Info System in Hr

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K.G.MITTALCollege of Arts & Commerce

MALAD (West) Mumbai 400 064.

Information System in Human Resource

Project Submitted By:

Mr: DEEPAK SHARMARoll No.: 3

Under the Guidance of:

Prof: Disha Vaishnav

For The academic year 2011-2012

In fulfillment of the requirement for the Degree of

Bachelor of Management Studies

Third Year-Semester 5


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Executive Summary

This project is based on Information System In HR anoverview... . The belief that a person working for a firm are one of its main assetsand of the decisive factors in determining its results is one thatleaves little room for argument. People are not mere bricks, motor,machineries or inventories. They are humans. Organization entirely

depends on humans for their success and competent environment inthe global world. Human Resource Information System (HRIS) ,refers to the systems and processes at the intersection

between human resource management (HRM) and informationtechnology .

This Project covers in depth information about the InformationSystem in HR(Commonly known as HRIS).That is Introduction toHuman Resource Management, Implementation Of HumanResource Information System, Application of Human ResourceInformation System, Emerging Trends and Future of HRIS . With acase study of Air India, which help us to study this topic moreclearly and on which specific conclusion can be made.

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http://en.wikipedia.org/wiki/Human_resource_managementhttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Human_resource_managementhttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Information_technology


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DECLARATION

I, Mr. Deepak Rajesh Sharma of K.G.MITTAL College of Arts &

Commerce of T.Y.B.M.S. (Third Year Bachelor Degree of

Management Studies Semester 5) hereby declare that I have

completed the project on Information System in Human Resource

in the Academic Year.

The information submitted is true and original to the best of my

knowledge.

Place: Mumbai

Deepak .R. Sharma

Date

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I would like to thank all the respondents of the team members

questionnaire without whose co-operation my research would not be

realistic. I would also rake this opportunity to express sincere

gratitude to the library staff that provided me with the right

information and study material at the right time.

Lastly, I extend my thanks to my college friends, family

members, for their efforts and creativity which helped in giving finalshape and structure to the project. I am also thankful to all seen and

unseen hands and heads which helped in direct and indirect

completion of the project.

These acknowledgements are one way where I can thank

people who have been instrumental in making the project. Without

their contribution this project would have been deficient.

Place:Mumbai

Deepak.R.Sharma

Date :

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Table of Contents

Sr. No. Chapter Name PageNo

1. Introduction to Human ResourceManagement

7

2. Implementation Of Human Resource

Information System

25

3. Application of Human ResourceInformation System

47

4. Emerging Trends and Future of HRIS 66

5. Case Study 78

6. Conclusion 98

7. Bibliography 103

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Chapter 1

Introduction of Human Resource Management

1.1 Evolution of Human Resource Management.

1.2 What is Human Resource Management?

1.3 Status of Human Resource Management.

1.4 Environment of Human Resource Management.

1.5 Planning of Human Resource Information System.

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Chapter 1

Introduction of Human Resource Management

1.1 Evolution of HRM

The belief that a person working for a firm are one of its main

assets and of the decisive factors in determining its results is one

that leaves little room for argument. There is no question regarding

the fact that workers qualities, attitudes and behavior in the

workplace go a long way to accounting for a companys success.

People are not mere bricks, motor, machineries or inventories. They

are humans. Organization entirely depends on humans for their

success and competent environment in the global world. They must

be managed properly and mould effectively so that both individual

and organization goals are accomplished. This can be done by

Personnel management or Human resource Management (HRM).

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HRM, a relatively new term, emerged during the 1970s. During the

4th century BC there existed a sound base for systematic

management of resource in an organization. While this type of

resource is one, over which companies do not have complete capital

control, there do exist certain instruments to enable them to exert

their influence on the quality and performance of the human capital

on which they rely.

In todays information society, human resource managers need to

rethink how to deploy and mobilize the more valuable corporate

resource: human capital. HR management professionals are

becoming strategic business partners in their organization, capable

of contributing to the improvement to the organizations competitive

advantage. Those in the world of human resource management are

often accused of living in an ivory tower, managing the human side

of their organization in ways that lacks relevance in the new

information era. The impetus of the HRM change comes from

recognition of recent development in the HRM profession and arealization of its importance in todays competitive world.

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The following table will show the evolution of HRM in

India:

Period

Development Status

Outlook Emphasis Status

1920-1930s

Beginning Pragmatismof capitalist Statutory,welfare, paternalism.

Clerical

1940-1960s

Strugglingfor recognition

Technical,legalistic

Introduction of techniques.

Administrative

1970-1980s

Achievingsophistication

Professional, legalistic,impersonal

Regulatoryconforming,impositionof standardson other functions.

Managerial

1990-2010s

Promising Philosophical

HumanValues,Productivity through

Executive

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people.

1.2 What is HRM?

Humans are an organizations greatest asset; without them,

everyday business functions such as managing cash flow, making

business transactions, communicating through all forms of media

and dealing with customers could not be completed. Humans and

the potential they posses drive an organization. Todays

organizations are continuously changing. Organizational change

impacts not only the business but also its employees. In order to

maximize organizational effectiveness human potential-individuals

capabilities, time and talents must be managed.

Human Resource management (HRM), also called as

personnel management, consist of all the activities undertaken by an

enterprise to ensure the effective utilization of employees towards

the attainment of individual, group and organizational goals. Human

resource management works to ensure that employees are able tomeet the organizational goals. In other words, (HRM) is a

management functions that help managers to select, recruit, train

and develop members for an organization.

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An organizations HRM function focuses on the people side of

management. It consist of practices that help the organization to deal

effectively with its people during the various phases of the

employment cycle, including the pre-hire, staffing and post hire.

The pre-hire phase : -

It involves the planning practice. The organization must

decide what type of job openings will exists in the upcoming periodand determine the necessary qualifications for performing these

jobs. During the hire phase the organization selects the employees.

Selecting practice include recruiting applicants, assessing their

qualifications, their physical fitness, family background etc and

ultimately selecting those who are deemed to be most qualified

The staffing : -

It states maintaining of selected and existing employees. Both

the job description (details of the job) and the job specification

(specification required in the candidate for a particular job) are

useful tools for staffing process. Someone (e.g. a departmentmanager or some event (e. g. an employee is leaving) within the

organization usually determines a need to hire a anew employee.

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In large organization employee requisition must be submitted to the

HR department that specifies the job title, the department and the

date the employee is needed. It is the duty of human resource

management to maintain the employees for a longer period of time.

The post hire phase : -

In the post hire phase the organization develops HRM

practice for effectively managing people once they have come

through the door. These practices are designed to maximize the performance and satisfaction levels of employees by providing them

with necessary knowledge and skills to perform their jobs and by

creating conditions that will energize, direct and facilitate

employees effort towards meeting the organization objectives.

The following three points collectively give a simplistic explanation

of HRM:

HRM is a series of integrated decisions that form the

employment relationship; their quality contributes to the

ability of the organizations and the employees to achieve their

objective. Their functions are confined to businessestablishments only.

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HRM are concerned with people dimensions in management.

Since every organization is made up of people, acquiring their

services, developing their skills, motivating them to higher

levels of performance and ensuring that they continue to

maintain their commitment to the organization which are

essential in achieving organizational objectives. This is true

regardless the type of organization-business, government,

education, health, recreation or what so ever it is.

