading health and well-being company, UnitedHealth Group’s mission is to help
people live healthier lives and help make the health system work better for everyone.
We are committed to minimizing our impact on the environment by conserving
energy and natural resources and raising employee awareness about improving the
environment.

Recycled 8,355 tons of paper and saved 142,040 trees

Reduced year-over-year controllable energy use and greenhouse gas emissions

by over 1.59% and year-over-year greenhouse gas emissions by 3.65%

42
 Generated a 15% year-over-year increasein tons of paper recycled

Implemented 45 low cost / no cost energy and water conservation projects

Completed 29 funded energy projects including interior and exterior lighting

upgrades

Maintained business operations

in LEED-certified facilities
(Leadership in Energy &
Environmental Design) totaling 1.6 million square feet

Green Business Practices

UnitedHealth Group’s green business practices are reducing our carbon footprint in
daily office work. We are moving toward paperless communications and

43
implementing workplace conservation initiatives. Following are a few examples from
our workplace in 2017:
Individuals We Serve
 Customers now see online bills, web-based eligibility transaction processing,
and online banking reports.
 Brokers get their commission statements and quotes online.
 Individuals we serve receive online explanation of benefits statements and
health statements.
 Physicians find remittance advice, electronic payments, and real-time
adjudication online.
 Shareholders receive proxy statements and annual reports online, and can vote
online or by phone.
 Employees receive online orientation and benefits enrollment materials, and
online W-2 statements.

Other Initiatives
United Health Group has expanded its conservation efforts beyond paperless
communications by:
 Posting sustainability tips and articles on our employee intranet,
 Expanding teleconference capabilities to reduce business travel,
 Following a shred-all policy to improve confidentiality and increase recycling,
 Turning off monitors overnight to reduce energy use, and
 Supporting telecommuting.

44
 CHAPTER – 4
DATA ANALYSIS &
INTERPRETATION

45
 DATA ANALYSIS AND INTERPRETATION

1. Age
Age No of responses % of responses
20-30 50 50%
30-40 30 30%
40-50 10 10%
50-60 10 10%
Total 100 100

CHART-1
60%

50%
50%

40%

30%
30%
Age

20%

10% 10%
10%

0%
20-30 30-40 40-50 50-60

INTERPRETATION:
The above data emphasis that 50% of the sample/respondents are between the age of
20-30. It can be understood that most of the employees are young people.

46
2. Gender
Gender No of responses % of responses
Male 60 60%
Female 40 40%
Total 100 100

CHART-2
70%

60%
60%

50%

40%
40%

30% Gender

20%

10%

0%
Male Female

INTERPRETATION:
The above data imphasis that 60% are male and 40% are Female. It can be understood
that most of the employees are Male.

47
3. Education
Educational Qualification No of responses % of responses
UG 40 40%
PG 40 40%
Others 20 20%
Total 100 100

CHART-3
45%
40% 40%
40%

35%

30%

25%
20%
20% Education

15%

10%

5%

0%
UG PG Others

INTERPRETATION:
The above data imphasis that 40% are Under Graduate, 40% are Post Graduate and
20% are others. It can be understood that most of the employees are UG & PG.

48
4. Occupation
Designation No of responses % of responses
Executive 40 40%
Supervisor 30 30%
Manager 30 30%
Total 100 100

CHART-4
45%
40%
40%

35%
30% 30%
30%

25%

20% Occupation

15%

10%

5%

0%
Executive Suervisior Manager

INTERPRETATION:
The above data emphasis that 40% are Executive, 40%, 30% are Supervisorand 30%
are Manager. It can be understood that most of the employees are Executive.

49
5. Marital Status
Marital No of responses % of responses
Married 40 40%
Un-Married 60 60%
Total 100 100

CHART-5
70%

60%
60%

50%

40%
40%

30% Maritial Status

20%

10%

0%
Married Un-Married

INTERPRETATION:
The above data emphasis that 60% are Un-Married and 40% are Married. It can be
understood that most of the employees are Un-Married.

50
6. Are you satisfied with the external recruitment sources performed in your
organization.

SL.No. Particular Percentage

1 Agree 82
2 Dis Agree 18
Total 100

CHART-6

EXTERNAL RECRUITMENT SOURCES

90 82
80
70
60
50
40
30
20 18
10
0
AGREE DIS AGREE

INTERPRETATION:
Regarding external recruitment sources 82% employees are satisfied or agree whereas
18% are not satisfied which is performed in the Organization. Therefore, the
employees are satisfied by recruitment process.

51
7. Are you satisfied with the monetary reward given on bringing a candidate on
board?
SL.No. Particular Percentage
1 Agree 76
2 Dis Agree 24
Total 100

CHART-7

MONETARY REWARD
80 76
70
60
50
40
30 24
20
10
0
AGREE DIS AGREE

INTERPRETATION:
Regarding monetary reward given on bringing on board 76% of employees is satisfied
and 24% are not satisfied.

