Online job advertisements on corporate web sites and internet job boards,

online CV databases, different forms of electronic applications, applicant management

systems, corporate skill databases, and IS supported workflows for the contracting

phase are only few examples of the various ways by which information systems today

support recruitment processes Keim & Weitzel (2012).

According to Shibly (2011) HRIS can support long range planning with

information for labour force planning and supply and demand forecast; staffing with

information on equal employment, separations and applicant qualifications; and

development with information on training programs, salary forecasts, pay budgets and

labour/employee relations with information on contract negotiations and employee

assistance needs. These systems enable employees to manage much of their own HR

administrative work. They can take care of many routine transactions whenever they

wish, because automated systems don’t keep office hours. In addition to their former

operational role, HR professionals can also act as a competency manager by arranging

the right people to the right positions in the right time with their new strategic

architecture role Gürol, Wolff & Ertemsir, (2010).

HRIS plays an important role for any organization to effectively manage its

human assets. Many organizations have adopted HRIS to assist their daily human

resources operations. HRIS must align and satisfy the needs of the organization and its

users in order to be successful Noor & Razali (2011).

John Gill et al., (2010) described the HRIS is a computerized system typically

comprising a database or inter-related databases that track employees and their

employment-specific information.

Previous Studies in HRIS

The literature shows many previous related studies in HRIS; however, most of

them were theoretical. In addition, all the revealed studies were conducted in the

context of developed countries' organizations and sites. Researchers found that the

greatest benefits to the implementation of HRIS were the quick response and access to

information that it brought while the greatest barrier was the insufficient financial

support. In addition, they reported many other previous related studies conducted in

HRIS implementation.

Differences Between Human Resource Management Systems & Human Resource

Information Systems

Human resources means much more than hiring and firing employees for your

small business. You must address much more complex issues in both the management

side of human resources and the information side. Each function can make significant

contributions to the growth of your small business and make it more profitable.

Management System Tasks

Your human resources management system will track employee performance,

time off and training needs. It also will help you project your employee needs for future

hiring. Think of management systems as handling the people side of human resources.

This type of system can measure employee satisfaction (through data entry from survey

forms) and can help you plan performance reviews. This system will also track the

issues addressed in performance reviews and provide you with a measure of each

employee’s progress in addressing those issues, based on subsequent reviews.

Information System Tasks

You must track a great deal of information for each employee. Not only must you

keep current contact information, Social Security numbers and tax withholding

information, you also must keep current benefits information, scheduling requirements

for each employee and headcounts for each department. Your information system also

will track health-care costs per employee and turnover rates. If you try to keep up with

all of these areas manually, you will use up time you could be spending on managing

production, planning sales and finding new markets for your small business.

Integrating Management and Information Systems

In order to avoid feeling overwhelmed when integrating management and

information systems, focus on the management system as the driver of your human

resources decisions. Use your management system, for example, to determine what

kind of training an employee needs to meet goals set in a performance review. Go to

your information system to determine the cost of that training and the potential benefits

in dollars you will realize from it. This will allow you to make an informed decision, rather

than simply signing an employee up for training and learning of the costs later. Start

with your management system to determine your needs, and use your information

system to find the potential costs and benefits of meeting those needs.

Single System With Two Modules

Some human resources software contains modules for the management and

information systems. Because these two modules exist in the same system, you can

make integrated decisions in one program. This will not only enable you to access

information to support decisions regarding workers, it will reduce the number of people

you need in your human resources department. You can ask your human resources

person to remain familiar with both modules, rather than hiring one person to master

each half of the program.

Different Types of HRIS

There are multiple typologies for the classification of computer-based systems;

however, we are going to define the most basic types of systems and then apply them

to their development and use within an HRIS. One of the earliest books in the field of

computer-based systems placed systems under three basic categories: Electronic Data

Processing (EDP), Management Information Systems (MIS), and Decision Support

Systems (DSS). EDP is primarily electronic storage of information and was first applied

to automate paperwork.

Its basic characteristics include: A focus on data, storage, processing, and flows

at the operational level, Efficient transaction processing, Scheduled and optimized

computer runs, Integrated files for related jobs, Summary reports for management. In

the MIS category, the characteristics of MIS include: An information focus, aimed at

middle managers; structured information flows, Integration of EDP jobs by business

function (production MIS, marketing MIS), Inquiry and report generation (usually with a

data base).

This type of HRIS emerged as technology improved over time, and it fits the

traditional level of HR activities, such as recruitment, selection, and compensation.

DSS are focused still higher in the organization, with an emphasis on the

following characteristics: Decision focused, aimed at top managers and executive

decision makers, Emphasis on flexibility, adaptability, and quick response, User initiated

and controlled, Support for the personal decision-making styles of individual managers.

HRIS at this level began to emerge in the cost-effectiveness era of HRM development,

and it fits the transformational level of HR activities—adding value to organizational

processes.

What is the Difference Between HR Activities vs. HR Practices?

The activities performed by human resources teams should directly correlate with

HR practices. If they don't, the disconnection can illustrate the concept of being up a

creek without a paddle: It is possible to function this way but it is not very effective.

Thriving HR departments exist as fine-tuned water craft impelled to harvest and prepare

the best catch within their capabilities. That catch -- your employees -- becomes, in turn,

the rod that is motivated by HR’s activities to bring in business.

HR Practices

Human resources practices are strategic in nature. They represent a vital

guidance system that coordinates with your executive business plan. HR practices form

the foundation supporting the way your company’s human capital will operate on your

behalf. For example, HR practices include formulating a method for measuring and

analyzing the effects of a particular employee rewards program. Other examples include

the creation of a program to reduce work-related injuries, and building a framework to

ensure employment laws are adhered to.

Leadership Contribution

HR practices are the means through which your human resources personnel can

develop the leadership of your staff. This occurs through the practice of developing

extensive training courses and motivational programs, such as devising systems to

direct and assist management in performing ongoing performance appraisals. Human

resources practices also include constructing avenues through which employees will

have opportunities for advancement. For instance, the design of a mechanism enabling

the regular promotion of employees offers an opportunity for your staff members to grow

toward leadership positions.

HR Activities

HR activities embody the directives set forth through HR practices. For example,

the activity associated with the practice of providing consistent employee training would

be the actual presentation of the information outlined by your training program. HR

activity examples include engaging in taking competitive surveys to ensure your workers

are fairly compensated and managing employee attendance and overtime. Further HR

activity examples include recruitment, hiring and firing and the administration of health

benefits.

Typical HR programs involve things such as record keeping, recruiting,

selection, training, employee relations, and compensation. However, all these programs

involve multiple activities, and these HR activities can be classified into three broad

categories: transactional, traditional, and transformational.

Transactional activities involve day-to-day transactions that have to deal mostly

with record keeping—for example, entering payroll information, employee status

changes, programs such as planning, recruiting, selection, training, compensation, and

performance management. These activities can have strategic value for the

organization if their results or outcomes are consistent with the strategic goals of the

organization. Transformational activities are those activities that add value to the

organization—for example, cultural or organizational change, structural realignment,

strategic redirection, and increasing innovation.

Two Steps

To offer thorough human resources involvement in your business, HR

professionals must understand, generate and implement an integrated approach to

practices and activities. The process can be viewed as having two-steps: First, establish

practices designed to achieve the goals of your business in efficient, safe and legal

ways; and, second, execute the practices through associated activities, enacting

improvements when necessary. HR practices should create a natural flow to HR

activities. When this occurs, your human resources department should be functioning at

optimum levels for the benefit of your business.

What Are the Advantages of a Human Resource Information System?

A human resource information system (HRIS) is computer software employers

use to manage the human resources functions of their organization. It has the capability

to maintain employment records of all staff members, and employers can use it to

collect metrics surrounding the firm’s staffing, performance management, compensation

and benefits activities. Although not all companies utilize an HRIS system, there are

many benefits to doing so.

