ARTICLE IN PRESS

MAKERERE UNIVERSITY BUSINESS SCHOOL

A REVIEW ON IMPLEMENTATION OF THE HUMAN RESOURCE INFORMATION

SYSTEMS IN NATIONAL WATER AND SEWERAGE CORPORATION (NWSC)

BY

WESONGA ELIZABETH

2019/HD10/25718U

A RESEARCH PROPOSAL SUBMITTED TO THE FACULTY OF GRADUATE STUDIES

AND RESEARCH OF MAKERERE UNIVERSITY BUSINESS SCHOOL IN PARTIAL

FULFILMENT OF THE REQUIREMENTS FOR AWARD OF THE DEGREE OF MASTER OF

BUSINESS ADMINISTRATION OF MAKERERE UNIVERSITY BUSINESS SCHOOL

2022
 DECLARATION
I hereby declare that this research proposal is my original work and it has never been submitted

to this or any other institution of higher learning for any award.

Signature ................................................... Date …………......................................

WESONGA ELIZABETH

2019/HD10/25718U

ii
 APPROVAL
This proposal has been submitted with our approval as university supervisors

Signed: ………………………………… Date: ……………………………...

Dr. Charles Kawalya
Makerere University Business School

Signed: ……………..………………… Date: …………………………..…

Dr. Mariam Tauba
Makerere University Business School

iii
 APPROVAL
This is to certify that this study proposal entitled “A Review on Implementation of the Human

Resource Information Systems in National Water and Sewerage Corporation (NWSC)” has

been submitted for examination with our approval as university supervisors.

Signature; …………………………………… Date...................................

…………………………………………

Signature: …………………………………… Date: ……………………..

………………………………………….

iv
 Table of Contents
DECLARATION.............................................................................................................................ii
APPROVAL...................................................................................................................................iii
APPROVAL...................................................................................................................................iv
SECTION ONE..............................................................................................................................1
INTRODUCTION.........................................................................................................................1
1.1 Introduction to the Study...................................................................................................1
1.2 Statement of the problem..................................................................................................5
1.3 Purpose of the study..........................................................................................................6
1.4 Study Objectives...............................................................................................................6
1.5 Research questions............................................................................................................6
1.6 Scope of the Study............................................................................................................6
1.7 Significance of the study...................................................................................................7
SECTION TWO.............................................................................................................................8
LITERATURE REVIEW.............................................................................................................8
2.1 Introduction.......................................................................................................................8
2.2 Theoretical review.............................................................................................................8
2.3 The HRIS concept.............................................................................................................8
2.4 Challenges that affect the implementation of HRIS.......................................................10
2.5 Strategies for improvement of HRIS implementation....................................................12
SECTION THREE......................................................................................................................14
RESEARCH METHODOLOGY...............................................................................................14
3.1 Introduction.....................................................................................................................14
3.2 Research design...............................................................................................................14
3.3 Study population.............................................................................................................14
3.4 Sample size and procedure..............................................................................................14
3.5 Data sources....................................................................................................................15
3.6 Data collection tools and methods..................................................................................15
3.7 Validity and Reliability...................................................................................................15
3.8 Data processing, analysis and presentation.....................................................................17
3.9 Anticipated limitations to the study................................................................................17
References..................................................................................................................................18
APPENDIX I: WORK PLAN FOR THE STUDY..................................................................19
APPENDIX II: PROPOSED RESEARCH BUDGET..............................................................20
APPENDIX III: PROPOSED QUESTIONNAIRE...................................................................21

v
 SECTION ONE
INTRODUCTION

1.1 Introduction to the Study

Human Resource Management (HRM) is the attraction, selection, retention, development, and

utilization of labor resource in order to achieve both individual and organizational objectives

(Kumari, 2017). The integration of Human Resource Management and information Systems is

what is referred to as Human Resource Information Systems (HRIS). Human Resource

Information System is what helps Human Resource managers to execute their duties in a more

effective and systematic way using technology. It is the system used to acquire, store,

manipulate, analyze, retrieve, and distribute pertinent information regarding an organization's

human resources. Therefore, it can be stated that a human resource information system (HRIS) is

a system used to acquire, store, manipulate, analyze, retrieve, and distribute pertinent

information about an organization's human resources (Adela, 1991). In definitive terms, HRIS

can be defined as an integrated system used to gather, store and analyze information regarding an

organization’s human resources comprising of databases, computer applications, hardware and

software necessary to collect, record, store, manage, deliver, present and manipulate data for

human resources function (Hendrickson, 2003). The HRIS system is usually a part of the

organization's larger Management Information System (MIS) which would include accounting,

production, and marketing functions and others (Kumari, 2017).

