Influence Of HRMIS On Measuring Employees'

Performance
NORTH SOUTH UNIVERSITY
BUS – 516.3
Computer Information System

Influence Of HRMIS On Measuring Employees' Performance

Submitted To:
Dr. Md. Shamim Talukder
Assistant Professor
Department of Management
North South University

Submitted By:
Mohammad Abid Miah ID: 2215323660
S.M. Alim Uz Zaman ID: 2215061660
Istiaq Mahmood Tipu ID: 2225164660
Ayman Awsaf ID: 2225329660

Submission Date:
30 August, 2022
Acknowledgement:
For the successful completion of this report I would like to thank all of our team members. We
have gone through all of the data and calculated and compiled this report for the submission
and completion of our course.

We would like to sincerely thank Dr. Md. Shamim Talukder, Assistant Professor, Department of
Management, North South University, for his valuable guidance and insights. His exceptional
support was a tremendous factor in helping the successful completion of this report.

ii
Executive Summary:
HRMIS is basically a framework that allows individuals to track data about all their agents. For
the longest time, there have been a notion among the HR employees to not use technological
improvements. HR employees would say that as HR deals with human centric works, involving
technological adaptations will have an adverse effect. However, the purpose of this study is to
analyze the relationships across human resource management practices and organizational
performance and how much the HRMIS integration affects the organization.
As we can see from the research paper, there have been a lot of improvements and advantages
have come forward by integrating the HRMIS to the organization. There have been
improvements in terms of processing paper works as well as a decrease in correcting errors. It
has also helped with proper dissemination of information, proper collection of the information,
better coordination for top management decision making. The HRIS has increased the
importance of the HR department as well as has been meeting strategic goals and making the
HR department a key strategic partner

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 TABLE OF CONTENTS

ACKNOWLEDGEMENTS ................................................................................................ ii
EXECUTIVE SUMMARY ................................................................................................ iii
LIST OF TABLES ......................................................................................................
Table 1: Satisfaction with the HRMIS............................................................... 9
Table 2: HR Process .......................................................................................... 10
Table 3: Time Savings ....................................................................................... 11
Table 4: Cost Savings ........................................................................................ 12
Table 5: Information Effects ............................................................................ 13
Table 6: Strategic Impact and Hr’s Role ........................................................... 14
LIST OF CHARTS .....................................................................................................
Chart 1: Satisfaction with the HRMIS............................................................... 10
Chart 2: HR Process .......................................................................................... 11
Chart 3: Time Savings ....................................................................................... 12
Chart 4: Cost Savings........................................................................................ 12
Chart 5: Information Effects ............................................................................ 13
Chart 6: Strategic Impact and Hr’s Role ........................................................... 14

CHAPTERS
1. Introduction ...................................................................................................... 1
1.1 Background .......................................................................................... 1
1.2 Statement of Challenges ...................................................................... 1
1.3 Objectives............................................................................................. 2

2. Study Context ................................................................................................... 2

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 3. Real Life HRMIS Context................................................................................... 5
3.1 Organization Introduction.................................................................... 5
3.2 Human Resource Management Issue .................................................. 5
3.3 Southeast Bank’s Approach ................................................................. 6
3.4 Information System Issue .................................................................... 6
3.5 Dimension of Issues ............................................................................. 7
3.6 Solution of the Issues ........................................................................... 7

4. Methodology .................................................................................................... 8
4.1 Research Questionnaire ....................................................................... 8
4.2 Hypotheses .......................................................................................... 8
4.3 Data Collection Method ....................................................................... 8

5. Results and Analysis ......................................................................................... 9

6. Conclusion and Recommendation ................................................................... 15

REFERENCES .......................................................................................................... 16

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Chapter 1 - Introduction
1.1 Background

