A Dissertation Report

On
A Study of the Effectiveness of Human Resource Information System on an
Organization with special reference to Infosys Ltd.

Submitted in the partial fulfillment of

Master Degree
in
MBA (Human Resource Development)

Academic Session 2019-2020

Submitted by: Under the expert guidance of

Uzama khan Mr. Anupam Kumar
Roll no . 1815028 Department of HRD
M.B.A.(HRD)4th sem

1
DECLARATION

I do hereby declare that this dissertation titled as “A Study of the Effectiveness of Human
Resource Information System on an Organization with special reference to Infosys Ltd” has
been submitted for the Award of Degree in MBA(HRD)from Department of HRD, Veer
Bahadur Singh Purvanchal University Jaunpur, is my original piece of work and the
dissertation has not formed the basis for the award of any degree, associate ship, fellowship
or any other similar titles any where before. The material borrowed from other sources and
incorporated in this dissertation has been duly acknowledge. I understand that I myself could
be held responsible and accountable for plagiarism, if any, detected later on. Any
resemblance to this dissertation shall be mere a coincidence.

UZAMA KHAN
MBA (HRD)IV Sem.

2
 To Whom It May Concern

This is to certify that Ms. Uzama Khan, student of MBA (HRD) IV semester has done her
dissertation under my supervision on the topic “A Study of the Effectiveness of Human
Resource Information System on an Organization with special reference to Infosys Ltd”. To
the best of my knowledge her research is original piece of work.

I wish him good luck for her future endeavors.

Mr.AnupamKumar
Faculty of HRD

3
 ACKNOWLEDGEMENT

First, I would like to place on record my gratitude to all concerned respectable executives of
Infosys Ltd forgiving me this opportunity of Research work which has been a pure learning
experience and which have enlightened my knowledge and skills about the HRIS practices in
industry. I would also like to express my gratitude towards the Department of MBA (HRD)
for giving me the opportunity to pursue MBA (HRD) from their esteemed institution. I would
like to express my sincere gratitude to my guide Mr. Anupam Kumar for his valuable
guidance and constant encouragement in shaping this report. I wish to thank Prof. Dr.
RASHI KESH, Head of Department (H.R.D.) for their support of my MBA (HRD) study
and research, for his patience, motivation, enthusiasm, and immense knowledge. His
guidance helped me in all the time of research and writing of this dissertation. I could not
have imagined having a better advisor and mentor for my MBA (HRD) study. I also
acknowledge the moral help and support of my teachers of the department, Dr. Kamlesh
Kumar Maurya, Mr. Abhinav Srivastava for their continuous help in developing this
research work. My thanks and appreciations also goes to my colleague in developing the
project and people who have willingly helped me out with their abilities. I would be failing in
my duty if I do not acknowledge with a deep sense of gratitude to my family for their support
and motivation.

4
 PREFACE

While searching for a suitable topic for the MBA (HRD) Dissertation, I came across a
problem that I faced at work with the Human Resource Planning in HRIS. The topic having
aroused my curiosity, discussions were held with several people in the HRD of various
sector, to understand the veracity of the above thought process and also understand the real
issues plaguing the industry.

Dissertation assignment is an integral part second year curriculum and this is essential to
know about tine practical aspects of actual business environment .All these aspects then
resulted in the development of the dissertation report titled ―A Study of the Effectiveness of
Human Resource Information System on an Organization with special reference to INFOSYS
Ltd. It is my first step taken in identifying and understanding human resource practice
effectiveness with help of Human resource information system with available secondary data
type.

In conducting the research study in the organization, student get exposure and have
knowledge of real life situation in the work field and gains experience from them. This task is
also help full in the enhancement of the analytical and the conceptual ability of the students

It is strongly hoped that this dissertation work covers not only the various requirements of the
dissertation study but also of the Industry.

5
 Contents
Page
No .
 Certification
 Declaration
 Acknowledge

Executive Summary

Chapter 1

Introduction 9-17

Chapter 2

Conceptual frame work/Literature Review 18-42

Chapter 3
INFOSYS--------------HRIS An Overview 43-49

Chapter 4

Data Analysis And Interpretation 50-68

Chapter 5
Finding And Conclusion 69-70

Chapter 6

Abstract 71-72
Bibliography

List of abbreviations

1. HRM- Human Resource Management

2. ERP- Enterprise Resource Planning
3. ERPIS- Enterprise Resource Planning Information Systems
4. HRP- Human Resource Planning
5. HR- Human Resource
6. HRD- Human Resource Development

6
 7. HRIS- Human Resource Information Systems
8. IS- Information Systems
9. IT-Information Technology
10. SHRP- Strategic Human Resource Planning
11. JA- Job Analysis
12. SP- Succession Planning
13. CO- Communication
14. LS- Labour Supply
15. LD- Lab our Demand

EXECUTIVE SUMMARY
Executive Summary The human resource information system (HRIS) is
―the composite of databases, computer applications, and hardware and software
necessary to collect/record, store, manage, deliver, present, and manipulate data for
human resources‖ (Broderick and Boudreau, 1992). A survey conducted in 1998
(Ball, 2001) showed that 60 percent of Fortune 500 companies use the HRIS to
support daily human resource management (HRM) operations. The last decade has
seen a significant increase in the number of organisations gathering, storing and
analysing human resources data using Human Resource Information Systems
(HRIS) (Ball, 2001; Barron et al., 2004; Hussain et al., 2007; Ngai et al., 2006).
Strategic value can be derived using HRIS tools that assist decision-making
concerning vital HR functions (Farndale et al., 2010; Troshani et al., 2011). HRIS
gave the information needed the strategic planners to forecast future workforce
demand and supply. Human Resource Planning is the procedure used to tie human
resource issues to the organization's business needs.
Human Resource Information Systems (HRIS) have become one of the most
important tools for many businesses. HRIS is advancing to become its own
information technology (IT) field. With HRIS, the administrative efficiency maintains
faster information processing, improved employee communications, and greater
information accuracy (Overman, 1992; Beadless, et al., 2005),
lower HR costs and overall HR productivity improvements (Beadles et al., 2005;Dery
et al., 2009; Wiblen et al., 2010; Troshani et al., 2011). As valuable as HR planning
is, many companies ignore this opportunity. Human resource planning links people
management to the organization‘s mission, vision, goals and objectives, as well as
its strategic plan and budgetary resources. A critical component of an effective HR
plan is the method of forecasting. Human Resource Information Systems (HRIS) is a
process that utilizes the information technology for the effective management of
human resource functions and applications. Actually HRIS is directed towards the
HR department itself (Rule, Bondarouk & Looise, 2004), but the use of HRIS can
provide a number of benefits not only to the HR function, but also line managers, and
the wider organization (Parry, 2009).This current research study is an attempt to
create a framework for the study of the effectiveness of the applications of HRIS .

7
 Dissertation framework diagram

The Study framework consists of 3 sub systems of HRD:

HRIS Recruitment, HRIS Human Resource Planning and HRIS Corporate

Communication. HRIS recruiting subsystem represents the functionalities of HRIS
job analysis and inventory control. HRIS labour Forecasting and Succession
planning contributed by HRP system.

HR – Employee relation and Employee –

Management relation represents Corporate Communication Application.
A case study of INFOSYS LTD. was used for this study purpose the data of 100
respondents were collected. Research strategies developed to plan and answer the
research questions Sampling method used is quota sampling, which was divided into
3 subset viz HRD, IT specialist coordinating HRIS and Employees using HRIS. Data
collected through the questionnaire provided standard data allowing easy
comparison. The facts generated from the HR and the employees through field visits
to INFOSYS Ltd. HRIS through questionnaire, which was designed base on many
variables. Hypotheses were generated for future research. From the following
statement:

1) Use of HRIS job analysis process in an organization improves the efficiency

and effectiveness of HR planning.
2) The greater utilization of HRIS Forecasting Demand and Supply analysis in an
organization increases the efficiency and effectiveness of HR planning.
3) Succession planning of HRIS increases the efficiency and effectiveness of HR
planning of an organization.
4) HRIS implementation is a factor for effective communication in the
organization.
Questionnaire, designed using the likert scale method was e-mailed to the senior HR
executives and the employees of the organization who deals daily with HRIS to get
their views.
The questionnaire was based on three main sections; namely HRIS role in Human
Resource Planning Forecasting demand and supply, HRIS role in Recruitment - Job
Analysis and Communication - HR distance and isolation from the employees. HRIS
vendor‘s web sites used to find out the correct HRIS users, HRIS features, and cost.
Journal articles and references used to find out information on previous research
work relevant to Information system, HRM, HR planning and HRIS Survey reports by
Chartered Institute of Personnel and Development were also used for reference.
HRIS role identified from three sub systems: HRIS recruiting subsystem, HRIS
Human Resource Planning subsystem, and HRIS Communication. From these three
sub systems, mediate variables identified considering available HRIS features. Data
requirements table were made, variable analysis code were formed which comprise
of the Principle code JA – job analysis, LD- Labor Demand, SP- Succession
planning. HRIS job analysis process efficiency and effectiveness measured using
three factors JA1, JA2 AND JA3. HRIS E- recruitment efficiency and effectiveness

8
measured using three factors ER1, ER2, ER3. HRIS labour demand and supply
analysis process effectiveness was measured using six factors namely LS1, LS2,
LS3, LD1, LD2, LD3, SP1, SP2. HRIS communication analysis effectiveness
measured using three CO1, CO2, and CO3 factors.
Data analysis was done using Minitab 17, a statistical tool. A single sample t-test
was conducted using a hypothesized mean value of the variables. JA1 represent -
HRIS identifies unfilled positions accurately. The most favorable answer was agreed
with 45% of the total respondent for JA1. JA2 represent -HRIS analyses each job
description and its job specification. The most favorable answer was neither agrees
nor disagreed with 35% of the total respondent for JA2. JA3 represent - HRIS
evaluates the recruiting processes effectively. The most favorable answer was
strongly agreed with 48% of the total respondent for JA3. ER1 represent- HRIS
leverages employee‘s talent in the right place at right time. The most favorable
answer was strongly agreed with 46% of the total respondent for ER1. ER2
represent HRIS help to reduce costs. The most favorable answer was strongly
agreed with 46% of the total respondent for ER2 .ER3 represent - HRIS eliminates
unsuitable applicants early and focus on promising candidates. The most favorable
answer was strongly agreed with 40% of the total respondent for ER3.The most
favorable answer was strongly agreed with 59% of the total respondent for LS1
which represent HRIS forecasts supply of human resource. LS2 represent HRIS
estimates future human resources requirement of the organization. The most
favorable answer was strongly agreed with 32% of the total respondent for LS2. The
most favorable answer for LS3 which represent HRIS ensures organization has right
kind and numbers of employees at right place at right time (EMPLOYEE
PLACEMENT) was strongly agreed with 27% of the total respondent. The most
favorable answer was strongly agreed with 48% of the total respondent for LD1
HRIS manages internal information within the
Organization. HRIS, saving time and cost. However, findings do not support the
premise that HRIS increases the efficiency of HR planning other than in functional
work such as job analysis.
Organizations should identify the strategic value and competitive advantage that
they can gain through HRIS in HR planning. Strategic planning linked with the HRIS
can make the organization efficient for merger, acquisition and takeover. Corporate
Communication through HRIS could build up strong organization culture, which has
been least bother in the organization. Human Resource Information System will help
the organization in building corporate image. HRIS role can be studied in any of the
sector as human resources are assets of the organizations irrespective of the sector.
Consequently, same research can be conducted in future to know whether HRIS is
improving with changing time or not. The foremost research limitation is on the
subject of the industry perspective. The research study was restricted to those
respondents who wish to respond to the questionnaire; therefore future research
might focus on a generously proportioned sample of respondents, in order to
validate the results of the study.