Human Resource Information System is imperative in the management field for any organisation

because it helps in shaping an integration between human resource management (HRM) and

Information Technology (IT) and contrary to Kumari’s assertion that these systems rely on

centralized hardware resources operationally, a small group of Information System specialists

1
within the personnel department increasingly manage, support, and maintain them (Nyame,

2015). HRIS supports planning, administration, decision-making, and control. The system also

supports applications such as employee selection and placement, payroll, pension and benefits

management, intake and training projections, career pathing, equity monitoring, and productivity

evaluation and these information systems increase administrative efficiency and produce reports

capable of improving decision-making (Kumari, 2017). Thus, it can be stated that human

resource and line managers require good human resource information to facilitate decision-

making.

Essentially, for the purposes of better management of employees and customers, human resource

information systems (HRIS) are taken as a model for effective and efficient service delivery.

Athambawa also asserts that if HRIS are used properly, employee expectations are clarified,

employees are put in-charge of their own development, and the communication and collaboration

improve throughout the workplace. By making the HRIS part of the organization, the Human

Resource Department can transform itself to be a strategic business partner which will overall

benefit the organization by improving its effectiveness (Athambawa, 2020).

From a global perspective, recent developments in technology have made it possible to create a

real-time information-based, self-service, and interactive work environment (DeSanctis, 1986).

Personnel Information Systems have evolved from the automated employee recordkeeping from

the 1960s into more complex reporting and decision systems of late. Studies conducted since

1980 indicate that many organizations have human resource information systems and that the

organizations’ interest in these systems is strong. According to Zientara (1983), forces creating

pressure for a specialized information system within personnel today include: increased

organizational size and complexity, continued physical dispersion of firms across geographical

2
areas, government regulation and reporting requirements for employees, and the overall increase

in white collar work which demand greater variety of skills for any given job. Today, managers

and employees in multinational corporations are assuming activities once considered the domain

of human resource professionals and administrative personnel. This represents a significant break

with the past, but an improvement in overall organizational effectiveness. Consequently, given

the authority and relevant accessible information for decision-making, both managers and

employees respond more quickly to changes (Kumari, 2017).

Although the system has picked well in other parts of the world, the pickup rate of HRIS in

Africa is still low. For instance, a study by Nyame in 2015 assessed the adoption and use of

Human Resource Information Systems (HRIS) in Ghana and established that only about 40

percent of the firms in the Ghanaian business environment had adopted HRIS though this was

not enough. In other words, a seeming number of about 60 percent of the firms have not adopted

HRIS. Factors like size of firms, type of organization and age of the organization and

environment are more likely to influence the adoption of HRIS in firms (Nyame, 2015).

The use of HRIS can, therefore, be an important strategic exercise in any organization driving

the delivery of a reliable service (Molete et al., & Igumbor, 2021). This is true for all

organizations that employ people, and that means all kinds of organizations of which the

National Water and Sewerage Corporation (NWSC) is no exception.

In Uganda, NWSC is a 100 percent government owned corporation with a given authority and

autonomy and mandate to operate and provide water and sewerage services in areas entrusted to

it, on a sound, commercial and viable basis. This mandate was given to the corporation by the

1995 NWSC Statute after being established in 1972 by way of a decree, to serve the urban areas

3
of Kampala, Entebbe and Jinja. NWSC has a fully-fledged Human Resource Directorate headed

by a Director under whom is a Senior Manager for Human Resources and two managers below

that: Welfare and Employee Relations as well as one for Occupational Health and Safety.

According to the Human Resource Manual for the corporation (2014) performance of employees

is based on Result Oriented Management (ROM) which emphasizes tasks accomplishment to

meet targets, quality service, timeliness, creativity, and outputs. The organization has developed

various ICT systems and solutions using in-house capacity to support business operations and

decision making in Human Resource Management, among other key functions. NWSC has

adopted the Human Resource Information System for instance; the payroll system is active

because employees are informed over email about salary payments and are sent pay slips on a

monthly basis where deductions, salary structure are all listed.