52
 8. Are you satisfied with the background checks conduct for employees?
SL.No. Particular Percentage
1 Agree 78
2 Dis Agree 22
Total 100

CHART-8

BACKGROUND CHECKS
90
78
80
70
60
50
40
30 22
20
10
0
AGREE DIS AGREE

INTERPRETATION:
Regarding background checks which are conduct for employees 78% employees are
satisfied whereas 22% employees are not satisfied.

53
9. Are you satisfied with the monetary limits given to you for the expenses?

SL.No. Particular Percentage

1 Agree 79
2 Dis Agree 21
Total 100

CHART-9

MONETARY LIMITS
90
79
80
70
60
50
40
30 21
20
10
0
AGREE DIS AGREE

INTERPRETATION:
Regarding monetary limits provided to employees for their expenses 79% of the
employees are satisfied and 21% of the employees are not satisfied.

54
10. The induction programme of your organization is informal type
SL.No. Particular Percentage
1 Agree 82
2 Disagree 18
Total 100

CHART-10

INDUCTION PROGRAMME
90 82
80
70
60
50
40
30
18
20
10
0
AGREE DIS AGREE

INTERPRETATION:
Regarding induction programme which is conducted in the organization, 82% of the
employees are satisfied whereas 18% of the employees are not satisfied.

55
11. The induction of your organization covers organizational structure and policies.

SL.No. Particular Percentage

1 Agree 90
2 Dis Agree 10
Total 100

CHART-11

INDUCTION
100 90
90
80
70
60
50
40
30
20 10
10
0
AGREE DIS AGREE

INTERPRETATION:
Regarding induction of organization, 90% of the employees are satisfied and 10% of
the employees are not satisfied. It means that most of the employees are benefited.

56
12. For Employee Performance is the training need analyzed in your organization.
SL.No. Particular Percentage
1 Agree 76
2 Dis Agree 24
Total 100

CHART-
12

EMPLOYEE PERFORMANCE
80 76
70
60
50
40
30 24
20
10
0
AGREE DIS AGREE

INTERPRETATION:
Regarding employee performance, 76% of employees are satisfied whereas 24% of
employees are not satisfied. It means that most of the employees get affected from
this evaluation.

57
13. Are you satisfied with the Classroom method adopted by your organization to train
the employees?
SL.No. Particular Percentage
1 Agree 73
2 Dis Agree 27
Total 100

CHART-13

CLASS ROOM METHOD

80 73
70
60
50
40
30 27

20
10
0
AGREE DIS AGREE

INTERPRETATION:
Regarding Classroom method, 73% of the employees are satisfied whereas 27% of the
employees are not satisfied. It means most of the employees get affected but some of
the employees want training and development programmes to train employees.

58
14. Effectiveness of training program in your Organization is evaluated by observing the
post training performance of employees.

SL.No. Particular Percentage

1 Agree 68
2 Dis Agree 32
Total 100

CHART-14

EFFECTIVENESS OF TRAINING
80
PROGRAM
68
70
60
50
40 32
30
20
10
0
AGREE DIS AGREE

INTERPRETATION:
Regarding effectiveness of training program, 68% of the employees are satisfied
whereas 32% of the employees are not satisfied. It means that some of the employees
want that evaluation of effectiveness of training program should be done with some
other method.

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15. Are you satisfied with the Balanced Scorecard method?
SL.No. Particular Percentage
1 Agree 92
2 Dis Agree 8
Total 100

CHART-15

BALANCE SCORE CARD METHOD

100 92
90
80
70
60
50
40
30
20
8
10
0
AGREE DIS AGREE

INTERPRETATION:
Regarding Balance scorecard method, 92% of the employees are satisfied whereas
only 8% of the employees are not satisfied. It means that most of the employees are
benefited from this evaluation method.

60
 CHAPTER 5
FINDINGS, SUGGESTIONS &
CONCLUSION

61
 FINDINGS
1. The above data emphasis that 50% of the sample/respondents are between the age of
20-30. It can be understood that most of the employees are young people.
2. The above data imphasis that 60% are male and 40% are Female. It can be
understood that most of the employees are Male.
3. The above data imphasis that 40% are Under Graduate, 40% are Post Graduate and
20% are others. It can be understood that most of the employees are UG & PG.
4. The above data emphasis that 40% are Executive, 40%, 30% are Supervisor and 30%
are Manager. It can be understood that most of the employees are Executive.
5. The above data emphasis that 60% are Un-Married and 40% are Married. It can be
understood that most of the employees are Un-Married.
6. Regarding external recruitment sources 82% employees are satisfied or agree
whereas 12% are not satisfied which is performed in the Organization.
Therefore, the employees are satisfied by recruitment process.
7. Regarding monetary reward given on bringing on board 76% of employees is
satisfied and 24% are not satisfied.
8. Regarding background checks which are conduct for employees 78% employees are
satisfied whereas 22% employees are not satisfied.
9. Regarding monetary limits provided to employees for their expenses 79% of
the employees are satisfied and 21% of the employees are not satisfied.
10. Regarding induction programme which is conducted in the organization, 82%
of the employees are satisfied whereas 18% of the employees are not satisfied.
11. Regarding induction of organization, 90% of the employees are satisfied and
10% of the employees are not satisfied. It means that most of the employees
are benefited.
12. Regarding employee performance, 76% of employees are satisfied whereas
24% of employees are not satisfied. It means that most of the employees get
affected from this evaluation.
13. Regarding Classroom method, 73% of the employees are satisfied whereas 27% of
the employees are not satisfied. It means most of the employees get affected but some
of the employees want training and development programmes to train employees.