HRM is the planning, organizing, directing, controlling of the procurement, development, compensation, integration,

maintenance and separation of human resource to the end that

individual, organizational and societal objectives are

accomplished.

1.3 Status of HR

Status of human resource management/ department in the

total organizational structure depends on whether the unit is small or

large.

In most of the small organizations, there is no separate

department to co-ordinate the activities relating to personnel. In fact,there may not be any personnel managers also.

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Service of outsiders who specialist in maintaining accounts and

records relating to provident fund, pension and other statutory

requirements are retained for a fee. Alternatively, a low placed

employee may be entrusted with the task of attending these

functions. This typically takes place in a small scale unit.

Chart below clearly shows HRM in small unit.

A large scale unit will have a Manager / Director heading the

Hr department. His or her status will be equal to that of any

executive. This arrangement holds well when the company has

single unit. Where the company has multiple plants located indifferent parts of the country, there may be centralized HR/

personnel department at the main or registered office and each plant

will have separate HR/ personnel departments.

Owner / Manager Owner / Manager

ProductionManager

ProductionManager

Office Manager Office Manager Sales Manager Sales Manager

Personnel

Assistant

Personnel

Assistant

AccountantAccountant

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Chart below shows the composition of HR. personnel

department.

1.4 Environment of HRM

Environment is an important variable in the HRM model.

Environment may be understood as all those forces which have their

bearing on the functioning of the HR department. The forces are-

political and legal, economic, technological, cultural, unions,

organizational culture and conflict, and professional bodies. Thefirst four together forms the external environment and the last three

factors constitute the internal environment of the HR department.

Owner/Ma-nager

Owner/Ma-nager

Manager-PersonnelManager-Personnel

Manager-Administrati

-on

Manager-Administrati

-on

Manager-HRD

Manager-HRD

Manager-IR

Manager-IR

AppraisalAppraisalTraining of

employee

Training of

employeePRPR CanteenCanteen

MedicalMedical WelfareWelfare

HR

Planning

HR

PlanningHiringHiring

GrievanceHandling

GrievanceHandling

Compensation

Compensation

TransportTransport LegalLegal

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Before examining its forces, it is useful to understand the utility of

analyzing the environment in which HR managers have to work

Analysis of the environment is useful for the HR manager

and his/her team in order to become proactive and not to remain

reactive to the environment. Reactive strategy serves the purpose

when the environment is fairly stable and competition is less severe.

Proactive steps are vital for any organization if it has to survive in

such an environment.

Internal Forces :

Unions: -

Unionization as an external factor was examined earlier. The

same has been included here as an internal environment. This

is justified because a firms personnel activities will be

influenced by its own unions as well as the unions of the other

plant. A trade union may be understood as an association of

workers or management formed to protect their own individual

interests. All HR activities- recruitment, selection, training,

compensation, IR and separation are carried out in consultation

with union leaders. Thus it plays an internal factor for HRM.

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Organizational Culture and Conflict: -

Every organization as mentioned has its own culture.

Organizational culture is the product of all the organizational

features- its people, its success and its failures. Organizational

culture reflects the past and shapes the future. It is the job of

HR specialist to adjust proactively to the culture of the

organization. For example, objectives can be achieved in

several acceptable ways. This idea, called equifinality, means

there are usually multiple paths to objectives. The success is picking the path that best fits the organizational structure.

Professional bodies: -

Professional bodies have not been able to prescribe its

accreditation as a pre-requisite for HR practitioners. In fact it

has not even prescribed a minimum academic qualification for

an HR professional. It is now expected by an HR practitioner

to declare their allegiance to the code. This is also a striving

internal force for HR management.

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External Forces :

Political-Legal: -

The political environment covers the impact of political

institutions on the HRM department. In a democratic Political

setup (as opposed to a totalitarian system), there are three

institutions which together constitute the total political

environment. They are- the legislature, the executive and the

judiciary. The legislature, also called parliament at the central

level and Assembly at the state level, is the law making body.The plethoras of labor acts which are in force are enacted by

the legislature. The executive popularly known as the

government is the law impending body. The legislature

decides and the executive acts. Above these two is the

judiciary which has the role of watchdog. The main function of

the judiciary is to ensure that both the legislature and the

executive work within the confines of the constitution and in

the public interest.

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Economic: -

Economic environment refers to all those economic forces

which have a bearing on the HR function. Growth strategy,

industrial production, agriculture, population, national and per

capita income, money and capital markets, suppliers,

competitors, customers, and industrial labor are the

components of the economic environment.

Technological: -Technology as a systematic application of organized

knowledge to practical tasks. Science and technology enabled

man to overcome distance; control birth rate, save lives,

generate, preserve and distribute energy, discover new

materials and substitute existing ones, introduce machines to

do the work for humans, substitute mental work with

computers, unravel the mysteries of the seas and the space, and

provide managers with a lot of leisure and comfort in the

process.

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Cultural Forces: -

Culture refers to the complex whole which includes

knowledge, belief art, morals, laws, customs and other

capabilities and habits acquired by an individual as a member

of a society. Culture trains people along particular lines,

tending to put a personality stamp upon them. Thus, we have

Indians, Japanese, Americans, British, and Germans and so on.

It is not that all people are alike in particular there are sub

cultures within a culture. When people with different cultural background promote, own and manage organizations, they

themselves tend to acquire distinct cultures. Thus, the culture

of the Tata group of companies is different from that of the

enterprises owned and managed by the Birlas. The culture of

these groups of companies differs from that prevailing in the

new economy firms.

1.5 Planning of Human Resource Information System (HRIS)

Some refer to HRMS, HRIS planning as the pay me now,

pay me later syndrome. The organization must do a proper study,

engage a consultant to do it, or bypass the step entirely, or

eventually pay a price. Sometimes management that a new HRMS

will solve the organization problems.

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Perhaps some managers or technicians want others to perceive them

as current; perhaps the organization has periodic but difficult to

define deficiency in management information reporting. The drive

for a new system should come from two related bases:

1. Understanding the current business, organizational and

environmental conditions that require correction or

enhancement, and

2. Understanding what computer systems for human can andcannot do.

In other words the purpose for planning human resource

management system or information system is to enable organization

to anticipate their future HRM needs and to identify practices that

will help them to meet those needs. HR planning may be done on a

short or long term (three or more years) basis. Its aim is to ensure

that people will be available with appropriate characteristics and

skills when and were the organization needs them. The user of HR

planning enables companies to gain control of their future by

preparing for their likely events. That is, they can anticipate changeand device appropriate course of action. When companies learn how

to capitalize on future events, their own future improves.

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As valuable as HR planning is, many companies ignore this

opportunity. Some see to it as too difficult and frustrating, while

others simply do not see the need for it. However when failing to

properly plan for the human resource, employers are forced to

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 would be

forced to recruit personnel at the last minute and may fail to find the best candidates. At worst the company may become seriously

understaffed.

If company remains understaffed for a prolonged period, it may

ultimately suffer a variety of consequences.

For instance, the under staffing could cause existing

employees to experience a great deal of stress as they attempt to

meet additional demand without adequate resources and assistance.