The benefits administration for example health is fully system operated. If a staff falls sick, they

usually apply for an online make to order (this is used in all National Water and Sewerage

Corporations affiliated hospitals) and receive treatment that is later paid for by the company.

This was adopted on 11th October 2022 and started with hospitals like Mengo, Life Link, Kibuli

and Case and today all hospitals under the NWSC medical scheme use it.

However, the digitalization of the Human Resource System is yet to be fully completed, as the

corporation was planning to have a fully operationalized HR Information System (HRIS) in June

2022, a fully operational digitalized archive system for all staff records by December 2022, and a

fully operational digitalized medical scheme (E-Health) by June 2023 (NWSC Corporate Plan,

2021). There are still existing gaps, time attendance and scheduling is at 40 percent because

biometrics is only found at the head office and some departments. Most branches use the manual

method of writing names and sending pictures for accountability but this cannot be evaluated as

4
not everyone writes the exact time they reach. Leave applications are still manually done and

incase of any gaps, it is almost impossible to track ones leave and the process is tiring on the side

of employees who have to keep looking for signatures from the different authorizing parties.

Recruitment and onboarding is fully manual as jobs are advertised and applicants are advised to

bring their academic and all necessary documents physically to the human resource reception.

This cannot fully be trusted.

This shows that NWSC has not fully adopted an HRIS and has only recently realized that they

continue to miss out of the many opportunities and advantages that may come with it. Therefore,

there is need to assess different aspects of an HRIS, related challenges and proven strategies.

1.2 Statement of the problem

Despite the relevance of HRIS practices, the implementation remains a challenge at NWSC as it

continues to miss out on the full benefits that accrue to it. Some modules of the system are still in

the planning stages (NWSC Corporate Plan, 2021) and stand the possibility of not being

implemented altogether.

This could be due to lack of understanding of the nature of a full HRIS, the lack of time to train

the users, no functioning expertise in designing, costs to purchase and implementation of the

HRIS and also the organizational size, NWSC employs over four thousand employees. The HR

department reports that the HRIS had only reached 30 percent of implementation level in

December 2021, yet it was planned to have been fully implemented by the end of 2021 (NWSC

Annual Report, 2022).

The weaknesses in implementing HRIS not only undermine the HR policy to ensure that the staff

performance is improved at all times for the benefit of both the company and individual staff but

also exposes the corporation to lose its image and competent staff members. Thus, the current

5
study is an attempt to bridge the gap by examining HRIS implementation challenges and

strategies for improving the implementation of Human Resource Information Systems at

National Water and Sewerage Corporation (NWSC).

1.3 Purpose of the study

The purpose of the study is to examine the implementation of the Human Resource Information

Systems at the NWSC.

1.4 Study Objectives

(i) To examine the HRIS practices at NWSC

(ii) To examine the challenges that affect the implementation of HRIS at NWSC

(iii) To suggest appropriate strategies that can improve HRIS implementation at NWSC.

1.5 Research questions

i. What are the HRIS practices adopted at NWSC?

ii. What are the challenges that affect the implementation of HRIS at NWSC?

iii. What are the appropriate strategies that can improve HRIS implementation at NWSC?

1.6 Scope of the Study

1.6.1 Conceptual scope

Conceptually, the study will look at the different Human Resource Information Systems

implementation practices, challenges thereto, and strategies that can help to address the

challenges identified.

1.6.2 Geographical scope

The study will be carried out at the NWSC Head Offices which are located at Plot 3 Nakasero, in

Kampala’s Central Business District. The reason for this is that it harbors the national human
6
resource department for NWSC. This will be the appropriate source of all the necessary data

required on HRIS in the corporation.

1.7 Significance of the study

The significance of this study is to help the management of NWSC identify the factors that

positively affect employees within the organization and hence be in position to adjust them in

order to positively influence the possible outcomes and to also help me the researcher build on

my knowledge and understanding of the current trends in HRIS practices in organizations such

as NWSC.

The study findings will add to the existing literature and knowledge in the area of HRIS. This

may help to provide reference for future researchers and they may be able to carry out research

with ease since this study may provide updated secondary data to the researchers.