The advantages of having a sophisticated HRIS are: 1. HRIS is monitored by

qualified specialists who are well versed with technology. 2. HR functional and tactical

processes can manage compliance with federal and state laws, recruitment and

selection process, and produce analyses, data and reports for internal and external use.

3. Ease of use for qualified IT specialists 4. Accuracy of information 5. Ability to perform

HR audits using any combination of parameters 6. Employees and managers can locate

answers and information quickly without the need to consult an HR representative every

time.

The rationale for the implementation of HRIS varies between organizations.

Some use it to reduce costs, others to facilitate better communication, and some use it

to re-orient HR operations to increase the department’s strategic contribution Parry,

Tyson, Selbie, & Leighton (2010). HRIS provides management with strategic data not

only in recruitment and retention strategies, but also in merging HRIS data into large-

scale corporate strategy. The data collected from HRIS provides management with

decision-making tool. An HRIS can have a wide range of usage from simple spread

sheets to complex calculations performed easily (Parry 2010). Through proper HR

management, firms are able to perform calculations that have effects on the business

as a whole. Such calculations include health-care costs per employee, pay benefits as a

percentage of operating expense, cost per hire, return on training, turnover rates and

costs, time required to fill certain jobs, return on human capital invested, and human

value added.

Another benefits of HRIS is to prevent duplication of work presently each

division one subject clerk is assigned to handle leave reports. According to manual

leave system individual employee, leave clerk in each division and leave clerk in HR

division enter same information. Automation of leave system prevents duplication of

work and there is no needs to have leave clerks in each divisions.HR division can

generate leave reports using the system.

  Reduce cost according to manual leave management system end of every

month leave forms of employees are send to HR division. HR division has to store those

records and finally need to dispose those records. Moreover in manual leave

management system spends money for printing leave forms and other related lagers.

Automation helps to reduce the cost relating to storage, disposal, printing and paper

cost. Save time prevent duplication of work, easy accessibility to information will save

time. Enhanced decision making HRIS provide correct and accurate information for

decision making.

The emergence of Strategic HRM (SHRM) approach has created a real need

for information about HR. Therefore; HR practitioners were encouraging to innovate in

their IT usage, arguing that is resulting new roles for the HR\personnel department as

information center; internal consultant; changing agent; service provider; cost Manager;

business partner; facilitator; and consultant. And regardless of some contradictory

evidence suggestions of an increase in the strategic influence of HRM and continued

shift of HR practices to the line implies an imperative role for HRIS in sustaining the HR

department and increasing its importance to the organization. The literature shows a

variance in the analysis of HRIS usage with at least two extremes of use. In this

regards, Kovach and Cathcart argue that HRIS information could be used for

administrative purposes that reduce costs and time; HRIS is used according to them

also for more analytical decision support. Furthermore, they identified different type of

HRIS usages based on its degree of sophistication. They classified payroll and benefits

administration, keeping of employee and absence records electronically as

unsophisticated HRIS usage; he also describes this as simple-minded automation. On

the other hand, the usage of HRIS in recruitment and selection was characterized,

Training and Development (T&D), HR planning and performance appraisal as

sophisticated, as the generated information is important and used to provide support for

important HRM decisions. Practically, organizations are hesitated to apply HRIS unless

they are convinced of the benefits that this would bring to their organizations. The most

common benefits of HRIS include improved accuracy, the provision of timely and quick

access to information, and the saving of costs. In a similar vein, which justify why

organizations should use HRIS. These reasons related to the facts hat HRIS helps

organizations: 1) to increase competitiveness by developing and enhancing HR

procedures and activities; 2) to generate or create a greater and a range of many HRM

reports; 3) to shift the role of HRM from transactions to (SHRM); and 4) to reengineer

the whole HRM\personnel department\section of organizations. Moreover, HRIS can be

used to support strategic decision making, to evaluate programs or polices, or to

support daily operating concerns. In the context of higher education institutions, states

that the efficiency and effectiveness – quality of an HRIS will enable universities to

format a profile of their staff – their strengths and weaknesses, so they will know what

they have in the personnel sense. Accordingly, they will be able to structure appropriate

development promotion training and recruitment. Therefore, then, right people will be in

the right place at right time-quality human resource and personnel management. Rawat

also argues that nowadays higher education institutions face a significant task;

improving learning environments at the same time, reducing administrative operating

cost. Moreover, the ability to effectively budget for and managing different types of

employees, recruiting and retaining skilled members requires full integration of HR data

with student information systems. Therefore, with so many demands, higher education

institutions need a powerful business solution that will help them managing student,

graduates and employment information and financial data. Therefore, application of

HRIS system in higher education institutions provide the utmost updateability use of

resources, speed, compatibility, updateability, accessibility, data integrity, privacy and

security.

Reporting

Perhaps the biggest benefit that the use of an HRIS system adds to a business is

its ability to create reports and presentations. An HRIS system typically holds all

information surrounding the firm’s human resources initiatives, including details

regarding the group's hiring practices, such as a comprehensive listing of all job

applicants, an up-to-date index of job openings and electronic copies of each

employee’s onboarding paperwork, such as I-9 and W2 forms. It also holds data

regarding the salary and incentive compensation of each staff member. Results of

annual performance appraisals and any disciplinary actions that have been taken

toward members of the team are included, as well.

Because these figures are held in one database, a business owner possesses

the capability of running a variety of detailed reports that encompass some or all of this

information. For example, when looking to hire additional staff, he can run a report of

past candidates who possess a specific skill set. Alternatively, he can run a

compensation report to obtain needed information when preparing the annual budget.

Recruitment

In support of a firm’s staffing efforts, many HRIS systems provide a sophisticated

interface allowing its use by both internal employees, as well as external job applicants.

An HRIS system allows candidates for open positions to submit their resumes and

contact information to a potential employer from a remote computer. The system then

collects the information and archives it so it is easily accessible by the hiring manager.

When seeking candidates, the manager is able to perform detailed searches of

collected resumes, using a variety of queries, including location, level of education,

years of professional experience and technical skill set. In addition, the software also

allows current employees to electronically apply for new positions.

Benefits Administration

An HRIS system allows a business to streamline the administration of employee

benefits. In many cases, employees and new hires may electronically enroll in benefit

plans. They may also have the capability of logging onto the system to monitor and

update their current coverage throughout the year, changing status, dependent

information and contact data as required. A self-service system allows for benefits to be

efficiently administered with as little manpower as possible, saving an organizations

time and money.

Advantages & Disadvantages of Human Resource Information System

When the decision to build a human resources information systems department

is made, examine the options carefully and be aware of technology and human

resources trends for a small business. Small businesses have unique needs based on

company goals for growth, or a plan to remain small with access to technology without

the hefty costs. The term "human resources information systems" (HRIS) often is used

interchangeably with human resources management system (HRMS) and human

resources information technology (HRIT). Any of these terms is used to describe the

computer and information technology a company utilizes to automate human resources

functions and employment actions.

Human resources information systems have evolved since the 1980s from

relatively simple computer applications to virtual vaults of sophisticated human

resources information and processes. HRIS also is the name of the human resources

discipline for HRIS specialists and other human resources professionals involved in the

technology for employment and personnel matters. An HRIS is used for employment

actions such as applicant tracking, performance management, attendance,

compensation and benefits management, work force analyses, and scheduling. You

may hear about Enterprise Resource Planning (ERP) systems into which your

company's HRIS can be integrated. An ERP is for all business matters, including

profitability analyses, inventory control and investor relations data. These sophisticated

systems generally are for large employers with complex technology needs. A very

popular use of HRIS is employee self-service. Many employers are utilizing their HRIS

to supplement the human resources department staff by enabling employees for find

answers to common questions they would have asked a human resources

representative. An employee self-service component can be used in a small business

setting because it can be configured to accommodate work places with a dozen

employees to companies with 10,000 employees.