If required work is not getting done, the firm ultimately may

experience an increase in back orders, which could cause a decrease

in customer goodwill, an increase in competition and loss of market

share.

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The following tabular column will show the result of improper

planning of human resource which will show the decline in number

of employees with an increase in the number projected sales for the

coming years .

Years 2006 2007 2008 2009 2010Projected sales (thousands of

dollars) 10,2008,7007,8009,50010,000 Number of employees 240 200 165 215 ?

Chapter 2

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Implementation of Human Resource Information System

2.1 Role of consultant in Information System HumanResource.

2.2 Implementation planning of HRIS.

2.3 Maintaining of Human Resource Information System.

2.4 Performance Appraisal in HRIS.

2.5 Evolving Role of HRIS Manager.

Chapter 2

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Implementation of Human Resource Information System

2.1 Role of consultant in HRIS

The term consultant refer to any professional who offers

human resources and IS advice to client for a fee, the explosion in

the number of firms and individuals offerings HRMS consulting

services demonstrates not only the growth in computerized human

resource applications but also the recognition that different

circumstances benefit from different types of consultants. The best

consultant for small manufacturing company may not be the best

one for an international banking firm. Every organization must carry

out its own process of consultant selection and not rely solely on the

experiences of a competitor or an organization for which humanresources staff worked in the past.

The HRMS project team should screen potential consultants

concerning experience, areas of expertise, availability, rates and

personal compatibility. Selecting the rich consultant depends on

both quantitative and qualitative factors. In developing a prospective

consultant and in evaluating consultants proposal. Project manager

should consider following points:

Technical and human resource knowledge:-

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An effective HRIS consultant must understand computer

systems and human resource issues and practices. The

consultants approach to HRIS and whether it fits the specific

project must be evaluated.

Experience with similar projects:-

Some consultants offer planning services only; others offer a

combination of implementation services as a part of their total

package. Some concentrate only on payroll systems, someonly on human resource systems, others work on all aspects of

an HRIS. A firm should select a consultant whose technical

expertise, experience and services match the needs of this

specific project.

Effective communication skills:-

The human resource staff and management should feel that the

consultant hears what they say, speaks clearly in ways they

understand and communicate well with both orally and in

writing with those who will be involved in the project.

Independence:-

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An HRIS consultant must have no ties to any particular

vendor. This is, of course, unlikely if the consultant has a

relationship with vendor. This can occur when the consultant

specializes in implementing the systems offered by particular

vendor. In such situation, the consultant has a vested interest in

which vendors system a client selects. At very least, the client

should require that potential HRIS consultant disclose any

financial or other working relationships with vendors before

contacting for consultant services

If the role of consultant is effectively functioned in an organization,

it will have a great impact not only on the members working in it but

also the employees who are on path of joining. The future prospects

of any organization depend upon the role of the consultant. He is

considered to be the backbone of the organization and his character

plays a vital role for selecting a right type of candidate. The

information between the consultant and the organization should be

transparent. A typical flow of information between a consultant and

an employee can be clearly seen in the diagram

Consultant Satisfied Client

29Marketing and

Business

Development


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2.2 Implementation planning of HRIS

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Reporting andProject review

Proposal of services/

Deliverables

Development of Specific Proposal

Analysis of Needs/Problem

Definition.

Contract Letter of

Service /Deliverables.

Initial PersonalContact/ face-to-face Meeting

Request for services/ Request

for Proposal

Modification andNegotiation.


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Human Resource Information System implementation

planning must integrate two types of priorities: the goals of the

human resource department and the primary targets of the IS

(Implementation Schedule) department for system development in

the future in many cases, human resource can set implementation

schedule only with the cooperation and participation of IS

management, often through negotiation and compromise.

HRMS planning also must take into account restrictions on

staff and technical resources availability imposed by no computer priorities, as well as how such outside priorities may influence data

and procedures that affect the HRMS. To establish implementation

priorities, the HRMS project manager should give department or

functional heads opportunities to explain their perspectives on how

and when to integrate their functions into new HRMS. The HRMS

project team should develop the implementation plan before

finalizing any equipment or software purchases or introducing even

one piece of the new HRMS. Given below are the steps involved in

implementation process of Human Resource Information System.

Implementation Schedule

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In HRMS implementation, as with most projects, scheduling is

a critical component in planning and development and,

ultimately, in management success. Only by developing,

monitoring, and maintaining an accurate schedule can

managers control costs and resource effectively.

The schedule should include estimated start dates, end dates,

and elapsed time or duration of each implementation task or

activity. The team should then estimate tome requirements

based on the experience of staff, vendor and consultant withsimilar projects. Delivery dates and the schedule of

deliverables from outside source should be double checked.

Draft copies of the schedule should be sent to all HRMS

project team members and management staff, and their input

should be solicited before dates are finalized. Every member

of the HRMS implementation team should have the

opportunity to participate in the development of the schedule.

Staffing for Implementation

During the HRMS planning and design stages, the principle

people involved are the humans resource staff and projectmanager or consultant. During implementation, the number of

people involved in the new HRMS increases dramatically.

Virtually the entire human resource staff plays some role

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outside department such as IS and the facilities also take part.

Several specialists who were not involved earlier participate as

a part of implementation team. Some of these new members

and their functions are as follows:

Human Resource manager:

Immediately following implementation, management

responsibility of the new system shifts from the HRMS Project

manager to the actual HRMS manager, sometimes called ashuman resource system center (HRSC) manager. The HRMS

manager supervises and assumes responsibility for the ongoing

system, staff and user relations. The individual who has served

as HRMS project manager may or may not be the best system

manager. Sometimes skilled and challenged by project

planning, development and implementation may not wish to

serve as administrator of a comparatively steady state system.

The project implementation plan should include benchmarks

and dates for shifting responsibility from the HRMS project

manager to the HRMS manager.

Implementation specialist:

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In certain situations, a consultant who is an implementation

specialist provides important planning, administrative and

technical guidance. An implementation specialist may be part

of the vendors staff or an experienced consultant.

IS (Implementation Schedule) Auditor:

This function is not generally part of the implementation team.

The IS auditor reviews the operations of the HRMS from areliability standpoint to ensure that the system performs as

expected, process transactions consistently, and calculates

valid totals.

Training Coordinator:

Training takes place at various points during implementation;

the HRMS implementation team should include at least one

member of the training function. This person coordinates all

aspects of training team members, management and users.

Responsibilities include training program design, staffing,

scheduling, facilities and materials.

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2.3 Maintaining of HRIS

In an HRIS, maintenance refers primarily to software

maintenance rather than hardware maintenance. Hardware

maintenance is more straight forward and often takes place under

contract with the equipment vendor or an outside maintenance

organization. Software maintenance means technical changes that do

not alter HRIS functions and features, correcting bugs in program

data, modifying system already in production or fine tuning a

system so that it will run faster etc. maintenance refers to any

changes made to the HRIS after the system becomes operational and

has been accepted by users.

Types of Maintenance:-

Corrective maintenance refers to fixing problems that prevent

the system from working the way designers and users intended

to work. These bugs may stem from incorrect design,

development or implementation. In the post operational state,

bugs are mistakes that did not appear in system testing

performed during implementation. More corrective

maintenance takes place relatively early in the HRIS

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development cycle, while the system is still growing and users

are learning to use it in the real world of human resource.

