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

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

systems, corporate skill databases, and IS supported workflows for the contracting
phase are only few examples of the various ways by which information systems today
support recruitment processes Keim & Weitzel (2012).
According to Shibly (2011) HRIS can support long range planning with
information for labour force planning and supply and demand forecast; staffing with
information on equal employment, separations and applicant qualifications; and
development with information on training programs, salary forecasts, pay budgets and
labour/employee relations with information on contract negotiations and employee
assistance needs. These systems enable employees to manage much of their own HR
administrative work. They can take care of many routine transactions whenever they
wish, because automated systems dont keep office hours. In addition to their former
operational role, HR professionals can also act as a competency manager by arranging
the right people to the right positions in the right time with their new strategic
architecture role Grol, Wolff & Ertemsir, (2010).
HRIS plays an important role for any organization to effectively manage its
human assets. Many organizations have adopted HRIS to assist their daily human
resources operations. HRIS must align and satisfy the needs of the organization and its
users in order to be successful Noor & Razali (2011).

John Gill et al., (2010) described the HRIS is a computerized system typically
comprising a database or inter-related databases that track employees and their
employment-specific information.
Previous Studies in HRIS
The literature shows many previous related studies in HRIS; however, most of
them were theoretical. In addition, all the revealed studies were conducted in the
context of developed countries' organizations and sites. Researchers found that the
greatest benefits to the implementation of HRIS were the quick response and access to
information that it brought while the greatest barrier was the insufficient financial
support. In addition, they reported many other previous related studies conducted in
HRIS implementation.
Differences Between Human Resource Management Systems & Human Resource
Information Systems
Human resources means much more than hiring and firing employees for your
small business. You must address much more complex issues in both the management
side of human resources and the information side. Each function can make significant
contributions to the growth of your small business and make it more profitable.
Management System Tasks
Your human resources management system will track employee performance,
time off and training needs. It also will help you project your employee needs for future

hiring. Think of management systems as handling the people side of human resources.
This type of system can measure employee satisfaction (through data entry from survey
forms) and can help you plan performance reviews. This system will also track the
issues addressed in performance reviews and provide you with a measure of each
employees progress in addressing those issues, based on subsequent reviews.
Information System Tasks
You must track a great deal of information for each employee. Not only must you
keep current contact information, Social Security numbers and tax withholding
information, you also must keep current benefits information, scheduling requirements
for each employee and headcounts for each department. Your information system also
will track health-care costs per employee and turnover rates. If you try to keep up with
all of these areas manually, you will use up time you could be spending on managing
production, planning sales and finding new markets for your small business.
Integrating Management and Information Systems
In order to avoid feeling overwhelmed when integrating management and
information systems, focus on the management system as the driver of your human
resources decisions. Use your management system, for example, to determine what
kind of training an employee needs to meet goals set in a performance review. Go to
your information system to determine the cost of that training and the potential benefits
in dollars you will realize from it. This will allow you to make an informed decision, rather
than simply signing an employee up for training and learning of the costs later. Start with

your management system to determine your needs, and use your information system to
find the potential costs and benefits of meeting those needs.
Single System With Two Modules
Some human resources software contains modules for the management and
information systems. Because these two modules exist in the same system, you can
make integrated decisions in one program. This will not only enable you to access
information to support decisions regarding workers, it will reduce the number of people
you need in your human resources department. You can ask your human resources
person to remain familiar with both modules, rather than hiring one person to master
each half of the program.
Different Types of HRIS
There are multiple typologies for the classification of computer-based systems;
however, we are going to define the most basic types of systems and then apply them
to their development and use within an HRIS. One of the earliest books in the field of
computer-based systems placed systems under three basic categories: Electronic Data
Processing (EDP), Management Information Systems (MIS), and Decision Support
Systems (DSS). EDP is primarily electronic storage of information and was first applied
to automate paperwork.
Its basic characteristics include: A focus on data, storage, processing, and flows
at the operational level, Efficient transaction processing, Scheduled and optimized
computer runs, Integrated files for related jobs, Summary reports for management. In