HRMIS is basically a framework that allows individuals to track data about all their agents. This
is usually done in a database, but more often in a set of linked databases. Key human capital
(HR) capacities include a number of pieces of information focused on each employee
representative: History, information, skills, and encounters to fund skills. HR competencies and
exercises are now being updated to fully impact innovation in data and communications (ICT).
The basic premise of using HRIS is that it helps HR departments move from low-impact,
traditional, or manual exercises to mechanized, critical, high-impact exercises. [1]

In recent years, the human resources department has been integrated into the process. of
strategic management indicated by the development of new areas Strategic Talent
Management. In other words, these resources and how they are managed can have a
significant impact on a company's success and competitive position in the market. So there is a
growing consensus around the idea of human resource management. Well-structured practices
impact organizational performance important. The reason is a more effective personnel system.
Management practices that exploit complementarily or the potential for complementarily
synergies between such practices while promoting the implementation of the company's
competitive strategy represents a source of sustainable competitive advantage.

The purpose of this study is to analyze the relationships across human resource management
practices and organizational performance. In particular, it is always a problem to determine if a
human resources management system exists Whether there is a positive association with
organizational performance or whether this relationship is dependent on it Company
competitive strategy. That is, we examine the mitigating effect of competition strategies for
relationships with Human Resource Management Systems organizational performance. [2]

1.2 Statement of Challenges

1. The Human Resources Department (HRD) has not fully implemented HRMIS, but some
features such as the Personal Records (PR), Establishment Data (ED), Service Records
(SR), Asset Declaration (AD) modules, etc. It turns out that there are still left. As a result,
the integration of HR functions across HRMD departments and units is complex and
contradictory, as HR functions are performed manually, discretely, and repeatedly. [1]
2. Failure to Properly Clarify and Implement Three Basic functions of workforce planning
including work forecasting and management Maintain employee demand and market

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 available supply to keep the workforce in balance between demand and supply
forecasting will be a big problem for oil companies in terms of costs and costs expertise.
[3]
3. Human resource management includes: The area of management concerned with
guiding people in the workplace. HR professionals are worried about ethical standards
he deals with in three ways: professional conduct, values that determines their behavior
and the company's ethical standards. Human Resource Management System is the
policies and values that guide the operation of resources guide people in their work.
Managing human resources often requires ethical decisions making that emphasizes
fairness. [4]

1.3 Objectives

1. To understand the advantages and application areas of the information system which
helps the creation of useful knowledge that can assist management for better
organizing and decision making.
2. To analyze research and community understanding of information system having the
efficiency that can make it very accessible for HR departments to increase progression
rapidly.
3. To encourage the implication of management information system which has the
functionality for enhancing employee productivity.

Chapter 2 - Study Context

As a developing economy, Bangladesh has encouraged the development of its banking sector to
boost economic growth. Over the last 30 years, the country has witnessed a remarkable
expansion of its banking sector. Bangladesh's banking industry has taken a step further by
promoting financial inclusion of the poorest in rural areas with microfinance and microcredit as
policy tools to achieve this goal. This has helped increase the monetization of the rural
economy, which in turn has made it more market oriented. This market orientation of the rural
economy also facilitated the continued transfer of resources from rural areas to urban areas.
Today, the biggest threat to sustained economic growth is the banking industry itself, especially
the state-owned banks.

Bangladesh's banking system is currently facing a slow-motion banking crisis, mainly affecting
state-owned banks and some private banks. The finance minister himself said last month that
the current banking and non-banking financial sector is in the most vulnerable position. It is far
from improving. All of this increases the risk of a credit crunch. Six state-owned commercial

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banks account for almost a quarter of the country's total banking assets. Governments appoint
chief executives and board members and often influence them to provoke activities with
disastrous consequences.