HRIS Advantages

The advantages of having a sophisticated HRIS or HRMS are many. An HRIS or

HRMS monitored by qualified specialists who know technology and HR functional and

tactical processes can manage compliance with federal and state laws, streamline

processes for recruitment and selection, and produce analyses, data and reports for

internal and external use. Other advantages of an HRIS include the ease of use for

qualification computer technology specialists, accuracy of information and the ability to

perform HR audits using any combination of parameters. The employee and manager

self-service features are excellent ways to free up the time of your human resources

staff members for project work and other duties. Employees and managers can locate

answers and information quickly without the need to consult an HR representative every

time.

HRIS Disadvantages

An HRIS also can be a problematic for small businesses in which some employees

must wear many hats. If your company isn't big enough to have a dedicated

human resources technology specialist, consider outsourcing. Some of the

disadvantages of an HRIS involve human error during information input, costly

technology to update your system and malfunctions or insufficient applications to

support your human resources needs. There is a demand for computer and technology

specialists with general information technology knowledge, and finding a qualified

specialist with human resources functional area knowledge can be difficult. With such a

demand, your cost to hire an HRIS specialist may be far above the average salary for a

computer technology specialist. The cost per-hire for another employee in a specialized

field may be a stretch for some small businesses.

The Roles of Human Resource Information Systems in Human Resource Planning

As technology evolves, so does its impact on strategic human resource planning.

Human resource information systems are electronic systems that compile information in

databases to be easily accessed and analyzed. Some information systems allow

automation of processes, such as payroll tax calculations, while others streamline

processes by minimizing the need for manual data entry and paper records, thus

increasing accuracy and efficiency.

Total Rewards

One HR function that can benefit from the use of human resource information

systems is total rewards, which refers to all components of the overall compensation

model, including salary and benefits. Your company’s HR department can more

effectively track and plan for changes to employees’ salary, insurance, retirement and

other benefits options using an HRIS. Electronic records keep track of current

expenses, and many systems offer projection models and calculators that can help you

analyze the impact of various changes. This is especially useful when preparing for

annual increases or benefits open enrollment.

Workforce Planning

Human resource information systems keep track of critical employee data such

as demographic information, job titles and Equal Employment Opportunity Commission

identification codes. Storing this information in an electronic database allows you to

analyze it more easily when working on recruitment strategies, progression planning

and affirmative action programs. HR reps can quickly run reports to determine items

such as how many employees were hired last year, average length of tenure and a

breakdown of the employee population by specified EEOC criteria such as gender and

race.

Training and Development

Small businesses also may look to an HRIS to assist with training and

development initiatives. Depending on the needs of your company, you can use an

HRIS to facilitate the annual performance review process, to allow employees to sign up

for company-sponsored training classes or to build a talent inventory of what education,

experience and training each employee has. Having this information readily accessible

by managers and human resources representatives is an asset when developing new

training programs or when restructuring departments or positions.

Risk Management

Human resource information systems also minimize risks and potential liabilities.

This is accomplished by keeping electronic records of items such as employee

discipline notices, safety training employees have received, accident logs and workers’

compensation claims. This data is analyzed by the HR department to identify ways to

improve workplace conditions, safety training classes and disciplinary processes to

ensure compliance with all federal and state labor laws.

Impact of Adopting HRIS on three ties of HRM

Rapid economic growth and increased competition attributes to

multifarious business environment which has lead to exponential growth of technology

applications in all areas of business including Human Resource Management (HRM).

Consequently, this change has forced Human Resource professionals and

researchers to rethink about achieving organizational objectives through adoption of

modernized Information Systems (IS). Growing importance of HRM with increasing

organizational size requires the maintenance of employee related data and generating

appropriate HR reports enforcing organizations for adoption of computer based HRM

systems Tripathi (2011).Although HRM Absar and Mahmood (2011) and

Information Technology(IT) have drawn the attention of researchers Saleem

(2011), industry and academia yet linkage between two disciplines is still at

cutting edge and need more exploration.

Operational HRM

HRIS is adopted to automate HRM activities in order to obtain some general

administrative routine purposes Altarawneh and Al-Shqairat (2010).

Transaction processing layer of Management Information System in HR function deals 

with routineactivities like attendance recording and payroll calculations also called

operational HRM activities Tripathi (2011). IT is being used in HR Department for

Administrative purpose including employees record keeping, prepare of salaries and

attendance record Teo (2001); DeSanctis, (1986) .Additional HR functions that could be

streamlined technology include selection Davies and Calderón ( 2005) whereas online

recruitment has  become popular  tool of IT Cronin  (2006).

Thus HRIS can support to perform traditional activities and supports day to day

functions of HRM at Operational Level which includes Record Keeping, Payroll

Preparation and Recruitment & Selection. Based on this section following proposition

has been developed.

What is strategic HRM (SHRM)?

According to Pawan Budhwar and Samuel Aryee (2011) the field of strategic

HRM is still evolving and there is little agreement among scholars regarding an

acceptable definition. Broadly speaking, SHRM is about systematically linking people

with the organization; more specifically, it is about the integration of HRM strategies into

corporate strategies. HR strategies are essentially plans and programmers that address

and solve fundamental strategic issues related to the management of human resources

in an organization. They focus is on alignment of the organization’s HR practices,

policies and programs with corporate and strategic business unit plans. Strategic HRM

thus links corporate strategy and HRM, and emphasizes the integration of HR with the

business and its environment. It is believed that integration between HRM and business

strategy contributes to effective management of human resources, improvement in

organizational performance and finally the success of a particular business. It can also

help organizations achieve competitive advantage by creating unique HRM systems

that cannot be imitated by others. In order for this to happen, HR departments should be

forward-thinking (future-oriented) and the HR strategies should operate consistently as

an integral part of the overall business plan. The HR-related future-orientation approach

of organizations forces them to regularly conduct analysis regarding the kind of HR

competencies needed in the future, and accordingly core HR functions (of procurement,

development and compensation) are activated to meet such needs.

According to these authors, HR practices influence psychological climate,

because they shape individual perceptions about organizational characteristics.

However, they also influence psychological contracts, by clarifying expectations about

the exchange relationships between employees and employers. When both

psychological climate and contracts are largely shared within the organization, an

organizational climate and normative contracts emerge. This is proposed to happen

whenever the HR system is visible, clear and internally consistent, i.e., with a strong HR

system.

Whereas weak HR systems create ambiguous situations and little guidance

about appropriate behaviors, strong HR systems increase the within company

homogeneity among employees, leading to shared perceptions and less-variable

attitudes and behaviors.

Strategic HRM

Roles and responsibilities are being evolved of HR professionals from a

traditional perspective to a new strategic perspective Delorme and Arcand (2010).

Strategic HRM Processes includes Employee Career Development

Zhou,Zhang & Montoro-Sánche (2011). Turnover Tracking Analysis

Hutchings (2011), HR Planning Absar and Mahmood, (2011) and Strategic

HR Decision Making Huselid and Becker (2011).As human capital plays a

larger role in competitive advantage, functional managers expect the HRIS to provide

functionality to meet the unit’s goals and objectives Power 2012 .Another study

on adoption of HRIS reveals that top management support and HRIS expertise are

positively related to the adoption of HRIS Teo (2007).Effect of HRIS on strategic

decisions reveals that banks can usage the HRIS in strategic dec is ions and thus

HRIS genera te bus iness va lue Rangr i ze t (2011) .Ro le o f IS in HRM

show taking management decisions related to management function especially for the

top management Tripathi (2011).Thus HRIS can facilitate to perform at Strategic HRM

Processes which will include Employee Career Development, Turnover Tracking

Analysis, HR Planning and Strategic HR Decision Making.