the MIS category, the characteristics of MIS include: An information focus, aimed at
middle managers; structured information flows, Integration of EDP jobs by business
function (production MIS, marketing MIS), Inquiry and report generation (usually with a
data base).
This type of HRIS emerged as technology improved over time, and it fits the
traditional level of HR activities, such as recruitment, selection, and compensation.
DSS are focused still higher in the organization, with an emphasis on the
following characteristics: Decision focused, aimed at top managers and executive
decision makers, Emphasis on flexibility, adaptability, and quick response, User initiated
and controlled, Support for the personal decision-making styles of individual managers.
HRIS at this level began to emerge in the cost-effectiveness era of HRM development,
and it fits the transformational level of HR activitiesadding value to organizational
processes.
What is the Difference Between HR Activities vs. HR Practices?
The activities performed by human resources teams should directly correlate with
HR practices. If they don't, the disconnection can illustrate the concept of being up a
creek without a paddle: It is possible to function this way but it is not very effective.
Thriving HR departments exist as fine-tuned water craft impelled to harvest and prepare
the best catch within their capabilities. That catch -- your employees -- becomes, in turn,
the rod that is motivated by HRs activities to bring in business.

HR Practices
Human resources practices are strategic in nature. They represent a vital
guidance system that coordinates with your executive business plan. HR practices form
the foundation supporting the way your companys human capital will operate on your
behalf. For example, HR practices include formulating a method for measuring and
analyzing the effects of a particular employee rewards program. Other examples include
the creation of a program to reduce work-related injuries, and building a framework to
ensure employment laws are adhered to.
Leadership Contribution
HR practices are the means through which your human resources personnel can
develop the leadership of your staff. This occurs through the practice of developing
extensive training courses and motivational programs, such as devising systems to
direct and assist management in performing ongoing performance appraisals. Human
resources practices also include constructing avenues through which employees will
have opportunities for advancement. For instance, the design of a mechanism enabling
the regular promotion of employees offers an opportunity for your staff members to grow
toward leadership positions.
HR Activities
HR activities embody the directives set forth through HR practices. For example,
the activity associated with the practice of providing consistent employee training would
be the actual presentation of the information outlined by your training program. HR

activity examples include engaging in taking competitive surveys to ensure your workers
are fairly compensated and managing employee attendance and overtime. Further HR
activity examples include recruitment, hiring and firing and the administration of health
benefits.
Typical HR programs involve things such as record keeping, recruiting,
selection, training, employee relations, and compensation. However, all these programs
involve multiple activities, and these HR activities can be classified into three broad
categories: transactional, traditional, and transformational.
Transactional activities involve day-to-day transactions that have to deal mostly
with record keepingfor example, entering payroll information, employee status
changes, programs such as planning, recruiting, selection, training, compensation, and
performance management. These activities can have strategic value for the
organization if their results or outcomes are consistent with the strategic goals of the
organization. Transformational activities are those activities that add value to the
organizationfor example, cultural or organizational change, structural realignment,
strategic redirection, and increasing innovation.
Two Steps
To offer thorough human resources involvement in your business, HR
professionals must understand, generate and implement an integrated approach to
practices and activities. The process can be viewed as having two-steps: First, establish
practices designed to achieve the goals of your business in efficient, safe and legal

ways; and, second, execute the practices through associated activities, enacting
improvements when necessary. HR practices should create a natural flow to HR
activities. When this occurs, your human resources department should be functioning at
optimum levels for the benefit of your business.

What Are the Advantages of a Human Resource Information System?

A human resource information system (HRIS) is computer software employers
use to manage the human resources functions of their organization. It has the capability
to maintain employment records of all staff members, and employers can use it to
collect metrics surrounding the firms staffing, performance management, compensation
and benefits activities. Although not all companies utilize an HRIS system, there are
many benefits to doing so.
The advantages of having a sophisticated HRIS are: 1. HRIS is monitored by
qualified specialists who are well versed with technology. 2. HR functional and tactical
processes can manage compliance with federal and state laws, recruitment and
selection process, and produce analyses, data and reports for internal and external use.
3. Ease of use for qualified IT specialists 4. Accuracy of information 5. Ability to perform
HR audits using any combination of parameters 6. Employees and managers can locate
answers and information quickly without the need to consult an HR representative every
time.

