4Dgtiat-

MBA Snd Semter IRM)MD

2.1. HUMAN RESOURCE PLANNING umge Reme
HRP) Well Piang

.1.l. Meaning and Definition of HRP

ng
Defiaed lectives
and
operating plannine ma
an Resoure
ucn
n ensures that it has the right number and righ kind ef
e asis
wn rTan
objectives, liked
resource
needs are plannet,
buman resource planning
G
en
s
ume cpabie ot effectively an
organisation a
achievw
en E, career planning8 of individual executives and
overall objectives. Humna De
panin pernonnel planning or employm
Called to the etereoEnelNeeds: Human resource planning is relaleo
on arnd a sub-yste in will have tobe done ind con
1he

en
orgganisational olanmn the
piariming when are needed. The organisation
alsohave they may
9 alcunE ue aupp pepe(cxsting employees keenung
Cor CuTent selectung ana taarning proce
eNpects
over a given timefra

increased direct cost, cost oftraini 8

inve

should knowte
Manpower nventon
nower in the organisati
t oe anager
inCIces
er-stalfing.
ne
production, morale and
cost of, production Under-staffing also affects
HRP 1s essential.
undertaking higher responsibilities in abie
the near future.
to him, for
productivity theretore, proper
g
PanedDemand and Sapply:
Aceording Departmentof well advance as Manpowerrequirements have
in
to
Emplovment, "Manpower planning is a p suitable
he acquisiton, tmprovement and retention of case persons

a
uniisation, not be
Sufficient will in
ferpri an available future
esources advance. The de ecruitment process well in
According to Bruce P. Coleman, suppiy ot peronnel shoald be secn
"Manpowerplanning is the process ih
urung manpower requirerments in order to
carry out the
rated
integr p Creating Proper
e organisation
yin8 personnel,
Work Eavironment:
manpower olt eestimating
Besides and
estimating and
Accoreng to Mary L anke, Human
resource
pencnton ot strategies, plans and programmhes requiredplanning
is working cooditions are created.People shod proper
Work in the
ha
moti , to attract
reward and retain best people to meet organisational
goal and objective of
organisation

Development
and they sboud get proper job
satisfaction

enterPnse ofPolicies: It results in

the
Progrmmes and procedures for th development of policies,
According
to
Pro. John Gennard,"Human resource planning preservabon atd utltsatson of the evelopment,
a isation'
organisation' sbuman
eEy Tor the acquisition (recruitment/selection), utilisation
is
to
assets.

lon Complementary
preservation (na ement
wrds)
(training

an
and
organisation's has
devel
and resources is
Organisation
prime responsi Planning:
the
Planning for human
ensire
of cilective of present and futur
utilisarion

2.1.2. planning is complementary to power. Manpoweer

Nature of HRP organisationplanning&
of human reso
Nature

DYnamie Activity: Mann g

as follows:
1s
23.
HR Need of HRP
continuous or never planning
is needed due to
chding process because the dema
demana and supply of manpower are
following reasons:
subject to irequent chang e. VEmployment-nemployment Situation: In the number of
is
educated uneniployed on the rise, there isgeneral
variety of skills. This acute a
emphasizes the need for more Tor
recruitment and effoctive
retainingpeople.
 Tecbnological Changes:
MBA Second Semester CRCJ MMDA human RewrEanng a he advent
N
hasee
ase problems
aeting
pid e
relatine to
The myriad changes
methods and management
ntroduction of HRIS). Their effect
changes
i

ee
proaueon
techniques have the PC's and
e planning
eTecorus.
the
and having
stems thinking.
upsurgeof people management concept
conenon ahad ap
ess
al

redeployment
All
these suggest the need to plan manpower needs) Led Te helonE ed pioyee to handle new
intensively and syystematically
a kilts uccessfully. Human resource
plannin
mangen, o
OrEanisatuonal
cyclical
Changes:
fluctuations and
In
the turbulent
discontinuitics,
envirorument
he nnura
marked o provides enough
move up the corporaie
lead time for identitying
ladder.
developing

affect manpower reauiremente HRP

2A4.ODjecuv
Oyectiveo
fo
9DemogrphicChanges:The changing profile of the workforce in 1 p
social background have implications for manpower planning 1he
than ever before. And the
workforce is more diverse tend shows
Sgoing to oe on the rse Even