9
 CHAPTER 1

INTRODUCTION
The last decade has seen a significant increase in the number of organizations gathering,
storing and analyzing human resources data using Human Resource Information Systems
(HRIS) (Ball, 2001; Barron et al., 2004; Hussein et al., 2007; Ngai et al., 2006). Strategic
value can be derived using HRIS tools that assist decision-making concerning vital HR
functions (Ferndale et al., 2010; Troshani et al., 2011). HRIS gave the information needed
the strategic planners to forecast future workforce demand and supply. Considering it as a
tool that helps employers in retaining the right employees. Paying, them competitive salaries
compared to the market, and training them to develop their skills and abilities to carry out
their existing and future jobs do it. To ensure that management practices support business
needs, organizations must continually monitor changing environmental conditions and
devise HRM strategies for dealing with them. Human Resource Planning is the procedure
used to tie human resource issues to the organization's business needs.
Human Resource Information Systems (HRIS) have become one of the most important tools
for many businesses. Even the small, 20-person office needs to realize the benefits of using
HRIS to be more efficient.
The purposes of HR planning are to enable organizations to anticipate their future HRM
needs and to identify practices that will help them to meet those needs. It takes short or long
term (three or more years to do HR planning. Its aim is to ensure that people will be
available with the appropriate characteristics and skills when and where the organization
needs them.
Theuse of HR planning enables companies to gain control of their future by preparing for
likely events. That is, they can anticipate change and devise appropriate courses of action.
When companies learn how to capitalize on future events, their own future improves As
valuable as HR planning is, many companies ignore this opportunity. Some see it as too
difficult and frustrating, while others simply do not see the need for it. However, when failing
to properly plan for their human resources, employers respond to events after they occur,
rather than before; they become reactive, rather than proactive. When this outcome occurs,
an organization may be unable to correctly anticipate an increase in its future demand for
personnel. At best, such a company recruit personnel at the last minute and may fail to find
the best candidates. At worst, the company may become seriously understaffed.
HRP is to get the right number of people with the right skills, experience, and competencies
in the right jobs at the right time and at the right cost. This ensures that the business
production requirements are in efficient and effective manner. Having too many employees
is problematic due to the risk of high labour expenses, downsizing, or layoffs. Having too few
employees is also problematic due to high overtime costs, the risk of unmet production
requirements, and the challenge of finding the instant human resources needed to get the
job done. Human resource planning links people management to the organization‘s mission,
vision, goals and objectives, as well as its strategic plan and budgetary resources. A critical
component of an
effective HR plan is the method of forecasting. Forecasting refers to the interaction between
the decision maker‘s perceptual and cognitive processes and the objective characteristics of
their environment. HRIS offer an alternative channel of communication with employees and
line managers by carrying organisation wide news stories and highlighting policy changes.
As for employee and manager, self-service one of the fastest growing trends in the delivery
of HR information is employee self – service. HRIS applications help employees to access
and maintain HR information about them. In the organisation such as ICL, Nationwide,
employees are able to select their own benefits package. Similarly, manager‘s self-service
provides a variety of HR tools and information for manager thereby improving managerial
effectiveness. Increasingly, employee can carry out some basic HR transaction using

10
interactive self-service application. Accuracy of the records improves when staff handles the
primary responsibility for maintaining their own personal details.

The Objective of study

Objective of the study are to study the Effectiveness of HRIS
Recruitment application in the organization, to explore the contribution
of Human Resource Information System in Human Resource Planning
and to study the use of Human Resource Information System in
corporate communication. The Research problem understood was,
HRIS does not play a significant role in INFOSYS LTD HR planning
department to manage their employees fairly, equally and
transparently. How does HRIS contribute to HR planning? Do the
available HRIS functionalities adequately support organizational HR
planning efficiency and effectiveness? This dissection is to investigate
the contribution of HRIS to human resources planning through

11
 forecasting supply of human resource , training and development
subsystems to reveal the strength of HRIS as a management
information system and as a decision support system as against a
mere transaction processing system.
The current study research question were - How effective and efficiently does the
HRIS recruiting application in the organizational planning? How effective and
efficiently does the Human Resource Planning HRIS recruiting application in the
organisational planning.
This study would guide future HRIS users to make optimum use of HRIS
functionalities in HR planning rather than employing it only for administrative works.

INVENTORY

HUMAN

RESOURCE

HRP FORECASTEING

INFORMATION DEMAND &

SYSTEM SUPPLY

CORPORATE

COMMUNICATION

EMPLOYEE – HR

12
 RELATION

APPLICATION OF HRIS:

Payroll – This is the most common feature of any HRIS, and included in any of
them. A variety of payroll systems exist in an HRIS including some that are fully
automated and synced with external time clocks and others that allow each
employee to enter their time into the system for managerial approval. When looking
for an HRIS be sure that the payroll feature it includes is fullyfunctional and includes
the ability to review payroll information quickly as well as any other additional
features your specific HRIS needs may call for.
Benefits Administration – Some figures state that an HR employee could spend as
much as forty percent of their time managing employee benefits. A great HRIS can
eliminate the majority of this time completely. Many HRIS programs will even allow
each employee to manage their own benefits, adding a spouse to their insurance or
checking the total of their FSA when they want without having to bother HR at all. If
you offer employee benefits you shouldn't invest in an HRIS that doesn't provide you
with benefits administration options, and taking it a step further and investing in an
HRIS that allows employee self-service will help your company even more.
Training Systems – With the extra time an HRIS will give your HR department,
they'll likely be able to devote more time and energy into developing training
strategies to improve your workforce. An HRIS with a training system will allow your
HR department to track and manage all aspects of employee training and is a great
feature to have in any HRIS.

Recruiting – Your HRIS will also allow your HR department more time to focus on
their recruitment efforts. New hires are valuable, but the recruitment process can be
complex. A good HRIS will provide many different features designed to help your HR
department manage each step of the recruitment phase with ease. It's a vital
component to any HRIS, and one that can really improve your overall ROI on
employees.

13
HRIS DEFINITION =
A human resources management system or human resources
information system or human capital management is a form of
human resources software that combination a number of systems
and processes to ensure the easy management of human
resources , business processes and data .

14
Types of HIRS=
HRIS software have wide applications in organizations, it is up to the
management of an organization to decide the purpose for which and the level at
which it intends to use the HRIS. For instance, some organizations may use
HRIS only for data storage and report generation, while some others may use it
for decision alternatives‟ generation, decision making, and even for simulation.
Generally, the HRIS supports management at three levels of an organization.
1. The electronic data processing (EDP) level.
2. The management information system (MIS) level.
3. The decision support system (DSS) level.

.Employee- communication
Employee – HR Communication
HR SUCESSION PLANNING
HR FORECASTING
HRIS JOB ANALYSIS

15
Breakdown of variables:
Variable breaks down based on the variable types: independent, mediate and
dependant.

Independents Variable HRIS role identified from three sub systems: HRIS recruiting
subsystem, HRIS Human Resource Planning subsystem and HRIS Communication.
From these three sub systems, mediate variables identified considering available
HRIS features.

All the variables measured using a five point Likert scale ranging from
strongly disagree (1) to strongly agree (5).
Independent Variable
Mediate Variables
Dependent Variable
HRIS Role
HRIS Job Analysis
HR PLANNING EFFECTIVENESS HR PLANNING EFFICIENCY
HRIS labor demand and supply analysis
Employee- HR Communication

Employees want face-to-face communication time with both their supervisors and
executive management. This communication helps them feel recognized and
important. Moreover, yes, your time is full because you have a job, too. However, a
manager‘s main job is to support the success of all his or her reporting employees.
That is how the managers magnify their own success. Distance and isolation raise
low employee morale and poor productivity rate.

CORPORATE COMMUNICATION:
Is a set of activities involved in managing and orchesting all
internal and external communication aimed at creating
favorable point of view among Stakeholders on which
depends its is the messages issued by a corporate
organization , body , or institute to its audiences , such as
employees , media channel, partners and the general public .
organization aim to communication the same message to all
its stakeholders , to transmit Coherence ,credibility and
ethics. CORPORATE COMMUNICATION helps organizations
explain their mission, combine its many visions and values
into a cohesive message to stakeholders. The concept of

16
corporate communication could be seen as an integrative
communication could be seen as an integrative
communication structure linking stakeholders to the
organization

Corporate Communication (Internal Communication)

Corporate communication is a set of activities involved in managing and
orchestrating all internal and external communications aimed at creating favorable
point-of-view among stakeholders on which the company depends. Corporate
communication is the practice of enabling information and data exchanges between
internal and key external groups that have a direct relationship with an enterprise.
This practice allows the communication to be provided from the standpoint of it with
the employees, suppliers, investors and partners.

17
Limitations of the Study :

The foremost research limitation is on the subject of the industry perspective. The
research study was restricted to those respondents who wish to respond to the
questionnaire; therefore future research might focus on a generously proportioned
sample of respondents, in order to validate the results of the study. Other limitation is
the static nature of the study, that is, the study is based on the existing scenario of
the level and usage of HRIS; but HRIS can be enhanced in future. Consequently,
same research can be conducted in future to know whether HRIS is improving with
changing time or not. Other limitation is that the questionnaire survey may endure
with the reaction bias.