The rationale for the implementation of HRIS varies between organizations.

Some use it to reduce costs, others to facilitate better communication, and some use it
to re-orient HR operations to increase the departments strategic contribution Parry,
Tyson, Selbie, & Leighton (2010). HRIS provides management with strategic data not
only in recruitment and retention strategies, but also in merging HRIS data into largescale corporate strategy. The data collected from HRIS provides management with
decision-making tool. An HRIS can have a wide range of usage from simple spread
sheets to complex calculations performed easily (Parry 2010). Through proper HR
management, firms are able to perform calculations that have effects on the business
as a whole. Such calculations include health-care costs per employee, pay benefits as a
percentage of operating expense, cost per hire, return on training, turnover rates and
costs, time required to fill certain jobs, return on human capital invested, and human
value added.
Another benefits of HRIS is to prevent duplication of work presently each
division one subject clerk is assigned to handle leave reports. According to manual
leave system individual employee, leave clerk in each division and leave clerk in HR
division enter same information. Automation of leave system prevents duplication of
work and there is no needs to have leave clerks in each divisions.HR division can
generate leave reports using the system.
Reduce cost according to manual leave management system end of every
month leave forms of employees are send to HR division. HR division has to store those
records and finally need to dispose those records. Moreover in manual leave

management system spends money for printing leave forms and other related lagers.
Automation helps to reduce the cost relating to storage, disposal, printing and paper
cost. Save time prevent duplication of work, easy accessibility to information will save
time. Enhanced decision making HRIS provide correct and accurate information for
decision making.

The emergence of Strategic HRM (SHRM) approach has created a real need
for information about HR. Therefore; HR practitioners were encouraging to innovate in
their IT usage, arguing that is resulting new roles for the HR\personnel department as
information center; internal consultant; changing agent; service provider; cost Manager;
business partner; facilitator; and consultant. And regardless of some contradictory
evidence suggestions of an increase in the strategic influence of HRM and continued
shift of HR practices to the line implies an imperative role for HRIS in sustaining the HR
department and increasing its importance to the organization. The literature shows a
variance in the analysis of HRIS usage with at least two extremes of use. In this
regards, Kovach and Cathcart argue that HRIS information could be used for
administrative purposes that reduce costs and time; HRIS is used according to them
also for more analytical decision support. Furthermore, they identified different type of
HRIS usages based on its degree of sophistication. They classified payroll and benefits
administration,

keeping

of

employee

and

absence

records

electronically

as

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

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

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

sophisticated, as the generated information is important and used to provide support for
important HRM decisions. Practically, organizations are hesitated to apply HRIS unless
they are convinced of the benefits that this would bring to their organizations. The most
common benefits of HRIS include improved accuracy, the provision of timely and quick
access to information, and the saving of costs. In a similar vein, which justify why
organizations should use HRIS. These reasons related to the facts hat HRIS helps
organizations: 1) to increase competitiveness by developing and enhancing HR
procedures and activities; 2) to generate or create a greater and a range of many HRM
reports; 3) to shift the role of HRM from transactions to (SHRM); and 4) to reengineer
the whole HRM\personnel department\section of organizations. Moreover, HRIS can be
used to support strategic decision making, to evaluate programs or polices, or to
support daily operating concerns. In the context of higher education institutions, states
that the efficiency and effectiveness quality of an HRIS will enable universities to
format a profile of their staff their strengths and weaknesses, so they will know what
they have in the personnel sense. Accordingly, they will be able to structure appropriate
development promotion training and recruitment. Therefore, then, right people will be in
the right place at right time-quality human resource and personnel management. Rawat
also argues that nowadays higher education institutions face a significant task;
improving learning environments at the same time, reducing administrative operating
cost. Moreover, the ability to effectively budget for and managing different types of
employees, recruiting and retaining skilled members requires full integration of HR data
with student information systems. Therefore, with so many demands, higher education

institutions need a powerful business solution that will help them managing student,
graduates and employment information and financial data. Therefore, application of
HRIS system in higher education institutions provide the utmost updateability use of
resources, speed, compatibility, updateability, accessibility, data integrity, privacy and
security.