Skil Sbortages:Organisations have become complex

and andhus.
The
ege more specialist sxils that are re scarce. result

nore dependcnt on the proressioas nuProoe y

when such people, if they are they are freelancers, decide to
to more lucrative
business
shift their
empioy
sonewe e anpower Gnp

HR s
n Human Resource Requireme: essential
control and changes orecastiaE
Governmental Infoences:Govemmental
tioo for disadvantagedgroups determineofthe uture rman it
resource nee to nae sof
egislation with re of work, absence such a plan, woula be ditneun
restrictions
mlaicd the the right kind of peopile at the nght ume
working.COD nd contract
empioy
organisafions
beco
become unvoved
to
labour,
in systetmatic
etc.

and
marnpower
nine
puarning
are
9 Analyse Current
competency
of
Workorce:
presentwoO
HRP heips in analysing
determines the un the

gone.
DLegslative
Now ma t
Controls: The days of
diicuit reduce
"hire
to
or an

cheaply, especialy in the presence of

fire

e
policies
B1ze workiorcestrengihs.and ahilipes.

Eetive Management
plannin rcd

na
NoW leEIslationmakes
legislation to
tiens.techology products, and
in
India. It
is
casy cope Cnang
witn mabE way. The
These changes call tor
trade union scenario in an effective
strong politicalised of government regulations absence ot
shed the
tat the numbers ofskills and in the
increase but difficult
to in terms
labour law relating
to lay continuous ao reallocation

be under-utilisation of human resource.

because of recent changes in anning there might
em oyed
responsible for managing manpower must Goals: HRP helps in effectively mectng
offs and closures em foresee manpower probiems
to Realising Organisationaldiversification and other gowth srepes
far ahead and
thus aftempt
look as he needs of expansion,
8 Impaet
politicians
of Presuure Groups:
and
NGO's displaced, rom
land by
such
Pressure goups localion
unions,
of
giant
fan organisation.
Frovide Information: The information gathered
surplus and
unutilised human
through HRP
resources t
also

enterprises
have been raising contradicoy pre used for identitying

recruinc sons pof the comprehensive skill inventory, which tacilitaies

management such as intermal
otc.
soil, provides
displaced persons,
lo employees'children,
 ABA
deci
Second Semester (4R) MDU Human Reource Planning and RIS (Chagur 2)
nple, in prormotions. 1hus, HRP
Rprovidis
providis Tae invention of the latest technoloY determines
sed for other mann discoveries.
humanresources
6) Efeetive aUtilisation of en functions,
Tthe kind of
required.

sources is th n of Human Res

Humap Resource: Planning for human
International Pactors: Intermational factors
like the demand
ective utilisation of present nagement to ensume in various countries also atteci
andsuppiy of human resources
to Manpower hutnan resource planning
Determine pementary organisation plannt

Manpower Gap: human

so Manpower planning identiies the )nteraactora: They are the facto which affect
the

ay eEanpower
oeveloped tor
that suitable training prop rsource planning internally These include folowing
buildinE specific
kils, in future. Company Policies
and Strategles: The organisation's policies and

.5 required
the
aencaion etc determines
actors Arecting HRp
LSE Enviabnmey
vEral
factors
factors affect HRP.T1
andiaternal factors,which areasfolclasified into eaxteraal
Fartors AfectsE HR
Humas

level, quality of working

a ource
conditions, etc., infuence
policies of the
human
e planning

IES
L
oAnnlysis
neudinhe
1
Punnnng oaed
ob analysis means detailed study of the job
slsonnecoea
Joo
toparcuar
wmuch
aalysis
joo. uman resouree
he determines kina o
Jo N
women lcies ployees lo be procured.
Tece
Level efT
Time Horizon: Company's
emational Factos Tume Horison planning ditien according to the
environment can ne wth stable competisive
wcon
-Trade Union
ane Opertions Pelay
oil