CHAPTER 2

CONCEPTUAL FRAMEWORK

LITERATURE REVIEW During this study Several Articles, Research paper and
Survey Report on Human resource Information System was reviewed.
HRIS Design Characteristics: Towards a General Research Frame-work (Daniel
Mueller, Stefan Strohmeier, Christian Gasper) which was Published by Saarland
University, Germany in the Year 2010 .The objective of the research was to examine
the Problem How far the HRIS under consideration actually meets the
(elicited/existing) design characteristics relevant to HRIS success. The objective of
the paper was to propose a general research framework of HRIS design

18
characteristics, which allows researchers to understand and apply crucial aspects
relevant to HRIS design characteristics better so that practitioners get support in
developing, implementing and permanently improving successful HRIS. Study
Population taken was BPO (Employee), where the unit of analysis was the
employees who work in organizations where HRIS have been introduced were
selected to give their responses on the questions asked on resistance to HRIS. The
questionnaire was sent to 200 employees. The Method of Sampling used was
Simple Random Sampling. Researcher has use of Questionnaire method for data
collection, where 200 employees questionnaire were send. Sixty six questions were
included in this questionnaire. The data analysis was prepared through
SPSS (Statistical Package for Social Sciences) version 16 which were used to
analyze the data set. Bar charts are used wherever possible. The key findings of the
research proposal were the framework hopefully will stimulate future research
regarding the development, implementation and improvement of HRIS by means of
particular design characteristics. In so doing, the framework was thought to be
continuously elaborated by, respectively supports researchers in their attempts to
constantly improve HR-related IT artifacts by means of (particular/particular bundles
of) HRIS-related design characteristics. The research objective was to analyse the
relationship between the satisfaction of employees from HRIS and their perceptions
of HRIS. The Study Population was HR employees from different sectors
participated to the research; the Unit of Analysis was 78 as only 78 respondent had
answered the questionnaire. Purposive sampling was selected, which gave the
researchers to use their own judgment to select suitable people for the sample The
First scale had 4 dimensions and 22 items that measured HRIS. The second scale
had 3 items that measured HRIS satisfaction. Questionnaires played as
measurement instrument of this research .Data analysis was performed using SPSS
for Windows 18.0 package program. T-test and one-way ANOVA test were used to
determine the differences according to demographic qualifications. This Research
founded that, thesatisfaction of employees working as a manager/vice manager,
specialist or HR assistant show difference. The use of HRIS in organizations has
various advantages for managers especially in decision making processes .The
results of the research reveal that HR employees perceive HRIS useful and they are
Satisfied with the system Also, it is found those employees‘ perceptions of HRIS
show difference according to their position and satisfaction of employees from HRIS
shows difference according to their position. for IT organization as it is the only face
where if an organization lacks they have to recompense in form of their
competitiveness. HRIS is an excellent tool for HRP but there are still some bones to
pick up and the actions that HRIS has not absorbed, should need to work on it.
Limitation of this study was the foremost research limitation is on the subject of the
industry perspective. Study of HRIS in any of the sector, as human resources is
assets of the organizations irrespective of the sector. The research study was
restricted to those respondents who wish to be interviewed. The static nature of the
study other limitation is that the questionnaire survey may endure with the reaction
bias. The Research published by Amity Business School, AUR in the January 2013
in their journal name INDIAN JOURNAL OF APPLIED RESEARCH with the Title
Resistance to Human Resource Information Systems (HRIS) – Problem Recognition,
Diagnosis and Positive Intervention : A Study on Employee Behavior and Change
Management (Devadesh Sharma ).This research explores and the study examines,
how HRIS technology could be implemented effectively in the organizations with very
less or no resistance to change. BPO employee were taken as the study
population ,from which unit of analysis selected to give the response on the question
asked on resistance to HRIS , the Questionnaire was sent 150 employees.

19
. Take action to quickly remove barriers (human or otherwise). Proper training to be
induced to facilitate acceptance towards changing system and environment. Skilled
change inspectors. Psychological expert help and managerial communication are
required before inducing change of a magnitude of affecting the whole system. The
objective of this research is to present a comprehensive literature review of human
resource information systems (HRIS) and to report the results of a survey on the
implementation of HRIS in Hong Kong.

ANOVA test was conducted to compare the means of the respondents perceived
benefits and barriers to the implementation of HRIS and determine if there were any
significant differences among small, medium, and large companies. Most Hong Kong
industries perceived that the greatest benefits to the implementation of HRIS .It was
found that performance development, knowledge management, and records and
compliance as dimensions of human resources information systems have a
relationship with human resources functionalities, accordingly, an effect over them.
The results of this study were derived from the data collected in only five banks out
of fifteen Jordanian banks. This was because of the fact that most of the banks
refused to give access to the researcher to collect data which is considered to be a
limitation of this study. Corporate planning consists not only of human resource
planning but also of marketing, financial and production planning as well. For this
research study, only the HR planning aspect is taken in to consideration since HRIS
mainly involve HR functions and research has to be carried out within a limited time.
.HR outsourcing, in the form of moving one or more HR functions from in-house to
an outside provider, is a practice used by almost six out of 10 organizations. One-
third of organizations do not currently outsource any HR functions, and only a few
plans to outsource in the next three years. Several limitation was founded while
performing the survey such as Of the 70% that did experience challenges, 37%
indicated that lack of face-to face contact with employees was the downside of
outsourcing HRIS are a key part of that transformation, helping to improve the
efficiency of HR administration and enabling a greater focus on making a strategic
contribution to the organization.

MODEL OF ORGANIZATIONAL FUNCTIONING

The use of computer technology to improve the management of employees is
centered on the creation and maintenance of an HRIS. Figure 6 depicts a model of
an organizational system centered on an HRIS. This model shows the
interrelatedness of the parts of an organization that can affect the functioning of the
organization. It indicates the interrelatedness between the strategic management
system, the strategic HRM system, and the performance, business, and HR goals
that are generated during the strategic planning process. Note particularly how the
business goals directly affect the HR goals; this relationship should be an ongoing
process in an organization, with adjustments made to either set of goals as needed.
The HR goals drive the HR programs that provide management the tools for the
efficient and effective use of employees.
There are several aspects of this model that are critical Firstly , this is a systems
model; that is, it is organic and can change over time, as represented by the

20
feedback loops from goal achievement to other parts of the model. Secondly, the
model concentrates on the use of an HRIS as critical to the efficient operation of an
organization. Removing HRIS from the model, it would still be a model of
organizational functioning. However, it is our contention that an organization
operating in accordance with this model would run more slowly and less efficiently,
and this could hurt its competitiveness in the market place. Finally, it is important to
note that the successful design, development, and implementation of an HRIS
depend equally on IT and on HR knowledge. Other aspects of this model are
important. First, all the factors in the external environment will influence the internal
functioning of the organization. The most important of these factors is national
culture. National culture will affect all the factors in the external environment:
government regulations, the labour market, societal concerns, technology, HRM
research, and competition. These factors, in turn, will have an impact on the
organization. Second, the two-way arrow between the strategic management system
and strategic HRM indicates our understanding that this interaction will improve the
functioning of the organization. Finally, note that corporate culture influences the
entire internal operation of the organization.

21
22
Resource Flow of HRIS Model
Figure 8: Resource Flow of HRIS Model; Source: Raymond
The figure 7 shows the resource flow of HRIS model by Raymond (1995). As you
can observe through the HRIS model, it has three set of components,
which are Input subsystem, HRIS database, and Output subsystem. In Input
subsystem, there are three main subsystems, which are data processing, human
resource research, and human resource intelligence. Some input data might include
software that can transform the data into the format that needed and required. The
second one is HRIS database, all the data and information can be store in computer
storage. The software such as Database management system (DBMS) can help to
perform the maintenance processes. The last one is output subsystem which contain
all the output related to HR consists of workforce planning subsystem, recruiting
subsystem, workforce management system, compensation subsystem, benefit
subsystem, and environmental reporting subsystem.

CONCEPTUAL THEORY

HRIS Definition HRIS, the abbreviation for Human Resources Information

System, is a system that lets you keep track of all your employees and information
about them. It is usually done in a database or, more often, in a series of inter-
related databases. Human resource information (HRIS) is a system that help an

23
organization acquire, store, manipulate, analyses, retrieve, and distribute information
about an organization‘s human resources (Tannenbaum, 1990). Human Resource
Information Systems (HRIS) is a process that utilizes the information technology for
the effective management of human resource functions and applicatioIt is a
computerized system typically comprising a data base or inter related data base that
track employees and their employment specific information (Gill and Johnson, 2010).
It can be briefly defined as integrated systems used to gather, store and analyze
information regarding an organizations human resources (Hendrickson 2003). An
HRIS can perform a number of functions from the simple storage and communication
of information, to more complex transactions.

Human Resource Planning :

Human Resource Planning: Bulla and Scott, defined human resource planning as
‗the process for ensuring that the human resource requirements of an organization
are identified and plans are made for satisfying those requirements‘ According to
Wikstrom, Human Resource Planning consists of a series of activities, viz.

24
25
Human resource planning is a process that identifies current
and future human resources needs for an organization to achieve its goals.
Human resource planning should serve as a link between human resource
management and overall strategic plan of an organization.

26
HR distance and isolation:
The implementation of an HRIS can dramatically affect the relationship between HR
staff and employees. Employees used to working with an HR professional face to
face may find it challenging to use the computer to complete tasks or answer
questions. They may miss the ―high touch‖ feeling of working with HR staff. As
more HR content are available online and more basic administration is pushed to
employees to manage, the need for personal contact between HR staff and
employees is reduced. This increased distance can make it more difficult for effective
communication to occur and can weaken the relationship between HR and
employees. HR executives should consider the impact of this ―distancing‖ and take
measures to mitigate it. HRIS empowers the employee to control their own data,
employee do not have to interact to their HR Manager for updating their details such
as their qualification, experience. For taking the approval of leave employees send
the leave application form to the HRIS system, which is approve by their
departmental head and next by the HRD.

Human Resource Forecasting:

HR Forecasting attempts to determine the supply and demand for various types of
human resources, and to predict areas within the organization where there will be
labor shortages or surpluses. There are three major steps to forecasting:
 Forecasting the demand for labor
 Determining labor supply
 Determining labor surpluses and shortages
FORECASTING HR REQUIREMENTS (DEMAND ANALYSIS) :Trend Analysis
 Constructing and applying statistical models that predict labor demand for the
next year, given relatively objective statistics from the previous year.
 Leading Indicators
 Objective measures that accurately predict future labor demand.

FORECASTING HR AVAILABILITY (SUPPLY ANALYSIS) Succession or
Replacement Charts:

 Who has been groomed/ developed and is ready for promotion right NOW?
 Human Resource Information Systems (HRIS)
 An employee database that can be searched when vacancies occur.
 Transition Matrices (Markov Analysis)
 A chart that lists job categories held in one period and shows the proportion of
employees in each of those job categories in a future period.
Demand Forecasting :
Demand forecasting involves predicting the number and types of people the
organization will need at some future point in time. There are two general
approaches to demand forecasting: statistical and judgmental. Using a statistical
approach, an organization predicts its needed workforce size on the basis of certain
business factors. A business factor is an attribute of the business, such as sales
volume or market share, which closely relates to the size of the needed workforce.