Adaptive maintenance refers to modifications to the HRIS in

response to changes technology, government regulations or

external forces such as fixes or new system releases from the

vendor. Adaptive maintenance may add entirely new functions

to the system or fine-tune existing capabilities and

performance criteria. Examples include increasing the size of the zip code field from five to nine characters, replacing

dedicated terminals with microcomputers etc.

Perfective maintenance refers to modifying the system to

respond to changes and request from users and technicians.

Users react to what they see in HRIS and how it works. This

reaction generates idea for improvement or additional

functions. Perfective maintenance includes activities such as

adding a new file, adding a new screen or report, and

modifying schedules for distributed printing of reports during

facility expansion.

In a well planned system, corrective maintenance can require a

smaller proportion of maintenance resources the adaptive and

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perfective work. In such situation maintenance helps the system

meet an increasing number of human resource needs as the HRIS

grows and matures.

The maintenance budget:

Effective maintenance needs effective funding. The HRIS

and the human resource department must begin budgeting for

maintenance by regarding the HRIS as an asset rather than aliability. Many organizations list software systems on the balance

sheet as an asset and therefore should treat the HRIS as one. An

organization will direct the largest proportion of its IS budget

towards maintaining operational systems. Of the overall cost of

building and operating a system, maintenance generally consumes

over 50 percent of resources during the useful life of the HRIS.

In case of HRIS, maintenance accounts for about two-third of

systems cycle costs. The maintenance burden for an HRIS is

potentially higher than for other systems for several reasons which

states as under:

The human resource department and its system requirement

are dynamic. Constant change is the rule than exception.

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Government regulations often dictate a large proportion of

these changes.

The traditional lack of IS resource for human resource

applications leads to compromises in application design and

documentation. These, compromises in turn, make

maintenance more difficult.

The lack of IS support leads to a larger backlog of

maintenance request for human resource applications.

As a system attains maturity, maintenance costs rise. If thedepartment continues to use the system after it has exceeded

its useful life, the resulting sharp increase in maintenance costs

usually result in serious shortfalls in the HRIS budget. For

instance, a company uses information system in human. This is

shown in the below tabular:

Year HRIS plann

ing

HRISSoftwa

re

HRISImplementation

ActualHRIS

mainten

Budgeting for HRIS

Surplus /Shortfall

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anceCost

Maintenance

01 $

150,000

$

150,00002 $

225,00003 $

225,00004 $

40,000$ 1 00

000$ 60 000

05 $ 60000

$ 1 10000

$ 50 000

06 $ 1 11000

$ 1 21000

$ 11 000

07 $ 2 10000

$ 1 33000

($ 77000)

08 $ 3 35000

$ 1 46000

($ 1 89000)

09 $ 4 85000

$ 1 61000

($ 324000)

10 $ 6 60000

$ 1 77000

($ 483000)

11 $110000

0

$ 1 95000

($ 905000)

2.4 Performance Appraisal in HRIS

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physical environment such as noise, ventilation and lightings,

available resource such as human and computer assistance, and

social processes such as leadership effectiveness. These

opportunity variables are more important than individual

abilities in determining work performance.

Establish Job Expectation:

The second step in the appraisal process is to establish job

expectation. This includes informing the employee what isexpected of him or her on the job. Normally, a discussion is

held with his or her superior to review the major duties

contained in the job description. Individuals should not be

expected to begin the job until they understand what is

expected of them.

Design Appraisal Program:

Designing appraisal programme poses several questions which

need answers.

They are,

Who are the raters?

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What problems are encountered?

How to solve the problems?

What should be evaluated?

When to evaluate?

What methods of appraisal are to be used?

Performance Interview:

Performance interview is the step in the appraisal process.

Once the appraisal has been made of employees, the raters

should discuss and review the performance with the rates, so

that they will receive feedback about were they stand in the

eyes of superiors. Feedback is necessary to effect improvement

in performance, specifically when it is inadequate.

Specifically, performance interview has three goals:To change behavior of employees whose performance

does not meet organizational requirement or their own

personal goals,

To maintain the behavior of employees whose perform in

an adequate manner, and

To recognize superior performance behavior so that they

will be continued.

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Use of Appraisal Data:

The final step in the evaluation process is the use of evaluation

data. The data and information generated through performance

evaluation must be used by the HR department. it may

recollected that the most significant rewards employers offer

to employee are:

Money to purchase goods and services required not only

for current and future survival, but also for the luxuriesmodern life has to offer.

The opportunity to use innate and learned skills and

talents in a productive manner that the individual and his

or her managers and co-workers recognize as valuable.

Opportunities to interact with other people in a favorable

working environment, also to learn grow and make full

use of potential.

A sense of performance and stability through the

continuing existence of the organization and the job.

The opportunity to perform work assignment within an

environment that not only protects but promotes

physiological, emotional and psychological health.

These were the process were each employee would have to go for

their performance to be known by the organization.

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If the performance of the worker or employee were found to be good

they were appreciated by giving monetary rewards. Following

diagram shows a simplistic table of performance appraisal approach.

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Objectives of Performance Appraisal

Establish Job Expectation

Performance Interview

Use of Appraisal Data

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2.5 Evolving Role of HRIS Manager

Regardless of the size or maturity of the system, the goals of

the HRIS or human resource manager parallel those of the HRMS asa whole. Sound performance as an HRIS manager rests on

recognizing certain goals of the HRIS itself.

To develop and maintain systems that support human

resources and contribute to overall corporate management

success.

To ensure delivery of maximum benefits from the HRIS, at the

lowest possible cost, through the application as accepted

human resource and IS tools and techniques.

To balance the needs of users with the needs of IS and to

obtain clear direction for prioritizing, developing and

operating the HRIS. To gain acceptance among corporate, human resource and IS

management as an integral part of the overall structure and as

an asset to the entire organization.

Role of Manager in HRIS

The HRIS manager handles more administrative than

technical responsibilities. Unlike the supervision of implementation,

HRIS management does not require specialized computer system

knowledge. A manager who needs computer expertise can consult

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with HRIS maintenance and with HRMS staff. Briefly an effective

manger needs following skills and experience.

Goal setting:

Establish a goal based on CFSs or other well established

business procedures. Make goals clear to supervisors and staff.

Communication:

Good communication skills are so basic to successful

management that a few of particular importance to HRIS

managers are included in the accompanying sidebar. Planning:

HRIS planning includes staffing, budgeting, facilities,

equipment and project prioritizing.

Many of the most useful planning approaches and techniques

for HRIS development and maintenance.

Organization skills:

Organization skills are particularly important in an

interdisciplinary field such as HRIS management.

Management must tailor procedures specifically to particular

situations. Moreover, many of the individuals whom HRIS

decision affects directly do not work under the supervision of

the HRIS manager, some may not only report to separate

functions or department but also hold relatively high positions

in the organizations.

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Delegation and supervision:

The first step in delegating is determining what to delegate and

to whom. The HRIS manager should delegate clearly making

sure staff members understand the criteria for satisfactory

performance. Successful delegation includes accepting that the

result may be different from what HRIS manager would have

done.