The study will help public organizations ensure that the benefits of Human Resource Information

Systems are maximized through provision of solutions to the existing HRIS challenges and

informed strategies to enhancement of organisational productivity along the lines of HRIS.

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 SECTION TWO
LITERATURE REVIEW

2.1 Introduction

This section reviews the theory, and assertions, ideas of other scholars on the concept of HRIS

practices, challenges related to its implementation and strategies to improve the implementation

of the HRIS.

2.2 Theoretical review

This study is anchored in the Diffusion of Innovations theory by Rogers (2003). Diffusion of

innovations theory is the most appropriate for investigating the adoption of technology in

organisations (Medlin, 2001). Much diffusion research involves technological innovations and

that is why Rogers (2003) used the word “technology” and “innovation” as synonyms. For

Rogers, a technology is a design for instrumental action that reduces the uncertainty in the cause-

effect relationships involved in achieving a desired outcome (Rogers, 2003). It is composed of

two parts: hardware and software. While hardware is the tool that embodies the technology in the

form of a material or physical object, software is the information base for the tool (Rogers,

2003). Since software (as a technological innovation) has a low level of observability, its rate of

adoption is quite slow. For Rogers (2003), adoption is a decision of full use of an innovation as

the best course of action available and rejection is a decision not to adopt an innovation. This

theory guides this particular study in establishing whether the HRIS were adopted or failed to be

adopted by NWSC.

2.3 The HRIS concept

Human resource information system is mainly connected with information technology for

rendering services to the human resource management. In the era of information, communication

8
& technology, organization management has been changed in the present scenario known as the

digital era. Most of the human resource functions have rapidly been changing by involving

information technologies, (Hendrickson, 2003), HR has new phase of HR processes and

practices such as, e-recruitment, e-performance, e-learning, e-selection and other areas to replace

the more traditional ones (Nowduri, 2011). The present period concepts like virtual or electronic

HRM denote the latest phase of usage of HRIS. Technologies are prevalent in all professional

spheres, including the field of Human Resource Management (HRM). These technologies,

despite their various identities, have been the subject of several studies in the fields of social

sciences, information technology and psychology (Kapoor & Sherif, 2012).

Global strides in technology have increased the use of E-HRM in organizations around the

world. Ukandu (2015) assessed and compared the use of E-HRM for decision-making in

parastatals of South Africa and Nigeria, and realized that a lack of full implementation, limited

internet access, poor supply of electricity and lack of sophisticated software such as HRIS

hindered effective E-HRM for decision making. Intensified investment in HRIS would facilitate

decision-making in South African parastatals (Ukandu, Iwu & Allen-Ile, 2014). The fact that E-

HRM has the capacity to improve organizational efficiency and the role of HR as a strategic

partner (Poisat & Mey, 2017), supports the argument that E-HRM reduces cost and increases

efficiency (Tomeski and Lazarus, 1973).

HRIS provides information and guidelines for the operation of HR functions, HRM is still a

caretaker of employee records, however, the existence of an HRIS makes this information

readily available and useful for managerial decision making. The system is able to produce more

effective and faster outcome than that can be done on papers. HRIS can acquire and track almost

9
any type of data. Some of the effects of HRIS are that it has brought about an improvement in the

overall HR functions of the organization not only in administration work. HRIS can be one of the

powerful levels of change for the HR Department in any organization.

Ngwenya, Aigbavboa and Thwala (2019) conducted a study on the benefits of HRIS in South

African organizations and found wasteful government expenditure in funding developed

information systems that are not fully functional, outdated and not aligned to the latest

technology. Chumo (2014) identifies the relationship between HRIS and staff development and

opines that the benefits of HRIS cannot be measured due to a lack of effective staff development

and workers not having access to HRIS.

Usage of Information Technology has increased the effectiveness and efficiency of all tenets like

planning, recruitment process. human resource accounting, training and development and other

process of human resource management (HRM). Similarly, with the passage of time, human

resource information system (HRIS) has become an inseparable part of modern organizations

(Kapoor & Sherif, 2012).

Marler (2009) points out that the integration of HRIS applications supports the implementation

of HR policies and therefore achieves the organization ‘s strategic goals. Similarly, Kossek and

her colleagues argued that a corporate human resources information system can theoretically and

practically get the HR department involved as a strategic business partner.