Strategic Responsibilities of HR

During 2010 Delorme and Arcand stated that to elaborate on the development

of the roles and responsibilities of HR practitioners from a traditional perspective to a

strategic perspective found that the introduction of new technologies in the organization

affect the way HR professionals accomplish their tasks within the HR department and

the rest of the organization.

The Advantages of the Human Resource Management Strategy

According to HR management expert John Bratton, "Strategic human resource

management is the process of linking the human resource function with the strategic

objectives of the organization in order to improve performance." Adopting an HR

strategy that is concerned with the organization's larger mission and goals has multiple

advantages and benefits for the company.

Helps Evaluate HR Policies

The premise of strategic HRM is that the company's policies and procedures

related to employees should fit into the organization's broader strategic plan.

Developing these links between HR and strategy has the distinct advantage of helping

the organization to evaluate its current HR policies and to replace outdated or inefficient

policies with ones that promote a better workplace environment and employee relations.

As the company evaluates its HR policies, it can use the strategic plan's aims and

objectives to evaluate each HR process. Those that fall out of the strategic vision can

be reformulated or discarded in favor of better ones.

Team-building

Strategic HRM also helps to foster a sense of team spirit and camaraderie within

the organization. A company's strategic vision will ideally rely on input from a broad

range of stakeholders including managers, employees, customers and investors.

Creating an HR strategy that aligns with this sense of open communication can have

the major benefit of helping stakeholders feel like their opinions are valued and

meaningful to the company's owners and executives.

Helps Monitor Progress

While the strategic vision of the company can influence the creation and

evaluation of HR policies, the reverse can also be true. Human resources can help the

organization monitor its progress toward achieving its stated goals and objectives in the

strategic plan. Much of the strategic plan is likely to rely on the cooperation and support

of employees and individual departments or functions within the organization. HR has a

key role to play in making sure that all of these components of the strategic plan are

implemented in a timely and effective way. The advantage of this marriage between

strategy and HR management is that the company's executives and its HR function are

consistently monitoring one another's progress and tweaking processes for the benefit

of the company and its employees.

Keeps the Organization Legal

A final advantage of the human resource management strategy is in keeping the

organization compliant with laws relating to employees, salary, insurance and the like.

The laws and policies governing business are complex and can vary between

jurisdictions, but HR has a key role to play in making sure that the organization's

strategic plan is not only presently legal but is also amendable enough that it can adapt

to changing times and changing legal circumstances.

Functions of Human Resource Department

In this study there are six main functions on human resource department the

recruitment refers to the overall process of attracting, selecting and appointing suitable

candidates for jobs within an organization, either permanent or temporary. Recruitment

can also refer to processes involved in choosing individuals for unpaid positions, such

as voluntary roles or training programmers next is safety on human resources the safety

refers to the protection of the employee it comes on financial, and physical, social,

spiritual, financial, political, emotional, occupational, psychological, educational or other

types or consequences of failure, damage, error, accidents, harm or any other event

which could be considered non-desirable. Safety can also be defined to be the control

of recognized hazards to achieve an acceptable level of risk. Next is employee relation

is all about the concern between the employee and the company and if the employee is

fit on that work. The fourth is compensation and benefits it is about their health benefits,

on retirement fees and all the transaction of benefits. Fourth is compliance with labor

and employment laws is a critical HR function. Noncompliance can result in workplace

complaints based on unfair employment practices, unsafe working conditions and

general dissatisfaction with working conditions that can affect productivity and

ultimately, profitability... last is training and development this is all about team buildings

and training on the position if they are fit on that position.

The Significance of Human Resource Management Systems

In a broad definition, a human resource management system, or HRMS,

encompasses the highest level of human resource management activities. It is a

program of multiple human resource policies that are internally consistent in relation to a

human resource objective. HRMS also refers to the integration of human resource

management and information technology to automate and facilitate human resource

activities. The general notion of an HRMS helps small-business managers craft suitable

human resource systems based on their field of business and business growth stage.

Organizational Effectiveness

The human resource management system of a company has a significant impact

on individual and organizational effectiveness. A good HRMS brings consistency in

human resource management practices and improves human relations in the company.

An effective HRMS is focused on a strategic objective and works by improving

employee knowledge, skills, motivation and contribution opportunities. Based on their

overarching goal, human resource management systems contribute to organizational

effectiveness in multiple ways.

Employee Commitment

An HRMS focused on increasing employee commitment will recruit selectively,

provide employees with intensive training, and offer a high level of compensation. For

example, a small medical clinic serving local senior citizens may focus on recruiting and

retaining caring staff to provide quality service. Recruiting will require conducting

multiple interviews to make sure the personality of the applicant matches the

requirements of the position. Once the right person is selected, intensive job training

and goods compensation will be provided to increase employee satisfaction, job

performance and organizational commitment.

Empowering Employees

The focus of an HRMS can be increasing the involvement of employees and

empowering them. Under such a system, employees are given more decision-making

power, and teamwork is encouraged. For example, a small-business owner may want to

shift from focusing on the day-to-day functions of the business to expanding the

business. This requires trusting employees, training them, and giving them more

decision-making authority.

Occupational Safety

Occupational injuries and fatalities can have devastating consequences for

employee morale. Such incidents can also potentially jeopardize the business. In a

small manufacturing company, managers may focus the HRMS on improving

occupational safety. This requires hiring reliable, trained and detail-oriented people and

providing intense safety training.

Customer Service

Small businesses have typically limited market share. Providing excellent

customer service is one strategy to defend market share. An HRMS focused on

delivering good customer service includes improving the physical work environment, a

supportive and collaborative spirit to cover possible mistakes, and use of appropriate

service delivery technologies such as computers.

HRM Needs

Steinmetz (2011) stated that here is a need to standardize the process of

research particularly in the field of HR .Researchers need to develop a process in which

development of questionnaire, administration of questionnaire and structuring of

comparable measures should follow the same way. Results of such a research cannot

be generalized without a process which is close to uniformity.

INFORMATION TECHNOLOGY TO THE HUMAN RESOURCE INDUSTRY

The addition of information technology to the human resource industry has

revolutionized the contemporary workplace. HR professionals now have an increased

capacity not only to gather information, but also to store and retrieve it in a timely and

effective manner. This has not only increased the efficiency of the organization but also

the effectiveness of management functions. New technology has also created

opportunities for higher levels of stress for younger and older workers alike Mujtaba,

Afza, and Habib, N. (2011), unethical temptations and behaviors Mujtaba, (2011), and

opportunities for better leadership practices (Mujtaba and Afza, 2011). The twenty-first

century is characterized as the knowledge century (Chin-Loy and Mujtaba, 2011). The

addition of information technology to the human resource industry has revolutionized

the contemporary workplace. HR professionals now have an increased capacity not

only to gather information, but also to store and retrieve it in a timely and effective

manner. This has not only increased the efficiency of the organization but also the

effectiveness of management functions. New technology has also created opportunities

for higher levels of stress for younger and older workers alike (Mujtaba, Afza, and

Habib, N. (2011), unethical temptations and behaviors (Mujtaba, 2011), and

opportunities for better leadership practices (Mujtaba and Afza, 2011).

I.T AS A CATALYST TO HUMAN RESOURCE

Traditionally human resource departments are often treated as cost-centers. In

recent times, they are transforming themselves from administrative cost-centers to

strategic partners in delivering further business value with the help of information

technology. Today the heightened demand to support the strategic business objectives

with an exceptional focus on shareholder value have headed to transforms in both job

content and expectations of human resource professionals. According to Michael J.

Kavanagh (2010) “the increased use of technology and the changed focus of the

human resource management function as adding value to the organization’s product or

service led to the emergence of the HR department as a strategic partner. Strategic

human resource management derives its theoretical significance from the resource-

based view of the firm that treats human capital as a strategic asset and a competitive

advantage in improving organizational performance Becker & Huselid (2010).