The term NPL can be a controversial term in the context of Bangladesh in the sense that credit
does not work for companies to which credit has been assigned and thus the company defaults
or is on the verge of default. Technically, the loan makes him NPL after he defaults for 90 days.
However, in Bangladesh, loans obtained for a particular business can flow to other businesses
and do very well in unknown real estate and worse; the money could leave the country entirely
and go to real estate abroad or offshore invested in bank accounts. After all, when someone
steals money from a bank, especially a state-run bank, that person does not want to lose their
ill-gotten money to state fraud or confiscation. So the more accurate term in this situation is
'default'. Defaults show banks struggling to collect interest and principal payments, which can
lead to squeezed profits and bank closures. Understanding the Consequences of a Default
requires an accurate understanding of how commercial banking works. Banks don't lend
money, they create money by lending. The bank converted an asset (cash) into another asset (a
promise of repayment). However, the loan now adds an additional amount. And that's how
banks make money. When banks generate money by making loans, they rely only on the ability
of the borrower to repay the loans on time and with interest. However, a bank's ability to
generate money is limited by capital. In contrast, a central bank's ability to create money is
limited by the government's willingness to support it and the government's ability to tax its
citizens. But in reality, most central banks use their assets to create money. Buying new assets
or lending them to banks in open market operations or quantitative easing creates new money.

Banks also create money when they buy physical or financial assets. About 60 years ago, Joseph
Schumpeter said in his book A History of Economic Analysis: H. Make money Open a customer
account with the agreed loan amount in the account Customer signs a legally binding contract
to repay the loan with interest within a specified period. This represents the future income
stream of the bank. It is clear that currently no money has been deducted from any other
accounts. Banks don't have money themselves, but they create money by opening credit
accounts. If the borrower defaults, it becomes a bad debt. As bad debts continue to rise, banks
will default and will have to close or receive government bailouts. If such a situation spread
across the domestic banking sector, it would lead to a credit crunch, interest rate hikes (current
Bangladesh interest rates fluctuate between 13-15% of his) and an economic downturn leads to
There is a saying that if you owe a million dollars to a bank, you are in trouble, if you owe a
billion dollars to a bank, you are in trouble for the bank, and if you owe a trillion dollars to a
bank, you are in trouble for the whole country. There is a serious problem before that.

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According to Bangladesh Bank, as of mid-2018, 7 state-owned banks and 3 private banks were
undercapitalized, requiring recapitalization or bailout of these banks to maintain public
confidence in the banking system. I need it. However, such a remedy could raise moral hazard
issues and encourage banks to continue such behavior. Countries must also refrain from
lending to specific sectors and purposes, and such activities can be better implemented through
budgetary provisions. Existing regulatory capital requirements to ensure the financial viability
of banks have not produced the expected results. This is reflected in many banks facing capital
shortages. The question arises as to whether these requirements are fit for purpose. If so, you
should check them again. At the same time, Bangladesh's banking regulation should focus on
mitigating the risk of fraud and should assess the cultural factors of fraud. Banks themselves
implement effective credit risk management to ensure loans are consistent with repayment
capacity and used for their intended purpose, prevent insider lending and reduce information
asymmetries is needed.

Shifting financial priorities created administrative problems. There was no robust project
evaluation system to identify viable borrowers and projects. Lending institutions did not have
sufficient autonomy in selecting borrowers and projects, and were often dictated by political
authorities. Accounting and collection systems were inadequate to deal with loan collection
problems. It has become more common for borrowers to default rather than repay loans. The
credit system only subsidized individuals who qualified for credit for political rather than
economic reasons. In 1986, the recovery rate for agricultural loans was only 27%, and the
recovery rate for industrial loans was even worse. As a result of this slump, large lenders have
put pressure on governments and banks to take more decisive steps to strengthen internal
bank controls and credit discipline. As a result, his payback rate began to improve in 1987. The
National Finance and Credit Banking Commission recommended drastic structural changes to
Bangladesh's financial intermediation system in early 1987, many of which he signed with his
IMF in February 1987 over his three-year term, incorporated into the compensation loan
system.