2.4 Challenges that affect the implementation of HRIS

(i) Ineffective Human Resource Management

10
According to Bhaskar (2011), in the current fast-paced global competitive business environment,

the efficient and effective management of human capital is an immense challenge to the human

resources departments. Information systems contribute to improve the organizational

performance, and enhance the competencies of human resources professionals.

Udekwe and de la Harpe (2017) conducted a study on the reasons for the deficiency of HRIS in

the Western Cape of South Africa and found that these stemmed from factors such as lack of

knowledge and education among the human resource managers. Notably, the continued

preference for manual systems, dilapidated/outdated infrastructures leads to a severe lack of

access and information of all skilled workforce details in the system. Essentially, HRIS is under-

utilized due to ineffective human resource management in many organizations. Butt’s (2020)

study on the implementation of HRIS found that the lack of IT proficiency, IT structure,

financial unwillingness and top management support have negatively affected the use of HRIS

for competitive advantage.

(ii) Technological challenges

Esanga et al., (2017) highlight the high levels of administrative challenges that cause ineffective

human resource administration. These include challenges such as lack of IT equipment and

skilled personnel to support HRIS. Even where HRIS has been implemented, its effectiveness is

marred by the continued preference for manual systems. Kemei (2016) study on the influence of

HRIS utilization shows that information generated from self-service systems assist to increase

flexibility and performance, but the optimal usage in terms of investments to upgrade the

functionalities is still a challenge that needs to be addressed.

(iii) Unreliable organizational behaviors

11
The effectiveness of HRIS is also affected by unsecured behaviors that result in the non-

malicious security interruptions in the system which, according to Zafar and Martin (2017) the

need to introduce effective security, education, training, awareness program and a framework for

future investigation to identify unconscious habits in the security of HRIS.

The influence of HRIS on organizational performance and benefits are still a great challenge.

Otieno (2016) raises the lack of access to HRIS by the entire workforce can have a negative

effect; by not making use of self-service systems coupled with the lack of skilled employees on

HRIS is necessary to fully realize the benefits of the system.

2.5 Strategies for improvement of HRIS implementation

(i) Optimization of system efficiency

A study conducted in Africa indicates the need to improve efficiency, promote HR functions and

development for effective employee performance, commitment and competence using HRIS in

health (Juma, 2018). Further, an enhanced competence of HRD through automation, objectivity,

reliability, accuracy and responsiveness of organizations through an effective HRIS improves

HR practices (Teotia, 2012).

(ii) Appropriate dissemination of HR information

For competitive advantage to be achieved, Davarpanah and Mohamed (2020) are of the view that

health workforce satisfaction brings about the optimized efficiency of the system. A successful

implementation of HRIS necessitates addressing the challenges faced by the use of manual

systems in handling employee’s personal details such as inaccuracy, incomplete and not updated

worker’s information (Matibwa & Masue, 2021).

(iii) Improvement of technology

12
Doing this will eliminate challenges such as lack of IT equipment and skilled personnel to

support HRIS, increase in system usage and workforce leading to commitment and experience in

HRIS, completeness, accuracy and the timeliness of information captured and frequent training

on IT skills offered to employees (Maruru, 2014). Perhaps the underutilization of HRIS needs

more research explanation given that the various studies point to inefficiencies in the HRIS.

13
 SECTION THREE
RESEARCH METHODOLOGY

3.1 Introduction

This section is about how the research will be undertaken. It details the research design, study

population, sample size and sampling techniques and procedure, data collection methods and

instruments, the validity and reliability of data collection instruments, data analysis and

measurement of variables and anticipated limitations to the study.

3.2 Research design

Phenomenological study design will be used for this study. A phenomenological study is one that

examines experiences through the descriptions provided by the people involved (Donalek, 2004).

The goal of using phenomenological design in this study therefore is to describe the experiences

respondents have about HRIS in the context of NWSC.

3.3 Study population

The study population will be 30 staff working in the Human Resource and ICT departments of

NWSC. This is because staff in the HR & ICT departments are knowledgeable about the HRIS

issues and play a big role in the implementation of the system throughout the organisation.

3.4 Sample size and procedure

The sample size will be 60 staff which shall be selected basing on Krejcie & Morgan, (1970)

table for determining the sample size of a given population. The unit of analysis and of inquiry

are the staff in the human resource and ICT departments. The researcher will use a simple

random sampling procedure to identify respondents for the study.