Interface between HR and Technology

The Information Technology driven automation and redesign of work processes

certainly help reduce costs and cycle times as well as improve quality. Management

information systems (MIS) can further help decision makers to make and implement

strategic decisions. However, IT is only a tool and can only complement, not substitute,

the people who drive it.

Often, organizations mistake IT as a message and not the messenger and

divert time, effort, and money away from long-term investment in people to developing

and deploying information technologies. In fact, the critical success factors in

information systems project implementation are nontechnical and are due to more social

and managerial issues. With the increasing use of information technologies in HR

planning and delivery, the way people in organizations look at the nature and role of HR

itself may change.

In traditional organizations with silo mentalities, turf wars between departments

and functions acting as independent entities are common. Therefore, top management

needs to be mindful of organizational politics in managing change. Through most of its

evolution, HRM has had an administrative and caretaker focus in its delivery. With

technology significantly decreasing the time required for administrative tasks, many HR

professionals may find it difficult to redefine their jobs and may thus resist the change to

an HRIS. This calls for redefining and transforming the role of HRM through value-

added, strategic initiatives and interventions. This also involves learning new skills for

HR professionals and rethinking the way the HR department is organized and delivers

its services. With the improved job skills of HR professionals, technology will be seen as

HR’s “partner in progress.” While having an advanced, full-fledged system will not

automatically make HR a strategic business partner, it acts as a building block and an

effective aid in the process.

Perhaps the most central use of technology in HRM is an organization’s human

resources information system (HRIS). Because HR affects the entire workforce—

everyone who works for the company must be hired, trained, paid, and promoted,

usually through HR—the impact of HRIS has been dramatic. It has become a potent

weapon for lowering administrative costs, increasing productivity, speeding up response

times, improving decision-making, and tracking a company’s talent. The most obvious

impact has been operational—that is, automating routine activities, alleviating

administrative burdens, reducing costs, and improving productivity internal to the HR

function itself. The most frequent uses include automating payroll processing,

maintaining employee records, and administering benefits programs. “Self-service”—

setting up systems, usually on an intranet, allows managers to access employee

records themselves for administrative purposes and allows employees to access and

change their own benefits and other personal information. The second way in which

information technology is affecting human resources management is relational in nature

—connecting people with each other and with HR data they need. For example,

companies are using software to recruit, screen, and pretest applicants online before

hiring them as well as to train, track, and promote employees once they have been

hired. The drug maker Merck’s HRIS captures information from job recruiting sites,

scans applicants resumes, and makes the information immediately accessible to

managers so they can search systematically for the people whose skills they want.

Managers can search online for internal and external talent by running searches of

candidates who have been categorized by skill set.

Advancing HRM with Technology

Advancements in information technology have enabled organizations to take

advantage of the information explosion. Computer networks and “cloud computing”

(Internet computer services and data storage) have made it possible for nearly unlimited

amounts of data to be stored, retrieved, and used in a wide variety of ways.

Collaborative software that allows workers anywhere anytime to interface and share

information with one another electronically—wikis, document-sharing platforms such as

Google Docs, online chat and instant messaging, web and video conferencing, and

electronic calendar systems—have changed how and where people and companies do

business.

HR IS, the complexity of the IT challenge

The development of human resources is bound inextricably to the technology

that serves it. The HR function has faced a succession of demands for changes to the

way in which it delivers transactional services ranging from the development of more

effective, integrated end-to-end processes to the development of knowledge-based

centers of excellence.

In the end, however, the ability of the HR function to deliver step changes in

performance is dependent on its capability to manage administrative tasks, which in turn

demands a firm grasp and control of HR processes and data. For instance even the

frequent request for simple headcount figures raises issues in the production and

interpretation of data, thus making difficult to grasp the complexity of fast-moving HR

information, even after they may have invested considerable sums of money in systems

to try to raise the capabilities of the HR function. HR staff have often to succeed in

reconciling their headcount figures with those of payroll or pensions, who may be using

subtle variations on the parameters selected by HR. Similarly, finance operations may

confound the issue further by viewing the organization differently from HR. Clearly when

cost centers don’t line up in an obvious way with organization structures, then aligning

headcount with staff costs becomes a complicated task. These issues make many

organizations wonder where the promised efficiency savings come from.

The situation is no simpler around the management of integrated HR

processes. For example, the benefits of an integrated HR and payroll operation, whilst

well documented, are still frequently unrealized. A lack of integration around legacy

systems frequently shows up in HR as separate HR and payroll systems.

Consequently the organization and delivery of HR and payroll services is defined

not by what works best for the customer/employee, but by where the boundaries of the

software lie. Interfaces between systems too often define the divisions between

departments, for example where HR data on employee movements are passed

summarily across to payroll, causing the process to wade through and requiring manual

intervention, recalculation and double entry of data. Such data and process

management problems and resultant inferior service quality have been a recurring

historical problem in HR that has, arguably, been a contributing factor in the inability of

the function to participate fully in the strategic agenda. Against this background of

struggling to make technology deliver, HR is now facing a new challenge in terms of the

way its services are organized and delivered. The separation of

administrative/operational activity into shared service centres, together with the

development of the role of the HR business partner to deliver strategic advice and

support directly to the business, have set new standards of process and data

management for HR to achieve.

However, there is unlikely to be much tolerance for HR failing to deliver benefits

from the new HR model and blaming the historic problems on poor technology. Many

organizations are pushing the operational effectiveness agenda hard, motivated by

clear success stories around shared services in different organizations. In some

sectors, such as government, the objectives have been formalized – for example

demanding fixed levels of operational improvement in a given timescale (Cedar, 2011).

The move to more effective HR operations and technology is not simply

inspirational; it is a clear demand from the business. This demand is given added edge

as, for many organizations, the development of HR shared services is simply one

option, with the other being to source such services from commercial external providers.

An increasing number of organizations approach the transformation of HR

operations with an open mind as to whether the solution should be ‘built’ or ‘bought’

(Raymond, 1985). The implications for HR are clear: delivery of HR services needs to

make a change in performance to keep pace with demand from stakeholders and

shareholders, or be considered a prime target for outsourcing. Against this background,

reliance on legacy technologies with their inherent problems and high cost is simply not

going to cut it.

The HR technology architectures that support our proposal of a new HR model

illustrate how organizations can best leverage technology to serve the process of HR

change. We will look at the implications of this HR model in terms of new users’ roles

and their needs. In particular, the model will help illustrates how the HR infrastructure

can evolved to accommodate the needs of HR business partners, centers of excellence

and HR shared service centers. This model will serve for us to explain the integration of

different HR processes into a single management system that supports the HRIS

transformation process. Before introducing the model, it is of primary importance to take

an in-depth glance at the new HR processes structure resulting from the interrelation

between ICT technology and work/information flow.

How Does Technology Impact HR Practices?

Technology has changed the business world many times over. In the Information

Age, the advent of computers and the Internet has increased that impact significantly.

Many businesses cannot even function without the use of computer technology. This

impact is seen in nearly all areas of business, including human resources, where

technology continues to have a significant impact on HR practices.

Recruiting

One way in which human resources has been significantly impacted by

technology is in the area of recruiting. Before the Internet, HR recruiters had to rely on

print publications, such as newspapers, to post jobs and get prospects for open

positions. Other methods such as networking also were used, but HR recruiters did not

have the ability to post a job in one or more locations and have millions of people see it

all at once. Technology has made recruiting more efficient and, in the hands of the right

recruiter, more effective as well.