for short -e wtbouta

ronment can only plan

)External
Ogmu al Growth Cyeles nany
Chage
compettors entering business/when here is,rapid
Factors: They are the tactors which alfect the himan in Ocal and economuc conditaons of
business/ifthere is
resource planning externally. Theyinclude: conset chang acingnd partemaywhen there exists POOr
GOvernment Policies: of the
Policies govemment like bour
labour etpacace,
then short-lem
planning is adopted or vice
policy.policy towards reservine
wersa for ongem piannine
Tor different
coam
human resource planning nSoelc.,
certain jobs
affect ype and
Quality of lnformation: Any planning process
i Level of Economie cconomic organisational
st nomalon ADOu the
Development: Level of
o economicc area
development determines theevl oojectives,
level of techrsolov unctional
ourte
developrmentin the ccuntry and thercby the supply of human tplan
recruitment sources, retirement 90DAlysis
plans, compensahonleveis ot
ources the n
ruture in the country. empioyees, etc Therefore, human reso
etermined on thbe of the
Business Environment: Business environment means the basis type and qualit of
omation.company's Produetion and
om Operational Policy:
ematactors influences
intuencing the business. Business
cies regarding how
environmential 1ctors the
volume mix and
much to purchase much to produce and
trom outside in order to manutacture the how
ol production
thereby the supply of human resources in the futuro in the final
countiy numberand kind ot
ivy Level of Tecanology: people required
TechnologgY is the
application of Trade Unions: If the unions declare that they will not work for
nowiedge to practical tasks which to new more than8hours a
ead inventions and day, it afects the human resource
planning
 s6
(Unal
MBA
Therefore, influence of
workng hous
trade unions
Second Semestar
(HRMO MDU
per weck, fecruitnent regarding the nurmber oDt
Hanan Resonre
rnin dHS (Op 2)
esource f sources,
alteet nuna c, .6.1. Environmental Seanning
vio
Organisational

o
nisation
alier, but whe
young
is GrowthCycies

people
and the
dhe
non
neer
noed oft
employees
n
cntes the growth
B asua

phaise
D Pianning Process is
nwcn decisions

dnvethe organisation's
inffuenced
Envirormhentalscanning provides a better

strateeic lanni
by environment of ininess
understanding

PPOnities
of the
conla
arewill be made. it bielps HR plannicrs identity
that should

Snilarly, in the
done
declinin8/rocession/downtum
lo retrench the phase human resource is For HR
employees planning effective planning both

2.1.6. Process of HRP- onen extermal environrnent

rate
competors,
ecnoy,uure
epa
an s the in

upply.
resource plannin8
requirement and manpower
HR planning
availability,
proccess is
process
and
shown in ngure
of

l erforecasting manpoyer
diemand and
identifying

nta
dentily
strengths

scanning
oPpOrtunity
and

means
or poientual
weaknes
to
dangers to an
study the environmental climate
organisalno

and
to

on
21.6.2. Organisational Objectives
After scanningt Policies
are
analysed. Plans concemine technoloe
Onganisational Obiectives
n ,xpansion, and divesification give an idea about the
olune OTuureO y. saso nece be eoe
u Ource plans are to prepared. 1he future
R n the organisation structure should be examined o o as
Denand HR Supply manpowerrequirements.t is necessary to study business plans because
trom business plans relating to nature, level
aandanpower piansstems
Estimating Manpowe of
organisation activity.

21.6.3. Forecasting HR
Demand
Demand forecasting isthe process of estimating
the future quantity and
SMgRlu-Rastricind
a
Hrin 0E quaity
euirenens,
pcopisrequires.
o
In making forecast for human resourcee
wich have mpact
on he
reiationsnip
between volume of operaion and number of empioyees must be taken
1hough this makes HRP exercise quite cumbersome.
Outoomae
On Fianning
Rocruitmoni and
Selection
Outoome
into consideration.

this provides

wailable from
cer ans
its plan documents;
he c HR
guestion how nype
department has to make a forecast
evelopment or the requirement ofhuman resources based on those document

Plee
ctorDetermining demand Demand Forecasting
are as follows:
an Factors determining lorgcasting

Anticipated Growth of the Organaon

calculated from the past trends an the supao
Monitoring and Con affecting this grown wll remain consianl

Flgr 21:Freeess ef H0RP

 Badget Cemstrains and
aA Seceed Semeste OHEMO MDU
Allocatk Haman Reeure Plnning nd HRIS (Chptar 2)

cay lor the

purpose of new
ers
uh umber.
that can be hired, thus puting a ce eine t orecasts.In
the

and departnental
pnena
top-down approach, top manages prepare compary
Deds
forecasts
and
These forecasts
gd pa
are reviewed with

cpated
aoo
these e
Tumover in ersonnel due to Retirement Death
ceromotions, ete.: Some et
AdEWen
Anabsis: Ratio analysis,
some
causal
means
actor
making
ike saies Yohume),
forecasts on
besed ana