14
Simple random sampling is easy to apply, and minimizes the risk of bias while choosing the

projects. A list of staff in the two departments will be obtained from the NWSC and the staff to

be used in this study will be randomly selected from this list until the sample is reached.

3.5 Data sources

The study will rely on both secondary and primary data. Secondary data shall be obtained from

official government records such as reports, journal articles, online literature, text books whereas

primary data shall be gathered from respondents identified to participate in this study.

3.6 Data collection tools and methods

Data will be collected by the use of self-administered questionnaires to respondents following

the systematic and established procedures as suggested by Nardi & Nardi (2018). The structured

questionnaire will be considered appropriate as it helps the respondents to make quick decisions

to make a choice thereby saving time as well as helping the researcher to code the information

quickly during analysis (Mugenda & Mugenda, 2003).

Questionnaires will be hand-delivered to the respondents in their offices at NWSC and they will

be given time of one week before they are collected back for analysis and interpretation.

3.7 Validity and Reliability

3.7.1 Validity

Validity is the ability to produce findings that agree with theoretical or conceptual values in other

words, to produce accurate results and to measure what is supposed to be measured. A research

instrument is said to be valid if it measures what it is supposed to (Amin, 2005).

15
In order to ensure validity of the instrument, the drafted questionnaire will be given to experts

such as the supervisor and colleagues for critical assessment of each item. They will be requested

to state the relevance or non-relevance (NR) of each item. They will also be asked to check for

language and clarity of the questions. The Content Validity Index (CVI) will be computed using

standardized measures (Polit & Beck, 2006) and appropriate adjustment will be generated from

the formula below; the CVI will be generated from the formula.

CVI = Item related relevant /Total number of items on the instrument.

According to Amin (2005) coefficient is acceptable if it is within the statistical range of 0.5 to1.

In addition, the researcher will take full control of data collection and documentation of sources.

After data compilation of draft report, the key informants will be given the opportunity to read

copies of report and verify whether the contents reflected the empirical material given by them,

without any misinterpretation and generalization.

3.7.2 Reliability

Reliability will be assessed using Cronbach’s Alpha of the questionnaires instrument. An

instrument is reliable if it produces the same results whenever it is repeatedly used to measure

trait or concepts from the same respondents even by other researchers. The more reliable a test is

the more confidence we can have that the score obtained from the test are essentially the same

scores that would be obtained if the test was re- administered. Cronbach’s Alpha is reliability

coefficient that indicates how well the items in a set are positively correlated to one another.

Cronbach alpha is computed in terms of the average inter correlation among the items measuring

the closer Cronbach alpha is to 1 the higher the internal consistency reliability (Sekaran, 2003).

16
3.8 Data processing, analysis and presentation

Data will be analysed in order to establish the relationship between the dependent and

independent variables. The researcher will analyse the data using quantitative methods.

Quantitative data from pre-coded questionnaire will be checked for uniformity, accuracy,

consistency and comprehensiveness. Statistical package for social scientists (SPSS) version 20.0

will be used for data entry and analysis.

3.9 Anticipated limitations to the study

Due to limited time and scope, this study will be restricted to just two departments at NWSC. It

is important for further studies to be carried out in other departments in order to do find out all

the factors that influence implementation challenges of the HRIS.

There is also the limitation of a possibility that respondents will provide incomplete or biased

information in the questionnaires which may wrongly skew the results of this study. To

overcome this challenge, the researcher will secure an introduction letter from the university and

research ethics committee to assure the respondents of anonymity.

17
References

Adela, N. (1991). international dimensions of organizational behavior. Boston: Kent