Beginning in late 1985, the government pursued a tightening monetary policy aimed at limiting
the growth of domestic retail credit and government lending to the banking system. This policy
has been largely successful in reducing money supply growth and overall domestic credit. Net
lending to the government actually declined in 1986. Debt collection issues remain a threat to
currency stability, causing significant misallocation of resources and significant fraud. The
government has initiated effective measures to improve fiscal discipline, but a drastic
tightening of available credit risks inadvertently stifling new economic activity. The commercial
banking system dominates the financial sector of Bangladesh. Bangladesh Bank is the central
bank of Bangladesh and the main regulator of the sector. The banking system consists of 4

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state-owned commercial banks, 5 specialized development banks, 30 private commercial banks
and 9 foreign commercial banks. Nobel Prize-winning Grameen Bank is a specialist microfinance
institution that has revolutionized the concept of microcredit and made significant
contributions to poverty alleviation and women's empowerment in Bangladesh.

The number of working-age people (particularly young people) currently residing in the country
is at an all-time high and this trend will continue for some time, making this window a rapid one
for Bangladesh. The increase creates that entire productive capacity by efficiently including
these people in the economy - at least in theory, the free market should contribute. Also
helpful was the fact that certain markets are slowly but surely migrating to Bangladesh for
various geo-economics and geopolitical reasons as well as opportunities from other countries.
Unfortunately, however, the data also show that the fruits of recent growth have mostly spread
to a minority of the population. For example, according to a government survey released on 17
October 2017, the poorest 5% of the national income, he decreased from 0.78% in 2010 to
0.23% in his seven years. Did. Meanwhile, the share of the top 5% of national income increased
from 24.61% in 2010 to 27.89% in 2017.

Chapter 3 – Real Life HRMIS Context

3.1 Organization Introduction:
According to the organization’s website: Southeast Bank Limited was established in 1995 with a
dream and a vision to become a pioneer banking institution of the country and contribute
significantly to the growth of the national economy. The Bank was established by leading
business personalities and eminent industrialists of the country with stakes in various segments
of the national economy. The incumbent Chairman of the Bank is Mr. Alamgir Kabir, FCA, a
professional Chartered Accountant. Southeast Bank is run by a team of efficient professionals.
They create and generate an environment of trust and discipline that encourages and motivates
everyone in the Bank to work together for achieving the objectives of the Bank. The culture of
maintaining congenial work - environment in the Bank has further enabled the staff members
to benchmark themselves better against management expectations. A commitment to quality
and excellence in service is the hallmark of their identity. Southeast Bank Limited employees
around 5000 employees and there is a total of 133 branches of Southeast Bank Limited situated
in 34 districts in Bangladesh.

3.2 Human Resource Management Issue

Human Resource Management covers a broad range of tasks and actions performed by an
organization to manage the employee life cycle. For Southeast Bank Limited, among many

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other issues, the Performance Appraisal and Leave Application management was causing
serious headache to the human resource department and in turn the entire organization.

According to The Bank of Canadian Entrepreneurs, Performance Appraisal is a process for

evaluating and documenting how well an employee is carrying out his or her job. It is part of a
company’s performance management system. Performance appraisals are based on the
employee’s progress against goals set once a year with his or her manager. Usually, employees
and managers will have check-ins throughout the year; at the end of

The year the manager assigns an overall rating. The appraisal process gives employees feedback
on their work, helps managers make decisions about pay increases and bonuses, and identifies
areas that need improvement. Ongoing poor performance can lead to reprimands or
termination. Because performance appraisals affect an individual’s employment path, they can
be stressful for employees.