62
14. Regarding effectiveness of training program, 68% of the employees are satisfied
whereas 32% of the employees are not satisfied. It means that some of the employees
want that evaluation of effectiveness of training program should be done with some
other method.
15. Regarding Balance scorecard method, 92% of the employees are satisfied
whereas only 8% of the employees are not satisfied. It means that most of the
employees are benefited from this evaluation method.
16. Regarding feedback 72% of the employees are satisfied whereas 28% of the
employees are not satisfied. It means that some of the employees get benefited
but some are not.
17. Regarding mentor system followed for career progression, 84% of the
employees get benefited and only 16% of the employees are exempted.
18. Regarding competence analysis and feedback from manager 78% of the
employees are satisfied whereas 22% are not satisfied. It means that some of
the employees want feedback from another source.
19. Regarding privilege leave provided to employees, 83% of the employees are
satisfied whereas 17% of the employees are not satisfied.
20. Regarding informal communication pattern, 87% of the employees are
satisfied and 13% of the employees are not satisfied. It means most of the
employees are comfortable with this communication process.

63
 SUGGESTIONS

 Respondents are morelikelytoconsiderthattheir system is successful in delivering

against the following criteria ifthey:

 Have pre-trained project managers responsible for the introduction of the HRICS

extensively involve HR department system users at the developmentstage.

 Train users duringimplementation.

 Have a framework for evaluation at the implementationstage.

 Conduct a pilot before fullimplementation.

 Conduct a full evaluation of the HRIS afterimplementation.

 Extensively test for compatibility with existing IT systems at the design and

developmentstage.

64
 CONCLUSION

 Human Resource Information and Communication System (HRICS) seem to

play important roles for Human Resource Management (HRM) because HRICS
functions improve HRIS in terms of administrative purposes and analytical
purposes. Although HRICSs arestillbeing used for administrative ends rather than
analytical ends, the future of HRICSs in decision support is possible. It is
important torecognize critical issues during the HRICS development and
implementation in order to achieve an HRICSproject.
 In conclusion, I realize that there are many types of Human Resources
Information Systems and these systems have contribute success to many
organizations in the world. Information Systems can help the organization to
save time, cost, and energy in their operations and managements.
 These systems have provided a large database inventory for the organizations
to store and maintain all the information.
 Based on the examples that I used for the three topics, I have deeper
understanding on how the systems have transformed the way a company
manages its human resource functions.
 However, not every organization turns out to be successful after implementing
the information systems in their operations; it is all depend on how well the
organization can utilize it. Therefore, in order to fully utilize these systems, it
is important that the management of the organizations to deeply understand
how the systems work and how the systems match with the organizations’
objectives.

65
BIBLIOGRAPHY

66
 BIBLIOGRAPHY

Text books:
Ashwathappa, “Human Resource Management”, 5th edition, Tata McGraw-Hill, 2007
Michael Armstrong, “Human Resource Management”, 2nd edition, kogan page ltd,
2009

Journals & Articles:

1. Articles by T.V.Rao Learning Systems.
2. Policies of Kesoram Cement.
3. Documents of Kesoram Cement.

Websites:
 www.citehr.com
 www.ask.com
 www.wikipedia.com
 www.hrgroup.com
 www.ppspublishers.com
 www.scribd.com
 www.ijm.com

67
QUESTIONNAIRES

68
 QUESTIONNAIRES

1. Name :

2. Age : 20 – 30 [ ] 31-40 [ ] 41-50 [ ]

above [ ]

3. Gender : Male [ ] Female [ ]

4. Education : UG [ ] PG [ ]

5. Occupation : Executive [ ] Supervisor [ ] Manager[ ]

6. Marital Status : Married [ ] Un-Married [ ]

6. Are you satisfied with the external recruitment sources performed in your
organization.
1. Agree 2. Disagree

7. Are you satisfied with the monetary reward given on bringing a candidate on
board?
1. Agree 2. Disagree

8. Are you satisfied with the background checks conduct for employees.
1. Agree 2. Disagree

9. Are you satisfied with the monetary limits given to you for the expenses?
1. Agree 2. Disagree

10. The induction programme of your organization is informal type.

1. Agree 2. Disagree

11. The induction of your organization covers organizational structure and policies.
1. Agree 2. Disagree

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12. For Employee performance is the training need analyzed in your organization.

1. Agree 2. Disagree

13. Are you satisfied with the Classroom method adopted by tour organization to train
the employees?

1. Agree 2. Disagree

14. Effectiveness of training program in your Organization is evaluated by observing

the post training performance of employees.

1. Agree 2. Disagree

15. Are you satisfied with the Balanced Scorecard method?

1. Agree 2. Disagree

70