The HRIS manager should have broad knowledge of human

resource but often lacks familiarity with specific, technical

operations. In large organizations, the right manager can have

elegant business management skills but very little human resource

knowledge and may not even come from the corporate world. This

type of manger can do a very well job by consulting with human

resource experts within the department.

Chapter 3

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Application of Human Resource Information System

3.1 Training and development in HRIS.

3.2 Payroll system in Human Resource InformationSystem.

3.3 Relationship of employee in HRIS.

3.4 Requirements and benefits in HRIS.

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Chapter 3

Application of Human Resource Information System3.1 Training and development in HRIS

Training, like compensation, has employer retention as its

primary mission. Trainings strategic contributions to the goal

include employee orientation, diagnosis and correction of skills

problems, remedial training, and sometimes long term career development. The specific objectives of a training function depend

on the organizations environment, culture and approach to training

and development. For instance, employees in some firms need

significant outside education. Many jobs require specialized college

and university degrees or certificates, such as those in electronics,

investment banking and nursing etc. other firms may require skills

not usually covered in external educational settings, such as real

estate leading, insurance writing etc. a broad overview of the most

common training activities is presented in the material that follows.

Planning for Training:

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Trainings most responsibility is to determine the

organizations training needs. Which jobs require training?

What skills must this training include? Which types of training

work best for each job-vestibule, formal, or on the job?

Eligibility Determination:

Training must determine which individuals are eligible for or require specific training. They may target groups, job families

or individuals on the basis of job classification, service, and

time in position or education.

Training Administration:

The training function must decide who will provide the

training- training staff, line management or external resource.

This function then manages registration, attendance, venues,

materials, staff, assignments and reporting of training

performance results. Training Courses and Presentation:

Training and development presents internal training. Staff from these functions develops course curricula, materials and

testing. Training may take place on several levels. New

employee orientation covers work rules company policies,

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benefits and possibly specific skill requirements and employer

expectations. Skills training cover practical matters, such as

how to perform particular operations, operate new equipment

or analyze a financial statement. Supervisory training

emphasis interpersonal skills, communication, time

management and responsibility of supervision. Management

training or management development includes decision-

making and analytical techniques such as problem solving,

oral and writing presentation skills, human interaction and soon. External Training and Education:

Training monitors participation in outside course work for

which the firm provides tuition, material reimbursement or

both. Training staff pays attention to the costs and benefit of

such courses. Career Development Programs:

Employees who appear to have promo ability and a long term

future with the organization may receive special training and

counseling to prepare them for future opportunities and

responsibilities.

Skills Inventory:

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Training may develop a complete registry of the skills,

experience and goals of the organizations employee

population. Training staff often do this in conjunction with the

planning and forecasting function or the management

development function. The assignment of this responsibility

depends on whether the skills inventory focuses on recruiting,

career development or management succession.

EEO andaffirmative action

EEO andaffirmative action

Other ApplicationsOther Applications

Health and SafetyHealth and Safety

Human ResourcePlanning

Human ResourcePlanning

Employee &Industrial relations

Employee &Industrial relations

Health and SafetyHealth and Safety

BenefitsBenefits

CompensationCompensationPayroll

Payroll

Training &Development

Training &Development

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3.2 Payroll system of HRIS

Most business, even small ones have computerized the payroll

function internally or use a service bureau. All except the smallest

firms have sort of automated payroll because accurate payroll

involves tracking so many types of tax regulations. This is due to

highly quantitative nature of the work involved in payroll, payroll

system preceded personnel systems as automated applications.Moreover, payroll systems generally have a longer viable life

because their purpose and structure remain fairly stable.

Payroll needs some basic employee information, which is

usually obtained by HRIS but may collect itself if the data fields do

not correspond. This include following:

Employee name (payroll may capture the name as the

employee wants it on the paycheck)

Pay location ( address to which the pay check should be sent,

which may differ from the employees residence, for instance,

it may list a post office box or a company mail stop)

Home address (payroll must mail tax information to theemployees street address, not just a post office box, company

mail stop or bank address.)

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Social security number ( number provided to each employee as

his/her secret code)

Employee number (if different from social security number)

Employee category (regular, part-time or contractor)

Employee status (active, retired, on leave or separated)

To calculate actual payments, payroll also imports compensation

tables which include the following: Total earnings:-

The payroll system, each earning type has a unique code, name

and set of rules for calculation. The earnings determination

routine calculates each type for each employee, accumulates

the result of each calculation in the employees file, and totals

these earnings as gross pay. Payroll also may process deferred

earnings and adjust net pay accordingly. It then performs the

entire set of earnings calculations for each employee in turn

until it has computed all gross earnings for this pay period.

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Pay rate and frequency:-

Compensation provides data on pay frequency (such as

weekly, biweekly, monthly or semimonthly), which is also

known as pay basis. Some systems allow payroll to select

different frequencies for different pay types or job grades.

Payroll uses this pay rate information as part of the algorithm

for each earning type.

Time and Attendance:-To calculate paychecks, particularly for hourly workers,

payroll needs data from the timekeeping function. For

nonexempt employees, data include hours worked and types of

hours. For example: employees, information may be reported

on an exemption basis. Employee relation may track this

information, or a separate timekeeping function in each line or

operating unit may handle it. To eliminate data transfer

problems, payroll it self sometimes handles these

responsibilities.

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Commission:-

To calculate commission payments for salesperson and others,

payroll needs information from sales. In some situations, the

payroll system can accept sales results electronically, if not

this information arrives in printed form. In retail environments,

the sales function may receive commission related information

through a point-of-sale recording device, such as computerized

cash register, if the employees commission depends on

individual sales result, the sales information is extracted fromeach employees file if commissions depend on department or

territory sales results, each employees file may have code that

ties it to table of sales results that payroll updates each pay

cycle.

Tips:-

Some service business that employee workers who receive

tips, such as hotels and restaurants, record those tips for

reporting to the government. It employees pool their tips, the

shift manager total each shifts tips and divides them according

to a set ratio.

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200 types of deductions categories. As with earning type each

type of deduction has a unique identifier, name activation

cycle and algorithm arrayed in a deduction table. The

algorithm indicates whether to base each deduction on

earnings, before or after taxes, and to include the deducted

amount as taxable income.

On the basis of the above functions the payroll of a particular

employee is given for an effective management of human resource.

3.3 Relationships in HRIS

The employee and industrial relations staff in human resource

information system access the HRMS frequently; this is because

employee and industrial relations play a largely reactive, though

sometimes preventive role. In other words, employee relations

seldom has its own module within the HRIS. Employee relations

usually has little involvement in the design and development of the

human resource management system. Their actions usually resultfrom complaints or requests from employee or their supervisors. The

goal of employee relation in most generic sense is to provide a

supportive work environment for employees. Employee relations

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representatives as intermediaries and guides through the complexity

of employee services. For this reason, employee relations may have

a higher profile among the general employee population than other

human resource functions. It usually considers employees rather

than management as clients but still function within established

company policy.

An employee relation representative is often a human resource

generalist responsible for a specific site or work group within theorganization. Employee relations staff becomes involved in specific

situations at request of individual employees, supervisors or

mangers. These staffers strive to facilitate resolution of issues that

may involve almost any human resources function. Employee

relation also has direct responsibility for sensitive issues in which

personnel judgment and management decision making overlap.