3.3 Southeast Bank’s Approach

The Human Resource department of Southeast Bank Limited was using a manual approach to
carry out their Performance Appraisals and Leave applications. Near about 5000 employees
from 133 branches from all around Bangladesh used to fill out on paper performance appraisal
forms every year. These forms would then go through several departments until it reaches the
human resource department. After the employees have filled them out, it goes to the line
manager, who then records their remarks of the employees, then it goes to the Branch
Manager who does the same, and lastly it has to get approved from the divisional manager. The
forms reach the Human resource department only after going through all these processes.
(I. Mahmood, Personal Communication, July 13, 2022)

3.4 Information System Issue

Southeast Bank Limited’s approach to appraisals and leave applications has several drawbacks
which eventually hampers their core business operations. The biggest issue is the time it takes
to manually move the forms from different departments and the hassle of organizing the data
from the forms. There is always a chance that data will be lost due to damage to the physical
forms or in some cases forms being lost due to mishandling. In such cases, the human resource
department has to get new forms filled in by employees again. There was no transparency in
that model as other employees would not really know what is happening with their colleagues.
Lack of transparency can lead to bias in decision making regarding the evaluation from the
hierarchy. Employees would have to wait for their own results and also to know their
colleague’s results. They would be anxious for the results and this can be counterproductive for
their daily performances. Similarly, the leave application has to go through several departments
in order to be approved which can cause a delay in the approval. This can be detrimental in

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emergency situations and also might lower employee’s appraisal ratings if they leave without
the approval.

3.5 Dimensions of Issues

Technical In this era of modernization and IT, paper-based systems in such massive scale are
bound to create massive drawbacks for any organization. A transition to a more digital IT based
system was imminent for Southeast Bank Limited

Organizational fact that paper forms have to move from so many departments and the time it
takes from decision makers to get them filled and approved in order to reach the human
resource department is a massive mismanagement from the organizational perspective.

Managerial Managers in such a big organization like Southeast Bank have to carry out huge
responsibilities in daily operations. If the managers have to go through so many paper-forms in
order to get appraisals and leaves approved, it creates an issue for their decision-making
process as well. They might not be accurate in evaluating each form if presented in such a
manner, which in turn can cause a domino effect of issues throughout the organization.

3.6 Solution to the Issues

Southeast Bank Limited had previously worked with LEADS, a software solution company, to
create their banking operations and CRM software called BankUltimus. To tackle the human
resource management issues, LEADS has created an intranet based Human Resource

Management System for Southeast bank limited. This system has eradicated almost all the
issues that the previous model had. There is a massive decrease in time it takes for the entire
Performance Appraisal process and also the Leave Application approval. Managers now can
instantaneously evaluate the employees’ digital forms and post their remarks and the data
reaches the human resource department right after the approval is done. The end data is well
sorted and organized for the end users and decision makers. There is absolute transparency
and very little chance of bias as all the employees can see each other's promotion status. The
leave applications are not being processed within a day.

According to my source, the traditional paper-based system that was in use was causing some
unrest amongst the employees. Some employees felt under evaluated and there was no way of
knowing why and where it stemmed from. Trying to get to the root of the issue was a major
hassle and employees at the end of the day just accepted their fate. Even though there was
reluctant acceptance, there was clear dissatisfaction amongst the employees. The employees
were not happy with the leave application approval system either as it took more time than it
should and the uncertainty of it. The transition to the Intranet based Human Resource
Management System was a result of such concerns from the employees. The higher up

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management put this into consideration and transitioned to this new system. “We can often
see resistance from employees to adopt a new system, but in this case, it was, to an extent,
enforced by the employees.” (I. Mahmood, Personal Conversation, July 13, 2022)

Chapter 4: Methodology
4.1 Research Questionnaire

 How does HRMIS impact different level of activities from appraisal performance point of
view in HR department?
 Does HRMIS alone is efficient to be adopted in HR department for appraisal
performance activities?