eetent aceurately
n nuber
of ermployees required (e-,number ofsalespeopie)
avance by taking informationahour

hent
nnga
and promotion can be

retrerment and promotion

calcula

or transfer
he
profile.
loss

Thi
trendAnalysis:
f
Trend
o nalysis forecasts
onsatoral
employment
lbe
index
makesthe projectionot huture demand eera moeaceue

ot
related to emplovment and the employmentlevel The appropriat
latroduction of New Technology: With continuous to empioyment levels
technological eorthat reiates
datiers across industne
significantiy

eopients, oatonan atomaton, the penonnel needs ar

es
gonstantIYchanging At maany piace, computenreetner repaa
A phicalmethod used to identify
ne opeof new technologs the relationship
in OVarnabls HR can se scater plots
the people that may be hired or transferred
qualifications of
o esu
planner
o ousiness scty and
to

S) Gaals: measure of business activity. he shouid be a

Minorityliring The goals established by the onnsa
oganisation
about hiring minorities or the bandie Pesonnelrequirements
action may affect the demand for the total number ot
mative policies
omputerised Computerised forecastin

skilled e o Speciaily when

unskilled
tis
minornty
diftfcultto match the skilled
workers to the
semi-
specatic Job
natom
Forecast:
o fuir needs by projecting
stafl fim
volumeof production,and personnel required to maintain this
requirements uired volune of output, ustng computers and sottware packages
Demand
Virious
Forecasting Techniques
demand forecastingtechniques are asfollows:
Employeralso use computerised systerms to personnel requirements.
WorkStudy TechniquesWork-sudy technique
d woktheetnciency o personne
organisational plan
9 volume o
of
crease/decrease
prodactivity measured by time and
is efficiency o or

unit of time, say per hour. Thus

standard output per
operaives required to complete specified volume of operation is:

Planned output
Standard output per hour x Standard hours
per petson

However, standard output per hour not always a constant factor

is
it
In but, generaly, increases over the period ot time because ot
Managerial Judgement: this technique, managers sittagether, carning which may be through trial and error, learning
discuss andaciveatAigure whish wouldbethe future demand for through
observing others,and through communication
labour.
thetechnique may involve botomup ora 1op:dow a
pproach. In
the
bottom-up,
line
managers submit
their Delphi Technique: Delphi technique takes human
into consideration
departinental proposals to top managers who arive at the company
resources requirements gven bya group ot ENpEnS 1Le,
mianage
 so MBA Second
he human resource experts Semener 4GM MDU
collect the
mmanpower needs, sumre
rises costof additional become very high
Npes
he mated gree ce areport This prce
human resources requirement In
epersdo not meet tace to
eed
y, fara
thenparticular
the
workers

supply
talen
will
will

isnot fexibie
remain
Canvy.
very high in the competitivein

ct that odela: in econometnic godelspast statistical

tce

data
4 Fopulation Mavement Trends:
ethe
1he demogpica ng
if
he
will
d
upplyor example,

ns
precise prove possible to describe tendency ouces of
and eweenDumber of vaniabies in supply in the rurl areas
mathematical

imvestmen
statistical

e of
manpowerreue relationahips nts trom outaide have
a tendency to sertle in citins thas a
product
product any ocher he tactors
es, complexity
which may be
and auali

relationships can OENGC

oasungie
thought important in
cquation or
which together described the
ore
keiy
Out with thee belp of econometric
ra arolmest
e
raning
Trenda ia_Vocadosal choa

progmmes aswella coleges,

Ca
there is a marked increasein the umber of smudents
u2r
in

modeis. educationa baCkOundOn the cther hand due oh af

6.4. onthere mabea

trend decline
of educaied
in college enrolment, signitying

Forecasting HR Supply in scarcity

poopie.
HR demand analysis the provides manager with the means of
enKina
0e
or
employees
to
that w
be requ
estinatnd

management is determine whether it will be able Internal

ources
required umber of personnel and the sources for such
Supply: Intemal
Internal supply refers to the vailability of
orocurement poee within the organisatian The existing employees are the
In fact, the xct
o
recnuitment tor an organisation
This intomationisprovided by supply forecasting,
which a deteination of the availability of empioyees is critical task for a
is also
component ofHRP Supply forecasting measures the umber of peopie
vital
HP ver ven
techniques exist lo measure the

kely tobeaailable from uthin and ouEside an organisation ater Stafing Tabies/Manning Charta: These are pictorial
making allowance for absenteeism, internal movementsand promotions,
wastage and changes in hours, and other cónditions of wark P nso alongwith the
organisational job,
unbens o
empioyees cuentiy occupying
those jobs and