27
For example, a hospital could use the business factor of projected patient load to
predict the number of nurses it would need at some point in time. A statistical
approach to demand forecasting typically is used when an organization operates in a
stable environment, where an appropriate business factor can be predicted with
some degree of certainty. in an area experiencing explosive growth and change) are
more likely to rely on a judgmental approach.
DEMAND FORECASTING
•Long Range
•Strategic Plans
•Demographics
•The economy
•Technological trends
•Social trends
•Short range
•Production schedules
•Affirmative Action employment opportunitygoals
•Relocation

STATISTICAL APPROACHES
The most commonly used statistical methods of demand forecasting are trend, ratio,
and regression analysis. In trend analysis, the future demand for human resources is
projected on the basis of past business trends regarding a business factor. Ratio
analysis is the process of determining future HR demand by computing an exact
ratio between the specific business factor and the number of employees needed. It
thus provides a more precise estimate than trend analysis. For instance, the demand
for professors at a university could be forecast on the basis of the student-faculty
ratio. Therefore, the organization must continually monitor its demand forecasts in
light of any unexpected changes. HRMS packages facilitate the calculation and
monitoring of demand forecasts.

SUPPLY FORECASTING:
Once a demand forecast has been made, an organization has a relatively good idea
of the number and nature of positions it will need to carry out its work at a particular
point in time. It then estimates which of these positions will be filled at that time by
individuals who already are employed by the company. The process used to make
this estimation is called supply forecasting.

ESTIMATING FUTURE HUMAN RESOURCE NEEDS:

Combining the results of the supply and demand forecasts within each job group
derives specific staffing needs. For example, consider a firm that currently employs
twenty-five secretaries. As the result of its supply forecast, the firm predicts that five
of these secretarial positions will become vacant by the end of the planning period
because of retirements, promotions, and so forth

HR Function as a Strategic:

28
 Contributor
Situation
Demand for Manpower
Supply of Manpower
HR Actions
The use of technology in HR, have facilitated a change in emphasis to that of HR
playing a more strategic role within the organization. Figure 11 illustrates the
hierarchical roles that the HR function may play within an organization. Many people
in HR have traditionally been involved with administrative activity, shown at the
bottom of the HR value pyramid. The use of technology may allow HR practitioners
to move up through this hierarchy and undertake more strategic work as business
partners, firstly by freeing up time for strategic-level work and also by providing the
managers with quantifiable data to drive this strategy .With the growth of information
technology, much administration can potentially be accomplished using self-service
or automated systems. The HR function can, and increasingly is, making strategic
contributions to the performance of an organization. The take-up of self-service is
currently relatively low, but many organizations are planning to introduce it in the
future (CIPD 2005.

Recruitment and Selection – Introduction

Recruitment and Selection is an important operation in HRM,
designed to maximize employee strength in order to meet the
employer's strategic goals and objectives. In short, Recruitment
and Selection is the process of sourcing, screening, short listing
and selecting the right candidates for the filling the required
vacant positions.

In this tutorial, we will discuss the various aspects of Recruitment and Selection such as the
recruitment process, the factors affecting recruitment, recruitment planning, methods of
recruitment, recruitment interviews, selection process and making an offer.

The Scope of Recruitment and Selection

The scope of Recruitment and Selection is very wide and it consists of a variety of operations.
Resources are considered as most important asset to any organization. Hence, hiring right
resources is the most important aspect of Recruitment. Every company has its own pattern of
recruitment as per their recruitment policies and procedures.
The scope of Recruitment and Selection includes the following
operations:
 Dealing with the excess or shortage of resources
 Preparing the Recruitment policy for different categories of employees

29
 Analyzing the recruitment policies, processes, and procedures of the
organization
 Identifying the areas, where there could be a scope of improvement
 Streamlining the hiring process with suitable recommendations
 Choosing the best suitable process of recruitment for effective hiring of
resources
 Recruitment and Selection

 Any organization wants it future to be in good and safe hands. Hence, hiring the
right resource
 is a very important task for any organization.
What is recruitment?
Recruitment is a process of identifying, screening, shortlisting and hiring
potential resource for
filling up the vacant positions in an organization. It is a core function of
Human Resource
Management.
Recruitment is the process of choosing the right person for the right
position and at the right
time. Recruitment also refers to the process of attracting, selecting, and
appointing potential
candidates to meet the organization’s resource requirements.

30
Importance of Recruitment:

Recruitment is one of the most fundamental activities of the HR team. If the

recruitment process is efficient, then –The organization gets happier and more
productive employees
Attrition rate reduces .It builds a good workplace environment with good
employee relationships. It results in overall growth of the organization.
Recruitment and Selection.
Here is a list that shows the purpose and importance of Recruitment in an
organization:
It determines the current and future job requirement. It increases the pool of
job at the minimal cost. It helps in increasing the success rate of selecting the
right candidates. It helps in reducing the probability of short term
employments. It meets the organization’s social and legal obligations with
regards to the work force.

 It helps in identifying the job applicants and selecting the appropriate

resources.
 It helps in increasing organizational effectives for a short and long term.
 It helps in evaluating the effectiveness of the various recruitment
techniques.
 It determines the present futures requirements of the organization and
plan according.
 It links the potential employees with the employers.
 It helps in increasing the success ratio of the selection process of
prospective candidates.
 It helps in creating a talent pool of prospective candidates, which
enables in selecting the
 right candidates for the right job as per the organizational needs.
 Recruitment and Selection

 Recruitment is an important function of the Human Resource

Management in an organization,
We have Internal Factors as well as External Factors that influence the
recruitment process. In this chapter, we will be discussing these factors in
detail.
Internal Factors:
Organizations have control over the internal factors that affect their recruitment
functions. The internal factors are:
Size of organization
Recruiting policy
Image of organization
Image of job
Size of Organization
The size of the organization is one of the most important factors affecting the
recruitment
process. To expand the business, recruitment planning is mandatory for hiring more
resources, which will be handling the future operations.
Recruiting Policy
Recruitment policy of an organization, i.e., hiring from internal or external sources of
organization is also a factor, which affects the recruitment process. It specifies the objectives
of
the recruitment and provides a framework for the implementation of recruitment programs.
Image of Organization
Organizations having a good positive image in the market can easily attract competent

31
 resources. Maintaining good public relations, providing public services, etc., definitely helps
an organization in enhancing its reputation in the market, and thereby attract the best
possible resources.
Image of Job
Just like the image of organization, the image of a job plays a critical role in
recruitment. Jobs having a positive image in terms of better remuneration,
promotions, recognition, good work environment with career development
opportunities are considered to be the characteristics toattract qualified
candidates. Recruitment and Selection.

External Factors
External factors are those that cannot be controlled by an organization. The external
factors that
affect the recruitment process include the following:
Demographic factors – Demographic factors are related to the attributes of
potential
employees such as their age, religion, literacy level, gender, occupation, economic
status,
etc.
Labor market – Labor market controls the demand and supply of labor. For
example, if
the supply of people having a specific skill is less than the demand, then the hiring
will
need more efforts. On the other hand, if the demand is less than the supply, the
hiring
will be relative easier.
Unemployment rate – If the unemployment rate is high in a specific area, hiring
of
resources will be simple and easier, as the number of applicants is very high. In
contrast,
if the unemployment rate is low, then recruiting tends to be very difficult due to less
number of resources.
Labor laws – Labor laws reflect the social and political environment of a market,
which
are created by the central and state governments. These laws dictate the
compensation,
working environment, safety and health regulations, etc., for different types of
employments. As the government changes, the laws too change.
Legal considerations – Job reservations for different castes such as STs, SCs,
OBCs
are best examples of legal considerations. These considerations, passed by
government,
will have a positive or negative impact on the recruitment policies of the
organizations.
Competitors – When organizations in the same industry are competing for the best
qualified resources, there is a need to analyze the competition and offer the
resources packages that are best in terms of industry standards. interviews and
finally selecting the right candidates.
Recruitment Planning :
Recruitment planning is the first step of the recruitment process, where the vacant
positions areanalyzed and described. It includes job specifications and its nature,
experience, qualifications and skills required for the job, etc.A structured recruitment
plan is mandatory to attract potential candidates from a pool ofcandidates. The
potential candidates should be qualified, experienced with a capability to takethe
responsibilities required to achieve the objectives of the organization.

32
 4. Recruitment Process Recruitment and Selection

Identifying Vacancy:
The first and foremost process of recruitment plan is identifying the vacancy. This process
begins
with receiving the requisition for recruitments from different department of the organization to
the HR Department, which contains:
Number of posts to be filled
Number of positions
Duties and responsibilities to be performed
Qualification and experience required
Job Analysis
Job analysis is a process of identifying, analyzing, and determining the duties,
responsibilities, skills, abilities, and work environment of a specific job. These factors
help in identifying what a job demands and what an employee must possess in
performing a job productively. Job analysis helps in understanding what tasks are
important and how to perform them. Its purpose is to establish and document the job
relatedness of employment procedures such as selection, training, compensation, and
performance appraisal.

Job Description
Job description is an important document, which is descriptive in nature and contains the
final statement of the job analysis. This description is very important for a successful
recruitment process. Job description provides information about the scope of job roles,
responsibilities and the positioning of the job in the organization. And this data gives the
employer and the organization a clear idea of what an employee must do to meet the
requirement of his job responsibilities.
Job Specification
Job specification focuses on the specifications of the candidate, whom the HR team is going to
hire. The first step in job specification is preparing the list of all jobs in the organization and its
locations. The second step is to generate the information of each job.
This information about each job in an organization is as follows:
Physical specifications
Mental specifications
Physical features
Emotional specifications
Behavioral specifications
A job specification document provides information on the following elements:
Qualification
Experiences
Training and development

33
Recruitment and Selection
Skills requirements
Work responsibilities
Emotional characteristics
Planning of career
Job Evaluation
Job evaluation is a comparative process of analyzing, assessing, and determining the
relative value/worth of a job in relation to the other jobs in an organization. The main
objective of job evaluation is to analyze and determine which job commands how much
pay. There are several methods such as job grading, job classifications, job
ranking, etc., which are involved in job evaluation. Job evaluation forms the basis for
salary and wage Negotiations.