Publications.
Athambawa, S. B. (2020). Does HRIS increase the Organisational Efficiency through
Employees' Performance: Theoretical Perspective. Journal of Information Systems &
Information Technology (JISIT) Vol. 5 No. 2, 141-150.
DeSanctis, G. (1986). Human Resource Information Systems: A Current Assessment. MIS
Quarterly, 15-27.
Donalek, J. G. (2004). Demystifying nursing research: Phenomenology as a qualitative research
method. Urologic Nursing, 24, 516-517.
Hendrickson, A. R. (2003). Human Resource Information Systems: Backbone Technology of
Contemporary Human Resources. Journal of Labor Research, 24, 382-394.
Kapoor, B., & Sherif, J. (2012). Global human resources (HR) information systems. Kybernetes,
41(1/2), 229-238.
Karim, H. (2010). Bangaldesh IT Industry Going Global. The Daily Star,6.
Kumari, D. (2017). Human Resource Information System. IJSRST Volume 3, Issue 8, Print
ISSN: 2395-6011, 1223-1229.
Medlin, B. D. (2001). The factors that may influence a faculty member's decision to adopt
electronic technologies in instruction. ProQuest Digital Dissertations.
N, K. H. (2010). Bangaladesh IT Industry Going Global.
Nowduri, S. (2011). Management İnformation Systems and Business Decision Making: Review,
Analysis, and Recommendations. Journal of Management & Marketing Research, 1-8.
Nyame, P. (2015). The Adoption and Use of Human Resource Information System(HRIS) in
Ghanaxz.
Rogers, E. M. (2003). Diffusion of innovations (5th ed.). New York: Free Press.
Teotia, K. (2012). Role of HRIS in Performance Evaluation & Decision Making. International
Journal of Multidisciplinary Research, 2(4).
Thomas R., Nelson K., & Silverman, J. (2005). Research Methods in Physical Activity (5th ed.).
Champaign, IL.
Tomeski, E. and Lazarus, H. (1973). Information Systems in Personnel. Journal of Systems
Management, Volume 24, Number 8, 18-21.
Zientara, M. (1983). New Job Links DP, Personnel Management. Computerworld, Volume 17, 8.

18
APPENDIX I: WORK PLAN FOR THE STUDY

A Gantt chart to show the series of activities that will be done in the process of conducting this

scientific study. The activities will be plotted against time expressed in months from the start to

the end of the study.

ACTIVITY/TIME 2022 Jun Jul Aug Sep Oct Nov Dec

2022 2022 2022 2022 2022 2022 2022

Topic Selection and choice of

Supervisors

Review of Journal Articles

Developing Research Proposal

Submission of Research Proposal

Data Collection

Data Analysis

Report writing

Submission of Draft Dissertation

19
APPENDIX II: PROPOSED RESEARCH BUDGET

Item Quantity Amount (UGX)

Counter books 2 20,000

Pens 1box 30,000

Flash disk (32GB) 1 70,000

File Folders 5 30,000

Telephone services 500,000

Secretarial services 500,000

Internet 500,000

Binding 100,000

Data analysis 1000,000

Transport expenses 500,000

Miscellaneous 500,000

Total 3,750,000

20
APPENDIX III: PROPOSED QUESTIONNAIRE

MAKERERE UNIVERSITY BUSINESS SCHOOL

RESEARCH QUESTIONNAIRE

Dear Respondent,

My name is Elizabeth Wesonga, a student at Makerere University Business School. I am

conducting a study to examine the implementation of Human Resource Information Systems at
National Water and Sewerage Corporation. This will lead into an award of a Masters of Business
Administration of Makerere University Business School. I kindly request you to participate in
this study, with the confidence that your opinion/responses will be handled confidentially and
used only for the purpose of the study. I am grateful for your support.

SECTION ONE: Respondent’s background

In this section, please provide your response by ticking the appropriate answer:

1. Gender

Male
Female

2. Marital status

Married
Single

3. Age

>24 years
25-30 years
31- 35 years
36- 40 years
41-45 years

21
 >45 years

4. Management position (specify position/title)

Top Management
Middle management

Lower management

5. How long have you served at NWSC?

< 3 years
3- 5 years
> 5 years
6. Department

HR
ICT

SECTION TWO: Basic Knowledge of HRIS

For the following questions, please give your opinion.

The questions that follow are in relation to your knowledge and experience of HRIS at NWSC.

1. In a human resource management perspective, how do you understand HRIS?

Have you been a beneficiary of HRIS?

No
Yes

2. Do you think HRIS is a relevant tool in HRM?

No Why?
Yes Why?
Not sure Why?

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3. In your opinion, what are the main HRIS practices at NWSC?

SECTION THREE: Challenges of HRIS

1. What are the major challenges that affect the implementation of HRIS at NWSC?

SECTION FOUR: Strategies to improve the implementation of HRIS

1. According to you, what best strategies can be used to ensure proper implementation of

HRIS at NWSC?

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