4.2 Hypotheses

The hypotheses of this report are examined in three main levels (transaction, managerial, and
strategic) for one of the main categories of HR activities, appraisal performance, as follows:

 The Use of dedicated HRMIS increases the quality of appraisal performance activities at
different levels.
 The Use of dedicated HRMIS has no effect on the quality of appraisal performance
activities at different levels.
 The Use of dedicated HRMIS increase on the quality of part of the appraisal
performance activities at different levels.
 The Use of dedicated HRMIS decreases the quality of appraisal performance activities at
different levels.
 Which selected human resource management practices affect employees’ job
satisfaction?
 How selected human resource management practices impact on employees’ job
satisfaction?
 In what ways do selected human resource management practices affect employees’ job
satisfaction?

4.3 Data Collection Method

A survey was developed and sent to the Human Resource Directors and Managers of several
branches of South East Bank Ltd. We wished to assess the strategic impact of HRMIS, so the
surveys were targeted at HR directors rather than lower level users of the system. All of the
institutions in the university system employed the same software package for their HRIS, which

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removed the potential of variation in responses due to different software vendors. The
targeting of higher level personnel and the standardization of the software reduced the
potential population for our sample. Approximately 30 surveys were sent and eleven usable
surveys were returned.

Likert-type items on a five point scale and questions were employed on the survey to measure
the perceptions of the HR directors and managers in regard to the impact of the HRMIS on HR
processes, the time spent on various HR activities, the expense of HR activities, levels and use
of information within the organization, the role of the HR department, and strategic decision
making. Little empirical investigation has been conducted on these topics.

Chapter 5 – Results and Analysis

As can be seen in Table 1, the HR directors seemed to be, in general, overwhelmingly pleased
with the HRMIS, as 95% were satisfied with the system, and 88% believed that their HR
employees were satisfied also. An often overlooked implementation issue is getting staff to
accept a new system, so this obstacle appears to have been overcome in this instance.
However, while they and their employees were satisfied with the system, the majority (80%) of
the directors believed that it could be better utilized and 70% responded that it had met their
expectations.

Item % Agree
Overall I am satisfied with our HRMIS 95
The employees of the Human Resources (HR) department appear 88
to be satisfied with our HRMIS
Our HRMIS has met our expectations. 70
Our HRMIS could be better utilized 80

Table 1: Satisfaction with the HRMIS

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 Satsifaction with HRMI

HRMI could be better utilized 80%

HRMI has met employee expectation 70% I am Satisfied

HR dept is Satisfied

HR dept is Satisfied 88% HRMI has met employee expectation

HRMI could be better utilized

I am Satisfied 95%

0% 20% 40% 60% 80% 100%

Chart 1: Satisfaction with the HRMIS

Table 2 indicates that, even though the HR directors were very satisfied with the system, they
did not perceive that it had much impact on recruitment, training, or forecasting of staffing
needs, with only a few respondents indicating a positive effect in these areas. There was,
however, a somewhat more positive view of the effect on data input and data maintenance,
with 60% and 70% of respondents, respectively, agreeing that these processes had seen
improvement due to the HRMIS.

Item % Agree
Our HRMIS has improved the recruitment process 15
Our HRMIS has improved the training process 12
Our HRMIS has improved the data input process 60
Our HRMIS has improved the data maintenance process 70
Our HRMIS has helped with forecasting staffmg needs 13
Our HRMIS has decreased paperwork 30
Table 2: HR Process

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 HR Process
80%
70%
70%
60%
60%
50%
40%
30%
30%
20% 15% 12% 13%
10%
0%
Improved Improved Improved Improved Helped Decreased
Recruitment Training Data Input Data Forecaste Paperwork
Process Process Process Maintenance Staffing Needs
Process

Chart 2: HR Process

One of the generic benefits of HRMIS applications is to minimize time spent on administrative
processes and yet the results show that the effects of the HRMIS on time savings are mixed, at
best (see Table 3). Again, the traditional HR activities of recruiting, training were not positively
affected, as there was little or no perceived decrease in the amount of time spent on these
activities or on the time spent communicating information within the institution. At least,
almost half of the respondents, however, believed that their institution had realized some
savings in the time spent on processing paperwork and on correcting errors, and as might be
surmised from the results in Table 2, on time spent inputting data.