Training

Information technology makes it possible for human resources professionals to

train new staff members in a more efficient manner as well. The ability to access

company information and training programs from remote locations eliminates the need

for trainers to work directly with new hires on all training. Some interaction will always

be necessary on some level, of course, but training in virtual classrooms makes it

possible for the HR professionals to train a large number of employees quickly and to

assess their progress through computerized testing programs.

Data Storage and Retrieval

Human resources professionals generally process a considerable amount of

paperwork and also have to keep much of that paperwork on file for a considerable

period of time. The use of electronic imaging has made it possible for companies to

store and retrieve files in an electronic format. Technology also makes it possible for

human resources professionals to simply print the forms that are needed for employees.

Printing on demand eliminates the need to dig through an endless number of files in the

file cabinet to find what is needed.

Performance Management

Enhanced performance management is another byproduct of technological

improvement. Human resources professionals can use computer technology to assess

employee performance and also to get employee feedback to be used for the

betterment of the organization. Various software programs make it possible for human

resources professionals to examine employee performance using metrics to ensure that

employees are meeting performance standards. Employees that don't measure up can

be subjected to additional training or let go in favor a replacement who can come in and

do the job.

To offer thorough human resources involvement in your business, HR

professionals must understand, generate and implement an integrated approach to

practices and activities. The process can be viewed as having two-steps: First, establish

practices designed to achieve the goals of your business in efficient, safe and legal

ways; and, second, execute the practices through associated activities, enacting

improvements when necessary. HR practices should create a natural flow to HR

activities. When this occurs, your human resources department should be functioning at

optimum levels for the benefit of your business.

How to Identify Relevant HR Systems, Forms & Practices

When your HR department designs policies and procedures that align with your

goals, you can grow your business at a pace that ensures a healthy return on your

investment. Identifying the appropriate human resources systems, forms and practices

that are relevant to your company goes a long way toward establishing a stable,

productive workforce. With numerous processes to choose from, HR must evaluate

them with your company's specific needs in mind.

Choosing HR Software

As your company grows, your HR department will need to choose HR

management software that is a good fit with your company goals as well as with the

demands and needs of your workforce. The HR department should evaluate software to

see if it is capable of handling basic functions: employee payroll, benefits, time off and

vacation scheduling, personal information and attendance records. The system should

include key analytics that predict the future need for hiring employees. It should also

comply with legal and regulatory rules.

Necessary HR Forms

Your HR department issues forms to any new member of your workforce. These

forms should be clear and make it easy for the employee to enroll in the company's

benefits program, provide emergency contact information, verify employment eligibility,

provide a home address and phone number, and choose the number of tax exemptions

for withholding. The HR department should also select payroll forms that include direct

deposit information. You can identify other HR forms that make employees aware of

your company’s rules as well as state and federal regulations. Relevant material

regarding workers compensation, maternity leave, time off and sick pay should also be

provided.

Best Practices

The use of best practices by your HR department can set the course for the long-

term success of your small business. Effective practices include using user-friendly job

applications for candidates and building a reliable database of potential applicants that

streamlines your company’s recruiting and hiring process. Conducting performance

evaluations that set goals for your employees and that prompt dialogue and

communication about your company objectives is an identifiable example of best-

practice methods. HR also should implement training and career development with the

goal in mind of having employees grow with your business.

HR Management Strategy

Monitor whether or not your HR strategy relates to your company’s objectives

and goals. If HR screens out applicants who don't know your software, for example, and

you have training to teach that software, you can inform HR that it's acceptable to hire

employees who don't already have that specific software knowledge. A key element to

look for in identifying whether or not HR’s strategy is aligned with your company vision

is the employee environment it inspires. Success is evident if your workforce consists of

the right people with the right mix of skills, attitudes and behaviors to carry out your

company’s mission.

HR Shared Service Technology Requirements

Companies can sometimes save money on their human resources department

by centralizing all HR services at a single HR shared-services location. To implement an

HR shared services model, companies usually have to adopt new technology, but the

amount and type of new equipment depend on the complexity of the HR services.

HR Shared Services

In many small companies, one person can handle all of the HR needs for the

organization. The need for HR shared services arises when the company has HR staff

at several locations. For instance, a local bank might have HR staff at five different

locations throughout the area in which it does business. While this arrangement is

convenient for employees who need to ask HR a question, the bank may be able to

save money by centralizing its HR services.

HR Websites

HR shared services are usually organized so employees can find answers to

simple questions themselves. For instance, employees located at any of the bank's five

local branches could log on to a password-protected website to consult an FAQ file or

examine their own personal information. This approach requires an enterprise human

resources software system to store employee information in a database and a website

capable of accessing the database. The website should also have live-click links to

allow users to chat with HR employees through the site.

Advantages and Disadvantages of Technology Advances

In today's world, where just about everything is more convenient and accessible

due to advances in technology across almost all sectors, it may seem as though it's a

misnomer to even mention any disadvantages of technological advances. However,

despite how far technology has taken humans and no matter how convenient it may

make things, there are some disadvantages accompanying this level of access.

Advantage: Great Discoveries In All Industries

Technology advances show people a more efficient way to do things, and these

processes get results. For example, education has been greatly advanced by the

technological advances of computers. Students are able to learn on a global scale

without ever leaving their classrooms. Agricultural processes that once required dozens

upon dozens of human workers can now be automated, thanks to advances in

technology, which means cost-efficiency for farmers. Medical discoveries occur at a

much more rapid rate, thanks to machines and computers that aid in the research

process and allow for more intense educational research into medical matters.

Disadvantage: Dependency

The more advanced society becomes technologically, the more people begin to

depend on computers and other forms of technology for everyday existence. This

means that when a machine breaks or a computer crashes, humans become almost

disabled until the problem is resolved. This kind of dependency on technology puts

people at a distinct disadvantage, because they become less self-reliant.

Advantage: Cost Efficiency

Cost efficiency is an advantage in some ways and a disadvantage in others. As

technology improves on existing processes and showcases new ways to accomplish

tasks, machines are able to produce the same -- if not more -- output than humans in

certain industries. This results in cost savings for business owners, allowing them to

invest in growth in other areas of the business, which contributes on a positive level to

the economy as a whole.

Disadvantage: Less Value In Human Workers

At the same time, human workers retain less value, which is a disadvantage of

technological advances. Because machines automate processes and do the work of 10

people with one computer, companies find they don't need to employ as many people to

get the job done. As machines and computers become even more advanced and

efficient, this will continue to be a growing disadvantage of technology and an issue that

has a global impact.

The Advantages of an Integrated HR Technology Solution

Saves Time

Most HR departments already have to work with outside vendors, such as health

insurance companies or payroll businesses, but the different vendor databases and

software programs are not connected in any way. The internal HR department usually

has to field questions from employees about any problems or issues with the different

self-service websites, which can take up valuable time. When you install an integrated

technology system, employees only have to log in to one website to view their current

insurance information, payroll status, accrued vacation time and retirement plan

information. A one-stop website that encompasses all employee information can save

everyone time and energy.

Provides Clear Career Pathways

Rather than depending on your department heads or managers to take the

initiative to help employees develop career progression plans or promote star

employees, an integrated system can give your self-starters the power to take matters

into their own hands. All the HR representative has to do is input different training

courses and other requirements, and employees can take online courses or sign up for

in-person classes to meet the requirements for the next steps in their career pathways.

Helps with Consistency

In an integrated HR technology solution, you can connect your performance

reviews and compensation databases together. For example, the HR coordinator can

input clearly defined job competencies for each position into the system. During the

performance appraisal time, each employee is evaluated against these predetermined

competencies. You can also compare employee salaries, as well as their overall

reviews, in the system to ensure everyone is getting paid fairly.

Ensures Compliance

Many integrated HR technology solutions feature online W-4 and I-9 forms, the

federal forms for tax withholding and employment eligibility verification. With an

integrated software solution, you can relax knowing that the system will send you

reminders when an employee's work authorization is about to expire or has any

discrepancies. Some companies even place employee policies on the self-service

website, and employees have to digitally sign them before they are able to do anything

else on the website. This ensures that you have digital records for any mandated

procedures or agreements.