Facton Determining S Forecasting

orecasting areasfollows
future
employment requirements. Suatfing tabies are one of the
simplest objective demand forecasting methods

JPramations of Employees from within the Organisstion: Parkoy Analyis: shows the percentage (and
It actuai numben
Promotions are a good and aeliabie soure ofuppiy o of empioYsea who remain in
as the
cach jobIrom oneyear 1o he nexS
proportion of those who are Rromoted or ranseme
experienced and skilled perspnnel who not need do t also
or who exit the organisation This movement of employees
extensively tiged and who arealso familiar with the organisational
untermal mobility) among job classifications can be
different
goals, policies,and philosophy.

Labour Market:
rECaedad upon pastmovenent patiens Past patems et
ee tmovements
Availa biliy of Required Talent in the External (tnsibons) are used to project humure

asessed by unemploymentfigures, a survey of private patiterns

employment agencies and o

sources
and public
u Ski lnventories: One of the oldet supply forecastingmethods
Competition forTalent within the
very tough then it will be more
Industry: lr the oompetition is
difficult to tap the supply and the nEemplayes'
S venopy, which isa
cach
thie ofntormation contaning
skils, abilities, knowiedge and expernepcs
 2 (in-
00MB
be
ale
Although not a

ne
recruitin
en
useful

supply of
technically
in revealir

omae pians lo
lorecasted
skilled
MaA SendSemester
sophisticated

candidates
future

tll
insid
demand. This
thee
approach, this

ability
openings through outside
metho

all
Employe

analysis
to
duman Resoures Planning and H00s (Chep

be deticient
2
can
be trained

can be easily understood with the help offigure 2.2.

emand fo
whereas empioye

Replacemest
ch
eent
that
and
r
planning and
Suecession

successie
Plaaning: Another sefus
owiedge is
nd Supply

Panngto1s shorter-term technique which uses

Personnel

to show the
charts

ikely
more lexible
more
eo
method
metbod
show names of the current incumbents
the organisation together

whiich foe
e
onger-Hcrm,
of

flexible which fosusEs On the

nanagers or leaders. deveiopment,or

Eternallook-out
Supply: In
addition to nicra suppPy,the eo
eds to for prospective emplov organisation

nabour
resourceS Outside of an
force
refers to potential sources of human
employees
organisation that attect
can the uture suPPIy wDeand
nd ources or exte PP
BrOgTaphical location to another andlso from one
ot furthe employees
Essource are colleges
universities, while others from consultants
achieve exKcellent results
competitors,or unsolicited apPplications.

It is only when the cost of procuring the labour from internal

is and the present staff cannot be spared for the
sources more also Surphus

market.Analysin8
ethecompany canlabour
external
reler
to
the
external
torce wil
labour
enabie an
ure 2.2:
Eatimating Manpower Gapa

to 2et.6.6. Action Planning

organisation identify:

e composition gapPE gaps are identified.,

) The type of jobs
characteristics

and skills available

andsupply
externally
of curent labour-for these
other departments/units

ay
and retrenchm
be persuaded to
plans

quit vo
areprepared

on
to bridge
redeployed in
with the trade
21.6.S. handehe golden
Estimating
Net huIan resource requirements ManpowerGaps
or
manpower Baps can De 1dentitie promotion, and
promotion, andtraini
training plans.
et
through recruitment
Realistic plans for the procur
gh

comparing demand torecasts and suPpyforccas. Such comparisons development of manpowershould be made after
o environment which considering the macro
Shortae ther shortag orsupius of human resources
in
future.
Anisations.
affect the manpower
objectives of the
whereas surplus implies redundante so e Ousie
Similarly, 8apsmay occur in terms of knowledge, skills and aptitudes.
 MhA Secd Semese O0M MEU
anitoriag and Control
Aocation and 2.1.3. Limitations of HRP
per utilisation of b
ene and programames abways ccesfl, here ex seme
cal reveal plans ia
deficien beip pianning in nor

Necessary modifi ouid be oPhich areas follows

ht of changing etvironmert and neods
ofplanning depends upon the sccuray of forecat if the foresas