Recruitment Strategy:
Recruitment strategy is the second step of the recruitment process, where a strategy is
prepared for hiring the resources. After completing the preparation of job descriptions
and job specifications, the next step is to decide which strategy to adopt for recruiting
the potential candidates for the organization.
While preparing a recruitment strategy, the HR team considers the following points:
Make or buy employees
Types of recruitment
Geographical area
Recruitment sources
The development of a recruitment strategy is a long process, but having a right
strategy is mandatory to attract the right candidates. The steps involved
in developing recruitment
strategy include:
Setting up a board team
Analyzing HR strategy
Collection of available data
Analyzing the collected data
Setting the recruitment strategy

Searching the Right Candidates

Searching is the process of recruitment where the resources are sourced depending upon
the Requirement of the job. After the recruitment strategy is done, the searching of
candidates will be initialized. This process consists of two steps:

Source activation: Once the line manager verifies and permits the existence of the
vacancy, the search for candidates starts.
Recruitment and Selection.
Selling: Here, the organization selects the media through which the communication of
vacancies reaches the prospective candidates. Searching involves attracting the job
seekers to the vacancies. The sources are broadly divided into two categories:
Internal and External Sources.

34
Internal Sources
Internal sources of recruitment refer to hiring employees within the organization
through:
Promotions
Transfers
Former Employees
Internal Advertisements (Job Posting)
Employee Referrals
Previous Applicants
External Sources
External sources of recruitment refer to hiring employees outside the organization
through:
Direct Recruitment
Employment Exchanges
Employment Agencies
Advertisements
Professional Associations
Campus Recruitment
Word of Mouth
Recruitment and Selection

Screening / Short listing

Screening starts after completion of the process of sourcing the candidates. Screening is
the process of filtering the applications of the candidates for further selection process.
Screening is an integral part of recruitment process that helps in removing unqualified or
irrelevant candidates, which were received through sourcing. The screening process of
recruitment consists of three steps:
Reviewing of Resumes and Cover Letters
Reviewing is the first step of screening candidates. In this process, the resumes of the
candidates are reviewed and checked for the candidates’ education, work experience,
and overall background matching the requirement of the job.
While reviewing the resumes, an HR executive must keep the following points in mind, to
ensure better screening of the potential candidates:
Reason for change of job
Longevity with each organization
Long gaps in employment
Job-hopping
Lack of career progression
Conducting Telephonic or Video Interview
Conducting telephonic or video interviews is the second step of screening candidates. In
this process, after the resumes are screened, the candidates are contacted through
phone or video by the hiring manager. This screening process has two outcomes:
It helps in verifying the candidates, whether they are active and available.
It also helps in giving a quick insight about the candidate’s attitude, ability to answer
interview questions, and communication skills.

Identifying the top candidates

Identifying the top candidates is the final step of screening the resumes/candidates. In
this process, the cream/top layer of resumes are shortlisted, which makes it easy for the
hiring manager to take a decision. This process has the following three outcomes:
Short listing 5 to 10 resumes for review by the hiring managers
Providing insights and recommendations to the hiring manager
Helps the hiring managers to take a decision in hiring the right candidateRecruitment
and Selection
Evaluation and Control
Evaluation and control is the last stage in the process of recruitment. In this process, the

35
Effectiveness and the validity of the process and methods are assessed. Recruitment is a
costly process; hence it is important that the performance of the recruitment process is
thoroughly evaluated. The costs incurred in the recruitment process are to be evaluated
and controlled effectively.
These include the following:
Salaries to the Recruiters
Advertisements cost and other costs incurred in recruitment methods, i.e., agency fees.
Administrative expenses and Recruitment overheads
Overtime and Outstanding costs, while the vacancies remain unfilled
Cost incurred in recruiting suitable candidates for the final selection process
Time spent by the Management and the Professionals in preparing job description, job
specifications, and conducting interviews.

the recruiters. Recruitment is broadly classified into two different categories –

Internal Sources and External Sources.

Types of Recruitment:

Internal Sources of Recruitment

Internal sources of recruitment refer to hiring employees within the organization
internally. In other words, applicants seeking for the different positions are those who
are currently employed with the same organization. At the time recruitment of
employees, the initial consideration should be given to those employees who are
currently working within the organization. This is an important source of recruitment,
which provides the opportunities for the development and utilization of the existing
resources within the organization.
Internal sources of recruitment are the best and the easiest way of selecting resources
as performance of their work is already known to the organization. Let us now discuss
more on the various internal sources of recruitment and Selection.

Promotions

36
Promotion refers to upgrading the cadre of the employees by evaluating their
performance inthe organization. It is the process of shifting an employee from a lower
position to a higher position with more responsibilities, remuneration, facilities, and
status. Many organizations fill the higher vacant positions with the process of
promotions, internally.
Transfers
Transfer refers to the process of interchanging from one job to another without any
change in the rank and responsibilities. It can also be the shifting of employees from one
department to another department or one location to another location, depending upon
the requirement of the position .

Recruiting Former Employees

Recruiting former employees is a process of internal sources of recruitment; wherein the
exemployees are called back depending upon the requirement of the position. This
process is cost effective and saves plenty of time. The other major benefit of recruiting
former employees is that they are very well versed with the roles and responsibilities of
the job and the organization needs to spend less on their training and development.
Recruitment and Selection.

Internal Advertisements (Job Posting)

Internal Advertisements is a process of posting/advertising jobs within the organization.
This job posting is an open invitation to all the employees inside the organization, where
they can apply for the vacant positions. It provides equal opportunities to all the
employees working in the organization. Hence, the recruitment will be done from within
the organization and it saves a lot of cost.
Employee Referrals
Employee referrals are an effective way of sourcing the right candidates at a low cost. It
is the process of hiring new resources through the references of employees, who are
currently working with the organization. In this process, the present employees can refer
their friends and relatives for filling up the vacant positions. Organizations encourage
employee referrals, because it is cost effective and saves time as compared to hiring
candidates from external sources. Most organizations, in order to motivate their
employees, go ahead and reward them with a referral bonus for a successful hire.
Previous Applicants
Here, the hiring team checks the profiles of previous applicants from the organizational
recruitment database. These applicants are those who have applied for jobs in the past.
These resources can be easily approached and the response will be positive in most of
the cases. It is also an inexpensive way of filling up the vacant positions.
Pros and Cons of Internal Sources of Recruitment
Internal sources of recruitment, i.e., hiring employees within the organization, have its
own set of advantages and disadvantages. The advantages are as follows:
It is simple, easy, quick, and cost effective.
No need of induction and training, as the candidates already know their job and
Responsibilities.

37
It motivates the employees to work hard, and increases the work relationship within
the Organization.
It helps in developing employee loyalty towards the organization.

The drawbacks of hiring candidates through internal sources are as follows:

It prevents new hiring of potential resources. Sometimes, new resources bring
innovative
ideas and new thinking onto the table.
It has limited scope because all the vacant positions cannot be filled.
There could be issues in between the employees, who are promoted and who are not.
If an internal resource is promoted or transferred, then that position will remain
vacant.
Employees, who are not promoted, may end up being unhappy and demotivated
Recruitment and Selection.

External Sources of Recruitment

External sources of recruitment refer to hiring employees outside the organization
externally. In other words, the applicants seeking job opportunities in this case are those
who are external to the organization. External employees bring innovativeness and fresh
thoughts to the organization. Although hiring through external sources is a bit expensive
and tough, it has tremendous potential of driving the organization forward in achieving
its goals. Let us now discuss in detail the various external of recruitment.

Direct Recruitment
Direct recruitment refers to the external source of recruitment where the recruitment of
qualified candidates are done by placing a notice of vacancy on the notice board in the
organization. This method of sourcing is also called as factory gate recruitment, as
the blue-collar and technical workers are hired through this process.

Employment Exchanges
As per the law, for certain job vacancies, it is mandatory that the organization provides
details to the employment exchange. Employment exchange is a government entity,
where the details of the job seekers are stored and given to the employers for filling the
vacant positions. This external recruitment is helpful in hiring for unskilled, semi-skilled,
and skilled workers.

Employment Agencies
Employment agencies are a good external source of recruitment. Employment agencies
are run by various sectors like private, public, or government. It provides unskilled,
semi-skilled and Recruitment and Selection20skilled resources as per the requirements
of the organization. These agencies hold a data base of qualified candidates and
organizations can use their services at a cost.

38
Advertisements
Advertisements are the most popular and very much preferred source of external source
of recruitment. The job vacancy is announced through various print and electronic media
with a specific job description and specifications of the requirements. Using
advertisements is the best way to source candidates in a short span and it offers an
efficient way of screening the
Candidates’ specific requirements. Let’s take an example. Assume that there is a Sales
Company called XYZ Ltd which has got a
new project of selling a product in a short span of time, as the competition is very high.
In this scenario, choosing the specific recruitment plays a vital role. Here the ideal type
of recruitment which should be chosen is Advertisement.
Professional Associations
Professional associations can help an organization in hiring professional, technical, and
managerial personnel, however they specialize in sourcing mid-level and top-level
resources. There are many professional associations that act as a bridge between the
organizations and the job-seekers.
Campus Recruitment
Campus recruitment is an external source of recruitment, where the educational
institutions such as colleges and universities offer opportunities for hiring students. In
this process, the
Organizations visit technical, management, and professional institutions for recruiting
students directly for the new positions.
Word of Mouth Advertising
Word of mouth is an intangible way of sourcing the candidates for filling up the vacant
positions. There are many reputed organizations with good image in the market. Such
organizations only need a word-of-mouth advertising regarding a job vacancy to attract
a large number of candidates.
Pros and Cons of External Sources of Recruitment
External sources of recruitment, i.e., hiring employees outside an organization, have
both its benefits and drawbacks. The benefits are as follows:
It encourages new opportunities for job seekers.
Organization branding increases through external sources.
There will be no biasing or partiality between the employees.
The scope for selecting the right candidate is more, because of the large number
Candidates appearing.
The disadvantages of recruiting through external sources are as follows:
This process consumes more time, as the selection process is very lengthy.
The cost incurred is very high when compared to recruiting through internal
sources.
External candidates demand more remuneration and benefits.
To conclude, the HR department should be flexible enough to choose between internal or
external methods of recruitment, depending upon the requirement of the organization.
Recruitment and interviews :
An interview is a purposeful exchange of ideas, the answering of questions and
communication
between two or more persons. Generally, an interview is a process of private meeting
conversation between people, where questions are asked and answered, for obtaining
information about qualities, attitudes, prospectus etc.
An interview refers to a conversation with one or more persons acting as the role of an

What is selection :

39
Difference between Recruitment and Selection:
The major differences between Recruitment and Selection are as follows:

Recruitment Selection
Recruitment is defined as the process of identifying and making the potential candidates
to apply for the jobs Selection is defined as the process of choosing the right candidates
for the vacant positions. Recruitment is called as a positive process with its approach of
attracting as many candidates as possible for the vacant jobs Selection is called as a
negative process with its elimination or rejection of as many candidates as possible for
identifying the right candidate for the position Both recruitment and selection work hand
in hand and both play a vital role in the overall growth of an organization.