These may include performance review administration, problem

involving attendance or absenteeism, apply and work rules issues,

union relations and employee assistance programs for issues such as

substance abuse, financial troubles and domestic problems. For

specific individuals or positions, they also may interact with theemployment function in resolving staffing and internal placement

issues.

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Some other roles of employee relations include disciplinary

action, collective bargaining and so on. The above explanation has

been illustrated in the below chart:

3.4 Requirements and benefits in HRIS

The benefits function both resembles and differs from

compensation. Compensation and benefits are the areas of greatest

human resources expense in most firms. Like compensation,

benefits helps an organization decide how to allocate internal

financial resource. Benefit also must evaluate outside resource such

as insurance carriers, claims processors, actuaries and other benefits

providers and administrative services. Moreover, government

agencies seldom become involved in the methodology of compensation, they maintain a sharp interest in benefit.

Employee andIndustrialRelations

Employee andIndustrialRelations

DisciplinaryAction

DisciplinaryAction

CollectiveBargainingCollectiveBargaining

Performance

Reviews

Performance

Reviews

EmployeeAssistance

Programs

EmployeeAssistance

Programs

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As with compensation, the primary role of benefit is to help attract

and retain desirable employees. The more closely an organizations

benefits package matches the needs and lifestyle of potential

employees, the greater its hiring and retention advantage. To

achieve these goals, benefits staff performs many tasks.

Types of benefits:

Every firm has its own list of benefits, and every year new benefitschoices emerge. Each benefit has its own data requirements. This is

because many of these requirements depend on the type of benefit.

HRIS designers can clarify their tasks by classifying benefits

according to type: time benefit, risk benefit and security benefit.

Time benefits include sick leave, vacation leave, and maternity

leave, paid time off, jury duty, military leave, paternity leave,

parental leave (adoption), and leave without pay, bereavement

leave, relocation leave and sabbaticals. Risk benefits are various forms of insurance that help

employees and their families in case of injury, illness or death.These include health insurance, life insurance, long term and

short term disability insurance, accidental death and

disbursement insurance and travel accident insurance. Workers

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compensation may be considered a type of insurance and

benefits may administer it. This relates to job safety; however

the occupational health and safety function may handle its

administration.

Security benefits are thrift and savings programs, credit union

loans, pension plans and other retirement oriented programs;

they also include planning service such as estate planning,

income tax preparation and executive financial planning.

Employees often consider credit unions to be a security benefit. Because of the personal nature of credit union loans or

loans directly from the organization, the human resource

department tracks such loans.

Pension and other recruitment plans are definitely security benefits,

but the heavy fiduciary responsibilities they involve often lead

management to place their administrative to separate, financially

specialized functions. These above mentioned were the benefit

received by an employee in an organization.

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Health and safety

Every twenty seconds of every working minute of every hour

through out the world, someone dies as a result of an industrial

accident. Safety in simple terms means freedom from the

occurrence or risk of injury or loss. Industrial safety or employer

safety refers to the protection of workers health from danger of

industrial accidents. An accident then is an unplanned and

uncontrolled event in which an action or reaction of an object, a

substance, a person or a radiation results in personal injury.

Safety programme:-

Safety programs deals with the prevention of accidents and

with minimizing the resulting loss and damage to persons and

property. Considering the health and safety measures provided to the

employees there are five basic principles governing the safety

programme in an organization.

Industrial accidents result from a multiplicity of factors.

But these have to be traced to their root cause, which are

usually faults in the management system arising from poor leadership from the top, inadequate attention to the design of

safety into the system, a systematic approach to the

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identification, analysis and elimination of hazards and poor

training facilities.

The most important function of safety programmes is to

identify potential hazards, provide effective safety facilities

and equipment and to take prompt remedial action. This is

possible only if there are:

1. Comprehensive and effective systems for reporting all

accidents causing damage or injury,2. Adequate accident records and statistics,

3. Systematic procedures for carrying out safety checks,

inspections and investigations,

4. Methods of ensuring that safety equipment is maintained

and used and

5. Proper means available for persuading mangers,

supervisors and workers to pay more attention to safety

matters.

The safety policies of the organization should be determined

by the top management and it should be continuously involvedin monitoring safety performance and in ensuring that a

corrective action is taken when necessary.

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Strategic choices, development of safety policy, organization for safety, analysis of cause for accident, implementation on of

programme and evaluation of effectiveness are the safety programmes which revolve around each other for the betterment of employees as shown above.

Chapter4

Emerging trends and Future of HRIS

4.1 Co-evolution of Human Resource Information System

4.2 Rising trends of HRIS.

4.3 Prospect of HRIS.

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Chapter 4

Emerging trends and Future of HRIS

4.1 Co-evolution of HRIS

Co evolution generally refers to the process of nature in

which two species evolve together; each change in response to

evolution in order to allow their mutually dependent relationship to

continue, thus, HRIS is also coevolving. This evolution of human

resource is changing the Human Resource Information System this

is explained further:Regulatory and operational changes within human resource

inevitably lead to changes in HRIS. In response to pressing business

issues and increased competitiveness, human resource functions are

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becoming more complex. This, in turn, increases the data

management and computational capabilities that sophisticated

software must have. For instance, HRIS packages must be able to

perform complicated calculations relative to benefits administration.

With the rise in two-income families and changing demographics,

employees have more diverse benefit needs. Some need health

insurance for their dependents, while others have coverage through a

spouse. Some need life insurance, those with no dependents will

prefer more vacation time instead. Many younger employees valuetime off more than they do security oriented benefits, conversely,

older workers want flexible pension plans. The resulting employee

enthusiasm for flexible benefits has driven the development of more

sophisticated benefits administration software. This trend in

flexibility will continue and inevitably spread to other areas of

human resource. For instance, to keep valuable workers, more

companies are extending flextime, job sharing, tele-commuting, and

personal leave and vacation policies. In response, human resource

time and attendance systems must become more flexible and

responsive yet remain friendly to typical user.

The increasing sophistication of HRIS users have both drivenhuman resources programs and allowed them to mature. Once users

have sampled simple systems, they begin searching for more

powerful applications in their areas of expertise. Most human

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professionals began their careers without computer experience or

training. Many have had to learn on the job. To take full advantage

of human resources automation, many have bought in specialist with

less human resources experience but more computer-related skills.

In some cases these separations of knowledge has caused conflict

and have produced poor results. In other cases, management has

worked to include HRIS staff as full partners in the human resource

department, with productive results.

Thus in future the impact of HRIS will be more towardsemployees.

4.4 Rising trends of HRIS

Though, changes in human resource programs and

functionality have driven HRIS development, information

technology in the broadest sense is an even more rapidly evolving

field. For this reason, most of the significant development in HRMS

stem from hardware and software improvements rather than changes

in human resource itself. Computers, data base management systems(DBMS), operation systems and tele-communications have evolved

so quickly in recent years that application software developer and

users are usually working well below the capacity of the available

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technologies. HRMS developers have begun to adopt many

innovations in technology and process, including the following:

Increased role of Micro computers and Executive

Workstations:

The micro computers explosion has been perhaps the most

important business phenomenon on past decade. This process has

involved an ongoing series of major advances, with each change

making the pervious one relatively obsolete. The industry remainsheavily committed to even further advances for instance, numerous

suppliers are working on faster processors, improvements in

workstation technology, Data Based Management System (DBMS)

and connectivity. As these developments become commercially

available within the next few years, they will catalyze new

application and more thorough integration of micro computers into

business operations.