21.7. mportance ol HRP ent

accurate
Per cent ccae.pianning il nor be husdred per tes

mpontance
Serv Resevoir of denti Criaia: Many humanresource speciailists and the
manag
Talent: The donot undentand the whole manpower planning pcess Becu
reervoir or talent any me HP
organisation can have
i
r
requisite skills are through cnss the specialis
readily availabile to
cay-othe sige People wun deveiop a strong
develop sense of purpose,planning
Till

2Prepare People for ca

Future Challenges:
motvated, and deveioped in advance
Pepie ca Pedure ep Mamagent Manpowr planeing
hgh quality employees quite easily. eeting the abeence of this support and co
people ge
q can also be met comfortably (whec bie,
for
to
ensurethe necessary resources,
the success of the
cooperation and suppon
human resource plannine A ons) through proper
manpoe puanr
muitinatonal comPnies,eE. have Resstance trom Lmployees:
polic ofhaving a of and trade nons ent
c
'hot list Employees
in
ete S
etc. Such OL, Proctor& Gamble Gode Prepared Ping hey feel
that
this planning increases their
candidates are rolled-over
various jobs and a o reuiates emthrouh
ats ontinuousiy.wben
the time comes, such
uicky and replace their respective bosses
people 'switch
without any
pecay
eethat of unskilled labour
productit
would ead towdespread

3 problem
Pacilitates Samooth
Expansion of Scale of Operations: If the
c oTechnical
sophisticated technol
easibility:
and
Successful human
radually Somet
resource

organisation
ahcad casily.
wih
wants
Advance
to its scale or
expand
planning ersuresacontinuous
operions,t can
suPPIY o
8 competitors
unless
have adopted the duced. just because
successtu
matched with the needs and environment of the particular
who can handle challenging

S
skills
requisite Jobs
asiiy enterprise.

Information
Helps in Controlling Manpower Costs:
Planning facilitates the
Inethicient

oepends upon the reliability

System: Etfectiveness of
plannin
most of n
peparation of an appropriate HR budget for eaach department or human resounee
indian industries,
division. This, in tum, belps in controling deveioped. In the absence of reliable
hor
manpower costs by tully
data it wouid not be
voiding shortages/excesses in manpower supply. The physical possible to have effective
planning
acilities such as canteen, quarters, school, medical
aiso be planned in advance.
help, etc, Can YUncertainties: t is
risky to depend upon general estimates of
power, in the face e
Helps in Eeonomic Development:At the national level,
A0senteeisn, turnover, seasona
environment
nmanpower changes and mar
planning is
essential
for economic development pa t is
uctuations are ncera
the
which
nological

in to
beiptul
n the generation of employment educationalreforms and s manpower planning Although discou
geogaphicalmobility of talent. for thesefactors, while preparing the plan, but these tactos cannot
be estimated correctly.
s6
Uni-) MBA SecmdSemener 0HRM MDU t Boyett a, The
normaoye HS)o keep
According
Eipensive and
pensive nd
TimeConsuming: Manpower planning
time-consuming process. Employers may resim
manponwer planning.feelingthat it increasesthe cost of manpower.
databesethetcan
tomating routines and tasks such e
Lack of Coordina with Other Managerial
tion
HRIS
SEeeray atendeney
Functions: There
on thepart of the manpower planners, to NeedSor the ned
Kesona of
af HRIS a
remain aloof from other operating managers and to become totally
absorbed in their own world. To be
effective, manpower planning
must be integrated with other management functions
Je) Unbalanced
on
Focus: Many human resource experts gve
more Orpmi
importance the quantitative aspect of manpower, to ensure that
and out of the organisation They
is in
there adequate fiow of people Severi Labour Les
overlook the qualitative aspects like career development and
etc. Such unbalanced focus affectsthe Adaptation
ptarining.Killlevels. moraie, to Chang
effectiveness of manpower planning.

2.2. HUMAN RESOURCE Large Organisations: For ar

largeumber of peopie, itbecos
INFORMATION SYSTEM (HRIS) Geographically Dispersed
dispersed compay. every
2.2.1. Meaning and Definition of HRIS information about manpower
locations, costs and inaccurncy
Human resource information system is a
systematic procedure
for

collecting, storing, maintaining. and retrieving data needed by an Several Labour aws
An e
its
organisation about human resources and various activities that are labour
laws Modem day çompe
relevant for their management in a central and accessible location.
of many
owances
An HRIS consists of a database, which çontains
which the data rien one or more files in system wouid storean