Importance of Selection:
Selection is an important process because hiring good resources can help increase the
overall performance of the organization. In contrast, if there is bad hire with a bad
selection process, then the work will be affected and the cost incurred for replacing that
bad resource will be high. The purpose of selection is to choose the most suitable
candidate, who can meet the requirements of the jobs in an organization, who will be a
successful applicant. For meeting the goals of the organization, it is important to
evaluate various attributes of each candidate such as their qualifications, skills,
experiences, overall attitude, etc. In this process, the most suitable Candidate is picked
after the elimination of the candidates, who are not suitable for the vacant job. The
organization has to follow a proper selection process or procedure, as a huge amount of
money is spent for hiring a right candidate for a position. If a selection is wrong, then
the cost incurred in induction and training the wrong candidate will be a huge loss to the
employer in terms of money, effort, and also time. Hence, selection is very important
and the process should be perfect for the betterment of the organization.
Advantages of Selection
A good selection process offers the following advantages:
It is cost-effective and reduces a lot of time and effort.
It helps avoid any biasing while recruiting the right candidate.
It helps eliminate the candidates who are lacking in knowledge, ability, and proficiency.
It provides a guideline to evaluate the candidates further through strict verification and
Reference -checking.
Selection Process and Steps:
As we have discussed that Selection is very important for any organization for
minimizing the losses and maximizing the profits. Hence the selection procedure should
be perfect. A good selection process should comprise the following steps:

40
Employment Interview: Employment interview is a process in which one-on-one
session in conducted with the applicant to know a candidate better. It helps the
interviewer to discover the inner qualities of the applicant and helps in taking a right
decision.
Checking References: Reference checking is a process of verifying the applicant’s
qualifications and experiences with the references provided by him. These reference
checks help the interviewer understand the conduct, the attitude, and the behavior of
the
candidate as an individual and also as a professional.
Medical Examination: Medical examination is a process, in which the physical and the
mental fitness of the applicants are checked to ensure that the candidates are capable of
performing a job or not. This examination helps the organization in choosing the right
candidates who are physically and mentally fit.
Final Selection: The final selection is the final process which proves that the applicant
has qualified in all the rounds of the selection process and will be issued an appointment
letter.
A Win-Win Situation
The negotiations should be a win-win situation, where both the candidate and the
employer should benefit. If the candidate expects and demands for a higher salary than
the offered salary, then the employer can raise the package (if the budget permits) in
the following cases:
 The candidate is highly talented with a potential to deliver great results.
 The candidate has exceptional skills which are rare in the market.
 Sometimes there is high demand for a skill and the market does not have
sufficient supply of qualified candidates to fill the gap. In such cases, the HR team
offers lucrative packages in order to attract talented professionals.
 Hiring managers, most of the time, have a budget for each position and they are
under pressure
 to hire the right candidates without overshooting their assigned budget.
Tips for Good Salary Negotiation
Hiring managers should keep the following points in mind while negotiating salary with a
potential candidate:Research about the job posting well in advance and have a clear
understanding of the demand and supply of skilled professionals in the job market.
Make the candidates understand the break-up of the total package that is offered.
Do not let the candidate know the maximum salary that can be offered.
Do not reject a candidate if his expectations are beyond the budget, rather try to make
Them understand the fringe benefits that is being offered in the package.
Salary negotiation is extremely important, as it can either make or break a selection
sometimes, hiring managers tend to go overboard and offer an extraordinary package to
attract a right candidate. At other times, a potential candidate rejects the offer because
it was not up to his expectation. Hence, it is very important to maintain balance between
hiring the right candidates and working within the boundaries of the assigned budget.

SUCCESSION PLANNING IN HRIS:

41
What is Succession Planning? Making sure that the right people are in the right
place at the right time in order to be as prepared as possible for unexpected events.
Why is it important? On average, companies will lose a third of their top
management in the next 5 years. Organizations are now flatter and leaner, with
fewer layers of middle managers available to fill key roles. To compound the
problem, failure rates Business partnership

Consulting from reactive to proactiveTransactions Basic

administration (entry level)
Increasing Transformation of HR function
Increasing development of HR activity to line managers

among executives hired from outside can be as high as 50%.Most organizations

focus almost entirely on hiring and training whilst neglecting succession planning
with more than two thirds of all businesses having no formal succession plan. Many
senior management teams fail to develop in their successors the high-level skills and
competencies they will require for advancement. ―Continuity of leadership‖ is
essential to drive organizations forward. How can we be effective? There is no
simple template for putting a succession planning process in place. Every
organization is different, and each must develop a succession plan that fits its
specific needs with management guiding the process. Many large organizations
require succession planning applications or human resources information systems
(HRIS) that provides visibility across the company. This is particularly crucial when
talent can reside in many different locations. Succession planning is a complex task

42
that requires constant attention and ongoing resources. Succeeded By - This holds
the names of the people who could take over from the individual shown in the top
half of the screen. Adding a new successor by selecting their name from the
appropriate drop-down box. After adding new successor, the summary panel on the
right in the top half of the screen gets update to reflect the number of potential
successors within each category. Job History - This is where the details of the
various jobs undertaken by an individual are stored with details of the current role
also shown in the upper half of the screen. Over time, it will show an individual‘s
complete career history.
Notes- All notes after entering will be edited, added to, or deleted.

Assessments - This is a simple method of evaluating an individual. Score is a

numeric value but is not limited in any way. For example, some users may use a
scale of 1-5, whereas others may use percentages. Attributes - This allows a
maximum of 50 additional user-defined variables to quantify. The sort of information
measured can include the key managerial competencies relevant to an individual
business.
An effective HRIS solution coupled with a thoughtful succession
planning policy can rapidly boost your organizational performance:

A well-structured succession-planning program will enable you to locate talent,

prepare your organization for growth, and ensure you have the right personnel to
function at peak efficiency. Best practice organizations use succession planning to
develop and maintain strong leadership and to ensure that they address all the skills
and competencies required for today‘s business environment. A smooth leadership
transition from one generation of executives to the next can be achieved if
succession planning is a top corporate priority. From recruiting, the right candidate to
developing new leadership from within, succession planning is essential for an
organization to meet its strategic goals.

Chapter 3

INFOYSIS------------An Overview
Infosys limited is an Indian information Technology company that provides global business
consulting and information technology services. Infosys helps clients in 45 countries to
create and execute different strategies for their digital transformation. Infosys helps
businesses to renew & improve existing conditions so that their business can achieve higher
efficiencies and stay relevant according to current times. Infosys has more than 200,00o
employees and through their hard work & dedication; Infosys has grown to become a US
$10.9 billion (revenues FY 18) company with a market capitalization of US $39 billion

43
INFOSYS History :
Infosys Limited formerly known as Infosys Technologies Limited was established in
The year 1981 by N.R Narayan Murthy and a team of six other engineers in Pune .
India with an initial capital investment of US $ 250.
 In the year 1993 Infosys went public and introduced employee stock options
program.
 In 1994, Infosys moved its corporate office from Pune to Bangalore, India.
 In the year 1999 , Infosys became the first Indian It company to be listed in
NASDAQ thus making it the costliest share on the market at that time in
india . In the year 1999, Infosys was among the 20 biggest companies by
market value on NASDAQ .
 In the year 1999 Infosys annual revenue touched US$100 million , US $1
billion in 2004 and US$1 billion in 2004 and US$ 10 billion in 2017.

Historical evolution of HR and HRIS History of HRIS –

Early HR (then called personnel) practices were limited to employee record keeping
and were provided as a service to the organization. There was no HRIS as we know
it today. Personnel record keeping was done by hand, often using a system as
simple as an index card file. The personnel department was typically small, with little
authority and limited interaction with the organization‘s business mission
(Hendrickson, 2003).

History of HRIS :
Between 1945 and 1960 After WWII, organizations became more aware of human
resource issues, recognizing the importance of employee morale to the success of

44
organizations. Formal selection and development processes were developed but
there was little real change from the original responsibility of the personnel
department—that of record keeping. Record keeping was still done by hand, and
pre-1960, HR information systems hardly gave a hint of what they would become
with the advent of workplace technology (Hendrickson, 2003). History of HRIS –
Early (1960 to 1980)In the late 1960s and 1970s, the term ―human resource
management‖ replaced ―personnel,‖ and by 1974, the new term, human resource
management, appeared in media headlines and was eventually shortened to just
HR. Between 1960 and 1980, organizations firmly integrated HR into their core
business missions. At the same time, employer regulatory reporting requirements
increased significantly. Large organizations used mainframe computers to maintain
organization databases, and technology-based human resource information systems
(HRIS) provided an efficient solution for the increased record keeping and reporting
required by government regulation. The HR department became one of the most
important users of the organization‘s computer systems, though the primary task was
still record keeping (Hendrickson, 2003).

ORGANIZATION HEAD :

1. N.R Narayan Murathy is the founder of Infosys

2. Salil s. Parekh director of Infosys.
3. Pravin Rao is the chief operating officer of Infosys.

Infosys’Mission satatement:
“TO achieve our objective in an environment of fairness , honesty , and courtesy
towards our clients, employees, vendors and society ”

Infosys’ vision statement:

“To be a globally respected corporation that provides best-of-breed business solution , leveraging
technology, delivered by best – in – class people ”

Hadquaters of the company :

Banglore , Karnataka , india

45
Infosys Tagline :
“POWERED BY INTELLECT , DRIVEN BY VALUES ”

INFOSYS product and services offered:

Infosys provides software development and its maintance service to wide a array of
companies from different field such as insurance , finance , manufacturing etc. some of the
important work related platforms used in Infosys .

Objective of Study :
1) To study the Effectiveness of HRIS Recruitment application in the organisation.
2) To explore the contribution of Human Resource Information System in Human
Resource Planning.
3) To study the use of Human Resource Information System in corporate
communication.
HUMAN RESOURCE INFORMATION SYSTEM
1. EMPLOYEE – HR RELATION
2. FORECASTEING DEMAND & SUPPLY SUCESSION PLANNING
3. JOB ANALYSIS INVENTORY
4. RECURITMENT
5. CORPORATE COMMUNICATION

Research problem

46
Infosys Ltd initially used HRIS for administrative activities such as salary
calculations and attendance recordings successfully. They did not use HRIS as a
management tool, which contributes to HR planning and planning related activities
such as recruitment, selection, succession planning, training, and development.
HRIS does not play a significant role in Macleod‘s Pharmaceutical HR planning
department to manage their employees fairly, equally and transparently. How does
HRIS contribute to HR planning? Do the available HRIS functionalities adequately
support organisational HR planning efficiency and effectiveness? This dissection is
to investigate the contribution of HRIS to human resources planning through
forecasting supply of human resource , training and development subsystems to
reveal the strength of HRIS as a management information system and as a decision
support system as against a mere transaction processing system. This study would
guide future HRIS users to make optimum use of HRIS functionalities in HR planning
rather than employing it only for administrative works.