Automated Transactions

According to Uniform Electronic Transactions Act, Section 2 in 1999, automated

transaction means a transaction conducted or performed, in whole or in part, by

electronic means or electronic records, in which the acts or records of one or both

parties are not reviewed by an individual in the ordinary course in forming a contract,

performing under an existing contract, or fulfilling an obligation required by the

transaction.

Science and Technology

According to Article XIV Section 10, Science and Technology in 1986,

developing a technology for the companies/countries productivity should be the main

concern of the developer. As stated, the state shall give priority to research and

development, invention, innovation, and their utilization; and to science and technology

education, training, and services. It shall support indigenous, appropriate, and self-

reliant scientific and technological capabilities, and their application to the country's

productive systems and national life.

The Philippine Digital Strategy Transformation 2.0

Digital Empowered Nation in 2011 stated that Information and Communication

Technology (ICT) has become and will continue to be an integral part of the day-to-day

life of every Filipino across all levels of our society. The occurrence of communication

technology around the world necessitates that government get on a cohesive and

coordinated strategy on how to prepare its citizens to survive, live and thrive in a digital

world.

Factors to Consider When Developing a Human Resource Information System

Many managers will tell you that the employees of a company are its most

important asset. A human resource information system is a software or online solution

that helps companies manage this valuable resource consistently and provides

information for management decisions. To develop an effective system, you must

consider the many factors in addressing tasks such as hiring new employees,

compensation, promotion, planning for retirement and succession.

Objectives

Overall objectives of an human resource information system are to improve the

administration of human resources while increasing efficiency and reducing costs. To

accomplish these goals, the system automates standard functions and makes the

delivery of services to employees more convenient. Such systems gather and retain

more information than older, manual systems, but to be effective, they have to present it

in a form managers can use to make personnel decisions. When you are considering an

HRIS, make sure it fulfills all the functions of a traditional system while offering greater

ease of use to both employees and HR staff.

Functionality

A human resource information system keeps track of employee profiles and

administers benefits. More advanced systems develop descriptions of positions in the

company's organization, match employee profiles to the positions and recommend

training where the profiles don't match the position. Managers can use HRIS to plan for

promoting employees along organizational paths that match their profiles while

evaluating performance against the requirements of the position. The succession

planning function helps managers designate one or more possible replacements for

each position should the company lose a particular 

Security

An HRIS must protect employees' privacy while ensuring that the data is

accurate and the information remains accessible to authorized parties. When

developing the system, ensure that it requires user names and passwords for access

and tht it keeps logs of access requests to record who has been viewing files. Typically,

such systems incorporate an access level for viewing data, a level for changing data

and a level for changing database structures. Procedures governing changes to the

information make sure it is modified only when necessary, and change logs preserve

the history of such actions.

Implementation

A key factor for developing an HRIS is how you plan to implement it. The

changeover to the new system must take place without disrupting the operations of the

company and the delivery of services to employees. Additionally, employees will require

training on the new system. Companies often plan for the parallel operation of the old

and new systems for a limited time, and training takes place prior to and during this

time. When the new system takes over, the old system remains accessible for historical

data if necessary.

Implementation Barriers

The literature of HRIS implementation shows that many organizations have

problems when implementing new technologies including HRIS, due to many barriers.

These barriers include: 1) lack of sufficient capital and skills 2) cost of setting up and

maintaining HRIS. 3) Lack of money; 4) a lack top management support and

commitment. 5) lack of HR knowledge by system designers; 6) the lack of applications

for HR users. 7) A lack of qualified HRIS staff; lack of a HRIS budget; 8) lack of

cooperation with other departments; 9) the lack of information technology support. The

relationship between organizational size and HRIS usage acknowledge by many

scholars. For example, the low-level usage of HRIS output by HR practitioners by

organizational size, HRIS time in use, organization culture and strategy, and IT skills. In

addition, there are two primary differences between small and large organizations

acquiring a HRIS: the cost and the risk. Small organizations do not need a complex

sophisticated HRIS as larger organizations need, and in many times small organizations

would not be able to afford the complex organization resource planning systems. Risk is

more persistent since small organizations may find it more difficult to absorb downtime,

training required, time and problems related with adopting new software.

Improving HRI success

Perceived usefulness is primarily determined by information quality, while ease of

use explains only a relatively small amount of variance. This finding is in line with the

results of Voermans and Veldhoven (2007), who found that ease of use correlates with

attitudes toward HRI systems, but does not contribute in a significant way to explain the

variance in attitudes toward HRI systems. A look at the items related to information

quality reveals possible triggers for increasing the amount of information quality and

thereby the perceived usefulness of HRI. This shows that practitioners should aim to

find a close relationship between their users’ needs and the content provided by the

available sources of HRI. In particular regarding the increasing amount of computer-

aided analysis tools, the amount of available information is increasing accordingly. The

items reveal that it is not the amount of information, but rather the fit between user

requirements and the available HRI-related content which drives the perceived

usefulness.

Reexamining HRM to meet new challenges and demands

Tissen and others (2010) in the recent past a wide range of studies suggested a

positive relationship between HRM and the performance of organizations. The majority

of this literature is increasingly regarded as being outdated. It is viewed as ‘first

generation’ research in which the importance of HRM is recognized, yet little or no

attention is placed on what is known as the causal process between HRM and the

functioning of the organization.

A Human resource management in the project-oriented organization

Keegan, Huemannand Turner (2011) Various HRM responsibilities of managers

especially in project oriented companies is a concern that is not given the attention by

HRM literature. More clear and specific elaboration of responsibilities in contemporary

organizations can increase performance at each level manifolds.

Shen and Zhu (2011) More and more organizations seek to improve their

performance by using appropriate HRM policies and practices. Due to the importance of

CSR to business, it is important for HRM policies and practices to address both the

firm’s strategic needs and the interests of internal and external stakeholders

Teo, Clerc and Galang (2011) Investment in human resources (HRs) through

embracing human capital enhancing (HCE) human resource management (HRM)

system is positively linked to organizational performance. Moreover, Front line

employees are strategically significant and important source of competitive advantage.

McKenna and others (2010) Modern HRM practices afford an opportunity to

gain increasing control over line managers, other employees and their behavior. Critical

approaches to management imply the need for skepticism about the purposes of the

global transferability of HR ideas and practices. Moreover, rather than focusing on

whether practices can be transferred, the barriers to transfer, or how they are

transferred, a key theme in a critical approach is how work is designed and people are

managed to achieve the control necessary within organizational, economic and societal

contexts (Delbridge 2010).

Azmi (2011) Effectiveness of HRM function is invaluable to achieve

organizational performance through HR practices. Author found four dimensions of

SHRM fit 1. Fit between HRM and corporate strategy 2. Fit between HR roles and

position 3. Fit within HRM function 4. Fit between HRM and other functional Areas

Appelbaum (2011), after globalization and ever expanding organizations there

is a need to adopt strategy and structures with cross cultural operability to optimize the

efficiency. This will warrant the need to redefine HR strategies to increase or maintain

organizational performance.

Project Human Resource Management

Project Human Resource Management includes a process that

organizes, manage and lead the project team. The type and number of team project can

change often as the project progresses. There are specific roles and responsibilities for

the project team, they are also assigned member for it. The project team is responsible

on conducting leadership activities such as initiating, planning, executing, monitoring,

controlling, and closing the various project phases. The project sponsor works with the

project management team typically assisting with matters such as project funding,

classifying scope, monitoring progress, and influencing others in order to benefit the

project.