Item % Agree
Our HRMIS has decreased the time spent on recruiting. 0
Our HRMIS has decreased the time spent on training 0
Our HRMIS has decreased the time spent on making staff decisions 0
Our HRMIS has decreased the time spent on inputting data. 60
Our HRMIS has decreased the time spent on communicating 30
information within om institution
Our HRMIS has decreased the time spent on processing paperwork 60
Our HRMIS has decreased the time spent on correcting errors 70
Table 3: Time Savings

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 Time Savings
80% 70%
70% 60% 60%
60%
50%
40% 30%
30%
20%
10% 0% 0% 0%
0%
On Recruitment On Training On Making Staff On Inputting On On Processing On Correcting
Decisions Data Communicating Paperwork Errors
Within
Institution

Chart 3: Time Savings

One of the proposed advantages of human resource information systems is that processing
costs should be reduced. Regarding cost reduction process for public universities, in Table 4,
the perceived effects of the HRMIS were negligible. Few, if any, of the HR directors perceived
any decreases in training, recruiting, data input or hiring expenses or in the amount spent on
HR salaries.
Item % Agree
Our HRMIS has decreased cost per hire. 30
Our HRMIS has decreased training expenses. 0
Our HRMIS has decreased recruiting expenses 0
Our HRMIS has decreased data input expense. 50
Our HRMIS has decreased the overall HR staffs salary expense 20
Table 4: Cost Savings

Cost Saving
Overall HR Staffs Salary Expense 20%
Data Input Expense 50%
Recruiting Expenses
Training Expenses
Cost Per Hire 30%
0% 10% 20% 30% 40% 50% 60%

Chart 4: Cost Savings

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One area in which the HRIS apparently has had strong positive effects involves information. As
we can understand that HRMIS will become the mechanism for sharing and spreading
information across the functional area of an organization. As Table 5 shows, 90% of the HR
directors believe that the HRIS has improved their ability to spread information and also
increased the amount of adequate information while 80% share information generated by the
HRMIS with high level university administrators. However, 90% also believe that the
information generated by the HRIS in not fully utilized by the top administrators and only 50%
think that the HRIS has enhanced coordination between the HR department and the
Administrators. Finally, 90% believe that the information generated by the HRIS results in value
added to the organization.

Item % Agree
Our HRMIS has improved our ability to disseminate information 90
Our HRMIS has provided increased levels of useful information 90
The information generated from our HRMIS is shared with top administrators 80
The information generated from our HRMIS is underutilized by top administrators 90
The information generated from our HRMIS has increased coordination between 50
HR department and 40
top administrators
The information generated from our HRMIS has added value to the institution 90

Table 5: Information Effects

Information Effects
100% 90% 90% 90% 90%
90% 80%
80%
70%
60% 50%
50%
40%
30%
20%
10%
0%
Ability To Increased Levels Sharing Information Increased Value Addition To
Disseminate Of Useful Information With Underutilized By Coordination The Institution
Information Information Top AdministratorsTop Administrators Between HR and
Top Administrator

Chart 5: Information Effects

HRMIS has been identified as having a substantial impact on the importance of human resource
departments, leading to a more strategic role and contributing to the organization's

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competitiveness, as well as creating new paths for HR to add value to the organization.
However, HR directors did not perceive that the HRMIS had a positive impact on the role of the
human resources department in the organization, with only 40% and 50%, respectively,
agreeing that the HR department had become important and had become a strategic partner in
the institution. As early as the mid 1990's the focus of HRMIS had begun to shift because of its
usefulness in strategic decision making. As per the strategic impact, only 60% of the directors
responded that the administrators thought the HRMIS helped them to meet strategic goals, and
just 50% believed that it had improved the strategic decision making of top administrators.
Finally, 30% felt that it had aided in the promotion of the institution's competitive advantage.