A human resource department that begins computerizations with a

single micro computer and printer may find itself five years from

now with an entire network of computers, complete with distributed

processing, office automation support, telecommunications andremote printing. Business expert can increase increasingly faster

communication, more sophisticated report generators, and flexible

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location arrangements to accommodate telecommuters and

multisided operations.

Executive Information systems:

Some firms have expanded the executive workstations concept even

further. Hardware and software vendors, as well as internal system

analysts, have begun integrating powerful but disparate elements of computer technology into systems that allow executives to take

advantage to special purpose computer applications within their

organizations. Experts refer to these systems by several different

names; the most popular of these are Executive Information System

(EIS) and Decision Support System (DIS).

System connectivity:

More and more human resource department have found that linking

microcomputers to mainframe and midrange computers give them

the best of both worlds. This platform combines the speed and

power of the mainframe and midrange system with the responsiveinput /output capability and independence of the microcomputer. In

a linked or connected system, users typically have the central

computer handle storage, production, maintenance etc.

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Development in Computer based Training (CBT):

Computer Based Training was described as a tool for training

human resource staff how to use the HRIS. Employees also can use

CBT to learn about numerous other operations via computer

tutorials or programmed instructions. Typically these operations

involve the computer such as words processing, record maintenance,

claims processing and book keeping procedures. In business more

and more training departments are working with internal humanresources staff and departmental management throughout the

enterprise to develop, implement administer and evaluate CBT.

CBT major disadvantage is the absence of the human monitor to

answer questions and help users over rough spots. This may reduce

the users confident and comfort level. Numerous organizations have

adopted some form of CBT but wide spread acceptance awaits a

sociological evolution and more cost effective techniques. Users

have become more accustomed to computer training in the form of

vendor supplied tutorials but still prefer and are more comfortable

with human interaction and conventional classroom instructions. As

employees gain more exposure to computers in their professional,educational and personal lives, they will probably become more

comfortable with training via computer assisted technologies such as

CBT.

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Using Present Capabilities Fully:

Numerous developments that experts consider emerging trends

in HRMS are already possible with current technology. They await

managers that have enough expertise and resource to make full use

of the capabilities present in the technology already available. For instance, many human resource departments already have the

hardware and software to link to external data bases, few take

advantage of linkages for information on relevant labor markets.

Sophisticated use of public and subscription data bases can provide

information not only on new regulations, laws and technology

reviews but also on competitors. By understanding other firms

practice, the human resource department can build more effective

recruitment, compensation and management development strategies.

As users become more comfortable with electronic data

transmission internally, they may become more interested in

reaching outside the organization for electronic information.Every HRMS consultant has opinions about which predictions

are more likely to become widespread and which will remain

novelties, unaffordable or too sophisticated for most users. The

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HRIS manager should not aim to develop a system that includes all

of these emerging features but should consider the usefulness and

applicability of potential features when planning, developing of

modifying a system.

4.5 Prospects of HRIS

Achievement of all the above mentioned promises does not

preclude developing another HRIS wish list. Some needs willremain, not only because of technical and financial limitations or the

reticence of HRIS developers but also because of the constant

evolution of the field of human resource. As in the past, HRIS

software developers will strive to offer enhancements that reflect

relevant changes in regulations, industry standards and employment

markets.

Human resource mangers should work with computer

professionals and trainers both in the HRSC and IS to increase

HRMS user literacy. As employees became more aware of the

advantages and potential of the computers, they will demand more

responsiveness from human resource systems. They will want portable accounting systems, human resource information Kiosks,

individual and group pay-for performance plans, more flexibility in

benefit packages, and customized career development plans.

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Software in these areas must become more sophisticated without

becoming too complicated for the HRMS end user.

HRIS managers can look forward to numerous hardware and

software enhancements that aid user accessibility. Many expect that

human resources software packages will increasingly support the

point-and-click approach to transaction processing and information

retrieval made possible by the mouse. Mouse utilization may then

augment more sophisticated screens and menus. Human resource

will also benefit as future software provides more on-line helpinstead of relying on reference to manuals. Human Resource users

are welcoming increased access to windows, that allows users to

view several screens simultaneously. With multiple screens, human

resource users can compare present and past data, compare records,

view multiple tables simultaneously, get on-line help while

containing to view the open file, and transfer data from one segment

of HRMS to another with increased accuracy.

Human resource professionals should investigate trends before

making any software or hardware acquisitions. The HRSC should

make a special effort to keep up with recent enhancements and how

others have applied them as well as with forthcoming innovations.An organization might consider holding on to outdated or outgrown

technology for months or years longer than practical and not take

advantage of new modules while awaiting further advances. This

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analysis paralysis only execrates the problem. Hardware and

software vendors invariably announce the availability of new

function and features or the support of new technologies well before

they release them.

In part this is an effective tactic for judging market acceptance.

Vendors also use this tactic to demonstrate that they are ahead of

their peers in terms of functional and technological enhancement. As

we have employed elsewhere, caveat emptor.

Whether a human resource department builds a system or

buys one, technological considerations are often the least of their

worries. They can always find newer and better tools and

techniques, no mater when the project proceeds. Participants must

strive for best possible system success is the motivation of users,

technicians and mangers to work together to maximize the systems

effectiveness .

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Planners can use two related methods to build an image of

future Human Resource Information System/Management System.

First, they may `consider the needs an HRMS should meet. From

those observations they must predict the enhancement and

innovations that will evolve to meet those needs. Alternatively, they

may look at pending and potential developments in computer

systems and human resources.

MoreResponsive

toManagement

Needs

InformationData

Collection &Input Control

ReportFlexibility

RapidDesign

Response

ImprovedForms

Expanded

Storage

ImprovedResponse

Time

Responsiveto HR

Needs

FutureHRMS

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Conclusion

The term Human Resource Management System (HRMS) or Information System in Human Resource has been used many times

throughout the project. We point out that this term is more than

merely an acronym for a computer application; it contains three

component parts, each of which provides valuable perspective in the

responsibilities and opportunities offered by the combination of

computers and human resource information. These parts are-

Human Resource

Resource Information

Information System.

Give Information System in Human Resource a whole new

meaning.The First Component, Human Resource, refers to the function to

which the system applied. This term has evolved to describe

employee or human relations, replacing the largely obsolete but still

ubiquitous term personal

The Second component, resource information, is intriguing.

General speaking, this term refers to the control of aspects of an

environment with the objective of sustaining or increasing the

viability of an enterprise or environment. The resource may be

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Thus a human resource information system (HRIS) is a systematic

procedure for collecting, storing, maintaining, retrieving, and

validating data needed by an organization about its human resources

(HR), personnel activities, and organization unit characteristics.

While in 1999 it pointed out that an HRIS (also known as a human

resource management system or HRMS) can be as informal as the

payroll records and time cards of a small business, for the vast

majority of organizations, corporate success will increasingly

depend on the coordinated, strategic management and integration of the organization's human resources and information technology.