Develop human resource plan is the process of distinguished and

documenting project roles, responsibilities and must, have required skills and creating a

staffing management plan. Human resource management planning is use to identify

required skills for project success. For success they also have project organization and

the staffing management. They must conduct team building strategies for effectiveness.

One European model of HRM?

Gooderham and Nordhaug (2010) stated that institutional context is highly

relevant in Practices of HRM. HRM framework is essentially required which should be

able to incorporate contextual factors in question. Few suggested are: Culture,

Legislation, and Role of the State and Trade Union Representation institutional context.

HRM and the External Contexts of Organizations

Within the United States, almost all aspects of HRM are affected by the legal

and regulatory environment. In the process of attending to the legal environment, the

field also responds to the social and political environments that give rise to and shape

the promulgation, interpretation, and enforcement of acts of Congress, executive orders,

tax codes, and even funding for HRM innovations. As US corporations expand their

operations abroad, however, they face additional legal concerns. For example, in

European countries, organizations are obliged to set aside specific sums of money for

formal training and development. And for corporations that employ expatriates abroad,

immigration and taxation treaties can influence staffing decisions. Global corporations

also encounter additional social and political realities. For example, in some countries,

civil laws and religious laws coexist and jointly define a legal context for HRM. Looking

ahead, institutional theory and resource dependence theory appear to be particularly

useful guides for research on how the legal, social, and political environments impact

HRM

Potential topics for investigation include the conditions and processes that

facilitate or inhibit the adoption and transfer of HRM innovations (e.g. see Johns 1993)

and the feedback processes through which the HRM activities of organizations create

changes in their social, legal, and political environments.

HRM and the Internal Contexts of Organizations

Technology refers to a system's processes for transforming inputs into usable

outputs. These processes can vary along many dimensions, including the degree of

continuity in the production system, the types and levels of knowledge required by the

system, the degree to which tasks are routinized and predictable, and the linkages and

interdependencies among tasks and people. The impact of technology on the social

dynamics within organizations has long been recognized, but only recently has US

researchers begun to address systematically the implications of technology for HRM.

Following human capital theory and a systems theory view of the relationship between

human and technical subsystems, HRM would be directly influenced by the presence of

advanced manufacturing technology (AMT), total quality management (TQM), and just

in-time inventory control (JIT). Using data from 512 manufacturing firms, they found that

firms using traditional technologies were less likely than firms using AMT to engage in

selective hiring, comprehensive training, developmental appraisal, and externally

equitable compensation. The role behavior perspective to predict and explain why,

compared to firms engaged in mass production, firms using technologies for flexible

specialization were more likely to use performance appraisals in determining pay and

training needs.

System Development Process for an HRIS

From the engineering and information processing literature, the formal design of

any information processing system is supposed to follow a set of steps labeled the

System Development Life Cycle (SDLC). However, the traditional SDLC is somewhat

difficult to use as originally specified. But there is agreement that the SDLC has five

general phases: (1) planning, (2) analysis, (3) design, (4) implementation, and (5)

maintenance. As will be seen, particularly in Parts I and II of this book, there are

multiple references to the SDLC and its phases. Applying the main concepts and

phases of the traditional SDLC t1o the HRM function, recommended the following

system development process for an HRIS: “The HRIS development process refers to

the steps taken from the time a company considers computerizing its human resources

functions through the analysis, design, development, implementation, maintenance,

evaluations, and improvement of the system”.

SYSTEM DEVELOPMENT TOOLS

All about VB.net

According to Encyclopedia in 2013, VB.NET is the .NET version of the Visual

Basic (VB) programming language. Like all .NET languages, VB.NET uses the Common

Language Runtime (CLR) for program execution. VB.NET is substantially different from

traditional Visual Basic, which has been the most popular language for developing

Windows applications.

Microsoft Visual Studio

According to Microsoft in 2010, Visual Studio is an integrated development

environment (IDE) by Microsoft. Visual Studio is used to develop console and graphical

user interface (GUI) applications. Visual Basic 10.0, as the subject of this book, is a

component of the Visual Studio. As KarelBagin in (2010) had said, “Visual Studio is like

the text editor, Visual Basic is like the language you are writing in.”

SQL (Structured Query Language)

Is a special-purpose programming language designed for managing data held in

a relational database management system (RDBMS).

SQL consists of a data definition language and a data manipulation language.

The scope of SQL includes data insert, query, update and delete, schema creation and

modification, and data access control. Although SQL is often described as, and to a

great extent is, a declarative language (4GL), it also includes procedural elements.

Evaluation Tool

ISO/IEC 9126

 The fundamental objective of this standard is to address some of the well known

human biases that can adversely affect the delivery and perception of a software

development project. These biases include changing priorities after the start of a project

or not having any clear definitions of "success." By clarifying, then agreeing on the

project priorities and subsequently converting abstract priorities (compliance) to

measurable values (output data can be validated against schema X with zero

intervention), International Organization for Standardization (ISO) or International

Electrotechnical Commission (IEC) 9126 tries to develop a common understanding of

the project's objectives and goals.

OPERATIONAL DEFINITION OF TERMS

For the better understanding of the research study, the researcher

defined the following terms in relation to its usage to this particular study. The

terminologies were defined conceptually and operationally.

Office Day Letter refers to a letter that states an excuse for absences.

Administrator is the one who manage and have the authority in adding,

deleting and updating information in the system. Most probably, it’s the HR Manager.

EOC refers to End of Contract; ending the term.

CONCEPTUAL MODEL OF THE STUDY

Inputs Process Output

Human

Resource

Information

System

Knowledge Requirements

Differences between HRMS and HRIS

Information Technology on Human Resource Information System

Factors to consider when developing HRIS

System Development Process for HRIS

RequirementsOperating System: Windows 7 or above, MAC or UNIX.Processor: Pentium III or 2.0 GHz or higher.RAM:256 Mb or more.Printer

System/Project Design Flow Chart Context Diagram Data Flow

Diagram User Interface Design

System/Project Development

Program Coding ofmodules andfunctions

System/Project Testing

Testing of Program Surveying

Evaluation

TOPICAL OUTLINE:

HUMAN RESOURCE INFORMATION SYSTEM FOR SHOEMAKER’S SHOP INC.

1. What is HRIS?

1.1Previous Studies of HRIS 1.2

1.2 Differences Between Human Resource Management Systems & Human

Resource Information Systems

1.3 Different Types of HRIS

1.4What is the difference between HR Activities and HR Practices?

1.5What are the Advantages and Disadvantages of Human Resource

Information System

1.6The Roles of Human Resource Information System in Human Resource

Planning

1.7 Impact of Adopting HRM in three ties

1.8The Advantages of Human Resource Management Strategy

1.9Functions of Human Resource Department

1.10 The Significance of Human Resource Management Systems

2. Information Technology on Human Resource Information System

2.1IT as catalyst to Human Resource

2.2Interface between HR and Technology

2.3 Advancing HRM with Technology

2.4HR IS, the complexity of the IT Challenge

2.5How does Technology Impact HR Practices

2.6 How to Identify Relevant HR Systems, Forms & Practices

2.7HR Shared Service Technology Requirements

2.8Advantages and Disadvantages of Technology Advances

2.9Automated Transactions

2.10 Science and Technology

2.11 The Philippine Digital Strategy 2.0

3. Factors to Consider When Developing a Human Resource Information System

3.1Implementation Barriers

3.2Improving HRI Success

3.3Reexaming HRM to meet new challenges and demands

4. Human Resource Management in Project Management Organization

4.1Project Human Resource Management

4.2One European Model of HRM

4.3HRM and the external Context of Organizations

4.4HRM and the Internal Context of Organizations

5. System Development Process for an HRIS

6. System Development Tools

6.1All About Vb.Net

6.2Microsoft Visual Studio

6.3 SQL (Structured Query Language)

7. Evaluation Tool

7.1 ISO/IEC 9126