Item % Agree
Our HRIS has made the HR department more 17
important to the institution.
Overall our administration thinks that HRIS is 26
effective in meeting strategic goals.
The information generated from our HRIS has 22
improved the strategic decision making of
top 40
Administrators.
The information generated from our HRIS has 22
made HR a more strategic partner in the
institution
Our HRIS has promoted our institution's 13
competitive advantage
Table 6: Strategic Impact and HR's Role

Strategic Impact and HR Role

Increased Importance of HR
Department
17% Effectively Meeting Strategic Goal
13%

22% Improved Stratgic Decision Making

Of Top Administration
26%
HR Is A Strategic Partner
22%
Improved Competitve Advantage

Chart 6: Strategic Impact and HR's Role

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Chapter 5 - Conclusion and Recommendation
The role of government in implementing HRMIS varies from perspective to perspective. Proper
conceptualization is critical to putting in place the right systems to improve organizational
efficiency and effectiveness. However, an organization's individual activities may vary
depending on the business in which it operates. The activities of the human resources
department are almost synonymous with the subject of people and are very complex. Further
research can be done in public and private organizations to find out if the same type of HRMIS
system is being used and what challenges they face.

As mentioned above, HR professionals tend to be afraid of technology and see their careers as
people-centric, so they tend to avoid technology at all costs in their work. Recently, this has
been called into question as changes have occurred in relation to the processes applied in the
above literature. Despite the resistance encountered during implementation, more needs to be
done regarding new use of HRMIS at work. The purpose of this whitepaper is to provide
literature that examines the impact of technology on her HR. In addition, using online payroll is
cost-effective, ensures compliance with government regulations and deadlines, and makes
work easier by allowing employees to access their data from anywhere.

From the above results, we can also see the following-

 Effectively meeting the strategic goal of the companies where the HR department has
become an important strategic partner
 Reduced data management and input expense
 Decreased cost per hire
 Efficient dissemination, sharing and coordination of information among the employees
as well as top management
 Effective top management decision making process
 It has also improved a company’s competitive advantage

Online security is a key issue which calls for organization to embrace modern technologies to
avoid putting employees’ information at risk. The adoption of the new technologies requires
support from top management as well as employee commitment. Few researches that have
been carried out show the relationship between human resource management practices and
performance within firms. The HR function in Africa has not embraced the use of new
technology to provide integrated services or to communicate more effectively. This therefore
creates a gap this research will carry out on the government role on HRMIS implementation on
organizational performance.

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This research proposes to use decretive survey design specifically cross-sectional survey design
for data collection will be used to obtain good results. The descriptive research design
framework is more investigative and looks at the variable as it is and goes a notch higher to
describe them since it’s more investigative in nature. Descriptive design is perceived to be fit
and runs hand in hand with the purpose of the research which is human resource information
systems, government policy and organizational performance. Since the data will be collected
once, cross sectional design will be more applicable to the study. A semi structured
questionnaire and interviews schedule will be used as a tool for data collection.

References:
1. Shahibi MS, Saidin A, Izhar TA. A framework based on human resource management
information system (HRMIS) for the evaluation of users satisfaction. International
Journal of Academic Research in Business and Social Sciences. 2016;6(10):62-76.
2. Rodríguez JM, Ventura J. Human resource management systems and organizational
performance: an analysis of the Spanish manufacturing industry. The International
Journal of Human Resource Management. 2003 Nov 1;14(7):1206-26.
3. Pamela AC, Umoh GI, Worlu G. Human resource planning and organizational
performance in oil and gas firms in Port Harcourt. Human Resource Planning. 2017
Sep;3(9):110-28.
4. Chidi OC, Ogunyomi OP, Badejo AE. Promoting ethical human resource management
practices in work organisations in Nigeria: Roles of HR professionals. International
Journal of Human Resource Studies. 2012;2(2):116-31.

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