Achieving this strategic coordination requires those responsible for

developing, implementing, operating, and maintaining an HRIS to

have a broad knowledge of the organization's human resource

programs, the relationship between human resource programs and

overall strategic planning, and the potential inherent in computer

and data technology. The goal of this research is to discover to what

degree HRIS techniques and concepts are being taught to all

employees in the organization at various levels.

Unlike the mainframe era, HR professionals today are more

comfortable using computers for HR functions, a shift resultingfrom increasingly user friendly applications training on HRIS, or

specifically the gaps between job requirements and employees

abilities to utilize HRIS technologies, was sited as the main reason

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that technology is underutilized for HR functions. Not surprisingly

the issue that while a high percentage of private and non profit

organization offer computer training (95 % public sector and 82 %

private sector), only 40 % of public sector and 30% of private sector

organizations offer training on a regular basis. In addition study

found out that private and non profit organizations integrate

software and human resource management functions in low

numbers.

When HRMS technology can not be integrated into existing

HR courses, the other alternative is to introduce HRIS technologies

through a dedicated HRIS course. This method would reduce

constraints on faculty skills and investment in technology at a level

to support all HR majors at a given institution. The general

consensus on HRIS skills is that they would ideally include a

working knowledge of information systems (IS) and of all HR

functions and skills in process improvement and project

management. In other words, employees will be aware of the

"functional issues" of HR and how to apply technology to them.

Ideally, employees entering an HRIS should understand most, if not

all, of the HR functions, at least from a basic definitional perspective. The best place to start an information system in human

resource, then, would be through the two general purposes of such

systems: to eliminate costs and reduce processing time and to

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support decisions with computer applications. As pointed out, the

focus for HR professionals is to use an HRIS to make better HR

decisions. If a given HRIS is to have any value at all to HR then

information should be based on two factors: how many decisions

will be improved by the HRIS and how much value will each

improved decision produce. Understanding these two factors is

tantamount to any HRIS course.

A human resource department that believes in Human

resource Information System can optimize its firms investment in

employees. By adopting this board view of resources management,

planners, decision makers and other professionals can see

information resource such as HRIS as tools for handling the present

and preparing the for the future.

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Case StudyHuman Resource Management - Best Practice at Air India

History

Air India is India's national flag carrier. Although air transport was born in India onFebruary 18, 1911 when Henri Piquet, flying a Humber bi-plane, carried mail fromAllahabad to Naini Junction, some six miles away, the scheduled services in India,in the real sense, began on October 15, 1932. It was on this day that J.R.D. Tata,the father of Civil Aviation in India and founder of Air India, took off from DrighRoad Airport, Karachi, in a tiny, light single-engined de Havilland Puss Moth on hisflight to Mumbai (then known as Bombay) via Ahmedabad.He landed with his precious load of mail on a grass strip at Juhu. At Mumbai,Neville Vintcent, a former RAF pilot who had come to India from Britain three yearsearlier on a barn-storming tour, during which he had surveyed a number of possible air routes, took over from J.R.D.Tata and flew the Puss Moth to Chennai

(then Madras) via Bellary.Following the end of World War II , regular commercial service was restored inIndia and Tata Airlines became a public limited company on 29 July 1946 under the name Air India. In 1948, after the independence of India , 49% of the airline wasacquired by the Government of India , with an option to purchase an additional 2%.In return, the airline was granted status to operate international services from Indiaas the designated flag carrier under the name Air India International . On 8 June1948, a Lockheed Constellation L-749A named Malabar Princess (registered VT-CQP) took off from Bombay bound for London via Cairo and Geneva . This markedthe airline's first long-haul international flight, soon followed by service in 1950to Nairobi via Aden .

On 25 August 1953, the Government of India exercised its option to purchase amajority stake in the carrier and Air India International Limited was born as one of the fruits of the Air Corporations Act that nationalised the air transportationindustry .

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http://en.wikipedia.org/wiki/World_War_IIhttp://en.wikipedia.org/wiki/Independence_of_Indiahttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Lockheed_Constellationhttp://en.wikipedia.org/wiki/Londonhttp://en.wikipedia.org/wiki/Cairohttp://en.wikipedia.org/wiki/Genevahttp://en.wikipedia.org/wiki/Nairobihttp://en.wikipedia.org/wiki/Adenhttp://en.wikipedia.org/wiki/World_War_IIhttp://en.wikipedia.org/wiki/Independence_of_Indiahttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Lockheed_Constellationhttp://en.wikipedia.org/wiki/Londonhttp://en.wikipedia.org/wiki/Cairohttp://en.wikipedia.org/wiki/Genevahttp://en.wikipedia.org/wiki/Nairobihttp://en.wikipedia.org/wiki/Aden


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Its Mascot- Maharajah

We call him a Maharajah for want of a better description. But his blood isn't blue.He may look like royalty, but he isn't royal.' These are the words of Bobby Kooka,the man who conceived the Maharajah.This now familiar lovable figure first made his appearance in Air India way back in1946, when Bobby Kooka as Air India's Commercial Director and Umesh Rao, anartist with J.Walter Thompson Ltd., Mumbai, together created the Maharajah.The Maharajah began merely as a rich Indian potentate, symbolizing graciousnessand high living. And somewhere along the line his creators gave him a distinctivepersonality: his outsized moustache, the striped turban and his aquiline nose.What began as an attempt as a design for an inflight memo pad grew to take Air India's sales and promotional messages to millions of travellers across the world.Today, this naughty diminutive Maharajah of Air India has become a world figure.He can be a lover boy in Paris, a sumo wrestler in Tokyo, a pavement artist, a RedIndian, a monk... he can effortlessly flirt with the beauties of the world. And mostimportantly, he can get away with it all. Simply because he is the Maharajah!

He has completed 56 years and become the most recognizable mascot the worldover. His antics, his expressions, his puns have allowed Air India to promote itsservices with a unique panache and an unmatched sense of subtle humour. In facthe has won numerous national and international awards for Air India for humour and originality in publicity.And as with all great men, he too has had his critics. But the millions of travellerswhose lives he has touched far outnumber them. In fact, to them, the Maharajahwith his inimitable style, charm and wit is a very real person. He's almost like afriend to every Air India traveller. A friend who reaches out with warmth andhospitality, even to the farthest corners of the world.IntroductionAir India is India's finest flying Ambassador. The urge to excel and the enthusiasm,which characterized Air India's first flight, way back on October 15, 1932, isquintessential even today - thanks to Air Indians who have kept alive the traditionof flying high. The merger of Air India and Indian, the countrys leader in thedomestic sector, has helped the airline to emerge as a major force in the airlineindustry. The re-branding exercise is currently underway and passengers are

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getting to see the unified face of the new invigorated Air India. Air India has twomajor domestic hubs at Indira Gandhi International Airport and Chhatrapati ShivajiInternational Airport . An international hub at Dubai International Airport is currentlybeing planned

SWOT Analysis

Strengths : The ability to travel comfortable for long distance travel Has large capacity to transport large amounts of people in short time Low cost of usage Fast during peak hours Already has a vast number of loyal passengers Environmentally friendly, especially during these times of Global awareness. Promotes the use of transit Access to instant pricing with real time reservation, creating a convenient,

trouble-free booking process. No need to waste precious vacation time waiting on

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