This study would determine the contribution of this to human resources planning by
developing a conceptual framework and testing it using hypotheses. Due to the self-
service agenda in HRIS there is lack of communication between the employees and
HR manager, this has created isolation area in the organisation.

Research Question

1) How effective and efficiently does the HRIS recruiting application in the
organizational planning.
2) How effective and efficiently does the Human Resource Planning HRIS recruiting
application in the organizational planning.
3) How effective and efficiently is the use of HRIS Corporate Communication
application in the organizational.

Use of application in the organization :

In HRP RECURITMENT CORPORATE COMMUNICATION-
Features of HIRS applications include an employee self –service portal ,
payroll, workforce management , recruitment, and hiring , benefit
administration , and talent management . these capabilities are often
delivered through individual modules that form a unified suite of HR tools.

47
Figure 47: Using related to HR office hours From the Questionnaire we have created this pie
diagram which shows the percentage of frequency of the usage of the HRIS by the
employee of the organization. 64% of the employee frequently uses the HRIS during office
hours.25% use no more than once every month and 11% have never used the Using related
to HR during office hours .

48
HUMAN RESOURCE ACTION:
•Hiring
•Training
•Career Management
•Productivity Program
•Reduction in Force RESOURCE SUPPLY FORECASTING
•Current Inventory
•Productivity Levels
•Turnover Rate
•Absenteeism Rate
•Movement among Jobs Rates

HUMAN RESOURCE PLANNING SUBSYTEM:

Human Resource Planning subsystem : HRIS labour demand and supply

analysis HRIS labour demand and supply analysis process effectiveness was measured
using six factors namely LS1, LS2, LS3, LD1, LD2.LD3, SP1, SP2. All the factors were
responded by the respondent.
Descriptive Statistics: LS1
Variable N N* Mean SE Mean StDev Minimum Q1 Median Q3 Maximum LS1 99 1 4.4646 0.0736 0.7328 2.0000 4.0000 5.0000
5.0000 5.0000
Descriptive Statistics: LS2
Variable N N* Mean SE Mean StDev Minimum Q1 Median Q3 Maximum
LS2 96 4 3.656 0.131 1.280 1.000 3.000 4.000 5.000 5.000
Descriptive Statistics: LS3
Variable N N* Mean SE Mean StDev Minimum Q1 Median Q3 Maximum
LS3 96 4 3.323 0.149 1.462 1.000 2.000 4.000 5.000 5.000
Descriptive Statistics: LD1
Variable N N* Mean SE Mean StDev Minimum Q1 Median Q3 Maximum
LD1 100 0 4.2700 0.0839 0.8391 2.0000 4.0000 4.0000 5.0000 5.0000
Descriptive Statistics: LD2
Variable N N* Mean SE Mean StDev Minimum Q1 Median Q3 Maximum
LD2 98 2 3.724 0.121 1.199 1.000 3.000 4.000 5.000 5.000
Descriptive Statistics: LD3
Variable N N* Mean SE Mean StDev Minimum Q1 Median Q3 Maximum
132
Table 21: Descriptive Statistics Most respondents agree with the factors where median
indicate 4 (four)

49
 Chapter 4

Data Analysis & Interpretation

Research Design Exploratory research or formulative researchThe objective of
exploratory research is to gather preliminary information that will help define problems
and suggest hypotheses.

1. Research strategy :
Research strategies developed to plan and answer the research questions. After having
considered several research strategies, case study adopted for to carry out the research. This
research study was an academic research, which completed with limited available resources:
both time and money. Sampling method used is quota sampling, which was divided into 3
subset viz HRD, IT specialist coordinating HRIS and Employees using HRIS. Data collected
through the questionnaire provided standard data allowing easy comparison. Therefore, survey
was the most suitable strategy for this research. To test the likelihood that the characteristics of
the sample founded in the population a statistical method has been used Data gathered from
questionnaire was used to find dependant and independent variables in the relationships and
the validity of the relationships of proposed conceptual framework.

2 .Type of investigation :
The t-test compares the actual difference between two means in relation to the variation
in the data (expressed as the standard deviation of the difference between the means).
3 .Time horizon Cross sectional :
Studies are one-shot or cross sectional when data gathered just once, perhaps over a
period of days or week or months, in order to answer a research question (Sekaran,
2003). Researcher generated facts from the HR and the employees through field visits
to Macleod‘s pharmaceutical Ltd. HRIS through questionnaire, which was designed
base on many variables. Hypotheses generated for future research. Therefore, cross-
sectional study was selected as time horizon.

4.Target population:

50
 Population HRIS user population is restricted to large-scale organizations due to
implementation and maintaining cost, lack of knowledge, technical problems, etc. The
number of employees used to decide whether the organisation is large or small. If the
employees are more than 100, it is consider as large organisation. Infosys Ltd have
around 765 employees which was taken as target population

Sampling methods Probability sample- Stratified random Quota sampling used

to select senior HR executives and the employees who use HRIS in Macleod‘s
pharmaceutical. Strata were divided into HR executives, IT officers, and the employees.
Distribution of sample (valid) among the department
Department
No of employees
Human Resouce Department-25
IT specialist handling HRIS-20
Employees using HRIS-55
Total- 100
Table 4- Shows the sample collected at Infosys Ltd.

Data collection methods:

shows data requirements and relevant data collection methods according to the
research questions. The data requirement table was further elaborated into three sets of
table as given below. Table 6.1 shows data requirements and relevant data collection
methods
 Research questions
 Data requirements
 Data collection methods
 Questionnaire
Literature Review
HRIS Recruitment process in an organisation effective in improving the Strategic HR
planning
Efficiency and Effectiveness of Job Analysis of HRIS
How effective HRIS is as strategic planner in forecasting demand and supply.
HRIS help to design career/succession plans Strategic planner in forecasting demand
and supply.
Does HRIS implementation is the factor for HR distance and Isolation from the
employee.
Employee – HR relation Maintenance
Data requirement table 1
Research Objective
Type of Investigation

51
HRIS Recruitment application in an organisation effective.
Exploratory Research
Variable - Job Analysis
Hypotheses (1)
Use of HRIS job analysis process in an organisation improves the efficiency and
effectiveness of HR planning.
H01: Higher utilisation of HRIS job analysis process in an organisation does not improve the
efficiency and effectiveness of HR planning. H11: Higher utilisation of HRIS job analysis process
in an organisation improves the efficiency and effectiveness of HR planning.
Investigate questions
Variable(s) required
1) HRIS identifies unfilled positions accurately.
Employee Opinion on HRIS vacancy definition
2) HRIS help to reduce recruiting costs
Opinion of HRIS cost reducing ability
3) HRIS evaluates the recruiting processes effectively.
Opinion of HRIS ability in Recruitment process
4) HRIS performs comprehensive reporting and tracking of applicants efficiently.
Opinion of Applicants Tracking and reporting
5) HRIS analyses each job position and its job title in an organisation.
HRIS ability to analyze Job position and job title
6) HRIS leverages employees talent in the right place at the right time.
HRIS ability to put employee at right place at right time
7) HRIS maintains relationship with individuals who register in a talent warehouse.
Behavior of candidate using HRIS
8) HRIS eliminates unsuitable applicants early and focuses on promising candidates.
Short listing of candidate
9) HRIS create ideal job description and job specification
Opinion on Job description and job Specification
10 ) Organisation uses HRIS recruitment subsystem at an optimum levelOpinion on use to HRIS
at optimum
The above table is the summary of the data of the research question, which were
undertaken through exploratory research where the variable under study was job
analysis. To study the hypothesis I, 10 questions were study, which are given as the
investigation question and from the investigation question variable required are framed
variable analysed will help us to test the hypotheses.
Research Objective
Type of Investigation
To explore the contribution of Human Resource Information System in Human Resource
Planning. To investigate the HRIS as strategic planner in forecasting demand and supply.
Exploratory Research
Mediate variable – Succession Planning & Forecasting demand and supply
Hypotheses ( 2 and 3)
2) The greater utilization of HRIS Forecasting Demand and Supply analysis in an
organization increases the efficiency and effectiveness of HR planning.
H02: The greater utilization of HRIS Forecasting Demand and Supply analysis in an organisation
does not increase the efficiency and effectiveness of HR planning. H12: The greater utilisation of
HRIS Forecasting Demand and Supply analysis in an organisation increases the efficiency and
effectiveness of HR planning.

52
3) Succession planning of HRIS increases the efficiency and effectiveness of HR
planning of an organization.
H03: Succession planning of HRIS does not increase the efficiency and effectiveness of HR
planning of an organisation. H13: Succession planning of HRIS increases the efficiency and
effectiveness of HR planning of an organisation.
Investigate questions
Variable(s) required
1. HRIS forecasts supply of human resources.
Opinion of HRIS ability to analyse supply
Table 8 - Data requirement table 2
The above table is the summary of the data requirement for the current research
question, which were undertaken through exploratory research where the variable under
study was job analysis. To study the hypothesis 2, 10 questions were study, which are
given as the investigation question and
2. HRIS constantly analyses and matches the demand for human resources.
Opinion of HRIS ability to analyse demand
3. HRIS manages internal information within the organisation.
Opinion of HRIS ability in Internal data management process
4. HRIS manages external information outside the organisation.
Opinion of HRIS ability in External data management process
5. HRIS estimates future human resources requirement of the organisation.
HRIS ability to analyze Forecasting
6. HRIS identifies a logical progression path and the steps required for advancements.
Opinion of HRIS on Career planning
7. Future supply and demand of labour is forecasted using What-If analysis function of HRIS.
Opinion of HRIS succession ability
8. Role of HRIS aligns with the organisation‗s HR Strategy.
Opinion on organization goal achievement
9. HRIS ensures organisation has right kind and numbers of employees at right place at right
time.
Opinion on employee placement
10. Through HRIS, the Accuracy of planning has improved
Opinion of HRIS strategic partner role
from the investigation question variable required are framed, variable analysed will help
us to test the hypotheses.
Research Objective
Type of Investigation
To study the perceptions of employees toward HR distance and isolation for the dimension of
internal corporate communication that constitutes HRIS.
Exploratory Research
Mediate variable - Employee- HR Communication
Hypotheses (4)
HRIS implementation is the factor for effective communication in the organisation.
H04: HRIS implementation is not the factor for effective communication in the organisation. H14:
HRIS implementation is the factor for effective communication in the organisation.
Investigate questions
Variable(s) required
1. HRIS create environment of open communication between employees and management?
Employee Opinion on open communication
2. HRIS perceive the effectiveness and integrity of current communication culture

53
Opinion of communication culture
3. Employee submit feedback and suggested improvements to the HRIS
Employee opinion feedback
4. Automated leave management system help in smooth function of leave management
HRIS ability to perform leave management – self service
5. HRIS salary management system help in smooth function of payroll management
HRIS ability to perform payroll management
6. Salary slips generated from the HRIS of individual employee.
Self – service by the employee
7. Experience letter and personal data can
Opinion towards self

9 - Data requirement table 3 The above table is the summary of the data requirement
for the current research question, which was undertaken through exploratory research
where the variable under study was job analysis. To study the hypothesis 3 and 4,
10 -questions were study, which are given as the investigation question and from the
investigation question variable required are framed, variable analysed will help us to test
the hypotheses.be generated from HRIS service
8. HRIS give the chance of creating social network in the organisation
Opinion on organization culture
9. System being self- service there has been very few interaction between HR and the
Employee
Opinion on HR – Employee isolation area
10. HRIS make employee aware of the new joined , Retirement , birthday that create friendly
environment
Opinion on organization culture

54
55
56
57
58
59
60
61
62
63
64
Questionnaire of HIRS:

Hi, I am Uzama khan, pursuing MBA (HRD)from VEER BHADUR SINGH PURVANCHAHAL
UNVERSITY JAUNPUR need your support in providing me with some information on the
importance of HRIS in the organizations. This would enable me to complete my project for the
partial fulfillment of my academics. Kindly spare your time from your hectic schedule and please
duly fill the below questionnaire.

General Information:
Name:
Designation:
Years of Experience in HR:
Organization working with:

65
66
67
 Chapter 5

Findings Recommendations & conclusion

Findings: This reduced data was further analyzed by applying t- test. Above
graphical analysis aim was to compare the sample mean with the hypothesized mean for
probability estimation, that the sample mean is different by chance or random occurrence.
Summary tables show the means and grand means of five factors those were helpful to
explain the direction and extent of difference of perceptions of managers/employees in
the organization. Pattern of loadings showed that the respondents had given
maximum importance to the ―applications of HRIS in Human Resource Planning‖
followed by ―applications of HRIS in Recruitment management‖. The factor
named ―application of HRIS in Corporate Communication‖ was given the least
importance. Overall, respondents felt that applications of HRIS was highest in
factor ―Labour Supply‖ (x=4.46), followed by ―Job analysis‖ (x=4.31). Past
studies also revealed that the most frequent application of HRIS was in employee
records (Groe et al., 1996; Kinnie and Arthurs, 1996; Kovach and Cathcart, 1999;
Lin, 1997; Ngai and Wat, 2006;Ngai et al., 2008; Teo et al., 2001), and next in pay

68
roll service (Ball, 2001; Kinnie and Arthurs, 1996; Lin, 1997; Ngai and Wat, 2006;
Teo et al., 2001). Further explained that HRIS was also applied in ―corporate
communication‖ (x=3.16).
186
Similar results were also found by other studies (CedarCrestone, 2006; Richard-
Carpenter, 1993; Ngai and Wat, 2006). In a recent study conducted on applications
of HRIS also confirmed that all these factors were used moderately in
organizations operating in India (Saharan and Jafri, 2012.

Recommendations :

Research findings clearly show that HR executives are well aware that they can
increase the efficiency of HR planning through HRIS, saving time and cost. However,
findings do not support the premise that HRIS increases the efficiency of HR planning
other than in functional work such as job analysis. Organizations should identify the
strategic value and competitive advantage that they can gain through HRIS in HR
planning. Strategic planning linked with the HRIS can make the organization efficient for
merger, acquisition and takeover. An effective HRIS solution coupled with a thoughtful
succession planning policy can rapidly boost your organizational performance HRIS
outcomes can be applied wherever possible as deemed fit by the HR professionals,
going by their experiences. E-recruiting is not used fully since they have more faith in
traditional methods of recruiting.
Corporate Communication through HRIS could build up strong organization culture,
which has been least bother in the organization. Human Resource Information System
will help the organization in building corporate image.

Conclusion:
From overall report remember can conclude that organization. Also recruit
employees according to their capabilities, experience and additional skills.
Human resources information system (HIRS) can play a significant part in a
company’ HR function, we live, work and play in the information age.
Executing an effective HIRS can be realizable for HR to say on the cutting
edge in its bid to deliver more effective and smooth service.
The main conclusion of this paper is realization that the use of computerized
HIRS is most effective than manual because it helps to maintain data with
more accuracy in less time .HIRS efforts as a key component of the
organization and a good HIRS will make available important information
about human resources needs and capabilities ; this information will assist the
management team in establishing the organizational mission and setting goal
and objective in motion. HIRS is not restricted to the computer hardware and
69
software applications that encompass the technical part of system : it also
includes the people , policies , procedures and data requisite to manage the
HR function .
Chapter 6

ABSTRACT: Human Resource Information System is not a new concept, but it

makes a comeback day by day with the changing environment of business. It
plays an important role in the Human Resource Department in any
organization. HIRS has many advantages; it can easily serve as a database
for various HR function like Human Resource Planning. Personnel cost
planning, Training & development, Performances Appraisal, etc. The
overall contribution of HRIS is that it help in managing various strategic of
HR department very efficiently and effectively .Human Resource and
information Technology are two elements that many firms are looking to
utilize as strategic weapon to complete .Information system specially
developed for Human Resource Management referred as human resource
information system (HIRS). It is an integrated system necessary to collect,
record, store, manage, deliver, and present data for human resource and
hence promotes effectiveness of human resource system. Human resource
Information system shapes an interaction between human resource
management and information technology.

Keywords: Human Resource Information System; Human resource management;

information systems.

BIBLOGRAPHY:

1. Agresti, A. (1984).Analysis of ordinal categorical data.

2. Aktas, A. Z. (1987). Structured analysis and design of information systems.
Englewood Cliffs, NJ: Prentice Hall.

70
3. Beatty, R. W., Huselid, M. A., & Schneier, C. E. (2003). New HR metrics: Scoring on
the business scorecard. Organizational Dynamics, 32(2), 107–121.
4. Becker, B. E., & Huselid, M. A. (2006). Strategic human resource management:
Where do we go from here? Journal of Management, 32(6), 898–925.
5. Becker, B. E., Huselid, M. A., & Ulrich, D. (2001). The HR scorecard: Linking people,
strategy, and performance. Boston: Harvard Business School Press.
199
6. Beckers, A. M., & Bsat, M. Z. (2002). A DSS classification model for research in
human resource information systems. Information Systems Management, 19(3), 41–50.
7. Bussler, L., & Davis, E. (2001/2002). Information systems: The quiet revolution in
human resource management. Journal of Computer Information Systems, 42(2), 17–20.
8. Bulmash. HRM. McGraw-Hill .
9. Cascio, W. F. (1984). Costing human resources: The financial impact of behavior in
organizations. Boston: PWS-Kent.
10. Cascio, W. F. (1991). Costing human resources: The financial impact of behavior in
organizations (3rd ed.). Boston: PWS-Kent.
11. Cascio, W. F. (2000). Costing human resources: The financial impact of behavior in
organizations (4th ed.). Cincinnati, OH: South-Western College.
12. CIPD "People Management and Technology: Progress and Potential," London:
Chartered Institute of Personnel and Development, 2005.
13. CIPD "Reflections on Talent Management," London: Chartered Institute of
Personnel and Development, 2006a.
14. CIPD "Talent Management: Understanding the Dimensions," London: Chartered
Institute of Personnel and Development, 2006.
15. CIPD "Talent Management," London: Chartered Institute of Personnel and
Development, 2007.
200
16. CIPD "Talent Management: an overview," London: Chartered Institute of Personnel
and Development, 2008.
17. Hendrickson, A. R. (2003). Human resource information systems:. Journal of Labor
Reaesrch , 24,3,381-394.
18. Tannenbaum, S. I. (1990). HRIS information : User group implication. Journal of
Systems Management , 41,1,27-32,36.
19. O‗Brien, James A. and Marakas, George M. (2008a) Introduction to Information
System, 8th edition, The McGraw-Hill Companies.
20. Rampton, Lan J. (1999) Human Resources Management Systems: A Practical
Approach, 2nd edition, Carswell.
21. Rozakis, Laurie (2007) Schaum‗s Quick Guide to Writing Great Research Papers,
2nd edition, New Delhi, The McGraw-Hall Companies.
22. Scott Snell ,George Bohlander . (2007). Managing Human Resources. usa:
THOMAS HIGHER EDUCATION.
23. Utoronto (2009). Advice on Academic Writing, [online], Available from
www.writing.utoronto.ca [Accessed on 10th January 2010].
24. Mohan Thite, M. J. (2009). Evolution of Human Resource Management and Human
Resource Information Systems -The Role of Information Technology.
201

71
25. Hilkka Poutanen (2010), ―Developing the role of human resource information
systems for the activities of good leadership‖, [online]
26. Roberts, B. (1999), ―Calculating return on investment for HRIS‖, HR Magazine,
Vol. 44 No. 13, pp 122–127.
27. Milton Mayfield, Jacky Mayfield and Steve Lunce (2003), ―HRIS: A review and
model development‖, ACR, Vol. 11 No. 1, pp 139-150.
28. Ngai, E.W.T. and Wat F.K.T. (2006) Human resource information systems: a review
and empirical analysis. Human Resource Information Systems, Vol. 35 Issue 3, pp 297
314.
29. DeSanctis, Gerardlne (1986), ―Human Resource Information Systems: A Current
Assessment‖, Human Resource Systems, pp 15-27.
30. Saunders, M., Lewis, Philip and Thornhill, Adrian (2003) Research Methods for
Business Students, 3rd Edition, Pearson Education : South Asia.
31. Selden,Sally Coleman., Jacobson, Willow., Ammar, Salwa H. and Wright, Ronald H.
(2000) A New Approach to Assessing Performance of State Human Resource
Management Systems: A Multi-Level Fuzzy Rule-Based System. Public Personnel
Administration. 20, 58-74. Full-text [online]. SAGE [Accessed on 13th December 2010].
32. Sekaran, Uma (2003) Research Methods for Business, A skill Building Approach,
4th edition, John Wiley : India.
33. Udani Chathurika Wickramaratna (2009), ―The Role Of Human Resource
Information Systems in Human Resource planning in Private Sector Organisation in Sri
Lanka‖.

72