Reporting
Perhaps the biggest benefit that the use of an HRIS system adds to a business is
its ability to create reports and presentations. An HRIS system typically holds all
information surrounding the firms human resources initiatives, including details
regarding the group's hiring practices, such as a comprehensive listing of all job
applicants, an up-to-date index of job openings and electronic copies of each
employees onboarding paperwork, such as I-9 and W2 forms. It also holds data
regarding the salary and incentive compensation of each staff member. Results of
annual performance appraisals and any disciplinary actions that have been taken
toward members of the team are included, as well.
Because these figures are held in one database, a business owner possesses
the capability of running a variety of detailed reports that encompass some or all of this
information. For example, when looking to hire additional staff, he can run a report of
past candidates who possess a specific skill set. Alternatively, he can run a
compensation report to obtain needed information when preparing the annual budget.

Recruitment
In support of a firms staffing efforts, many HRIS systems provide a sophisticated
interface allowing its use by both internal employees, as well as external job applicants.
An HRIS system allows candidates for open positions to submit their resumes and
contact information to a potential employer from a remote computer. The system then
collects the information and archives it so it is easily accessible by the hiring manager.
When seeking candidates, the manager is able to perform detailed searches of
collected resumes, using a variety of queries, including location, level of education,
years of professional experience and technical skill set. In addition, the software also
allows current employees to electronically apply for new positions.
Benefits Administration
An HRIS system allows a business to streamline the administration of employee
benefits. In many cases, employees and new hires may electronically enroll in benefit
plans. They may also have the capability of logging onto the system to monitor and
update their current coverage throughout the year, changing status, dependent
information and contact data as required. A self-service system allows for benefits to be
efficiently administered with as little manpower as possible, saving an organizations
time and money.
Advantages & Disadvantages of Human Resource Information System
When the decision to build a human resources information systems department
is made, examine the options carefully and be aware of technology and human

resources trends for a small business. Small businesses have unique needs based on
company goals for growth, or a plan to remain small with access to technology without
the hefty costs. The term "human resources information systems" (HRIS) often is used
interchangeably with human resources management system (HRMS) and human
resources information technology (HRIT). Any of these terms is used to describe the
computer and information technology a company utilizes to automate human resources
functions and employment actions.
Human resources information systems have evolved since the 1980s from
relatively simple computer applications to virtual vaults of sophisticated human
resources information and processes. HRIS also is the name of the human resources
discipline for HRIS specialists and other human resources professionals involved in the
technology for employment and personnel matters. An HRIS is used for employment
actions

such

as

applicant

tracking,

performance

management,

attendance,

compensation and benefits management, work force analyses, and scheduling. You
may hear about Enterprise Resource Planning (ERP) systems into which your
company's HRIS can be integrated. An ERP is for all business matters, including
profitability analyses, inventory control and investor relations data. These sophisticated
systems generally are for large employers with complex technology needs. A very
popular use of HRIS is employee self-service. Many employers are utilizing their HRIS
to supplement the human resources department staff by enabling employees for find
answers to common questions they would have asked a human resources
representative. An employee self-service component can be used in a small business

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

employees to companies with 10,000 employees.
HRIS Advantages
The advantages of having a sophisticated HRIS or HRMS are many. An HRIS or
HRMS monitored by qualified specialists who know technology and HR functional and
tactical processes can manage compliance with federal and state laws, streamline
processes for recruitment and selection, and produce analyses, data and reports for
internal and external use. Other advantages of an HRIS include the ease of use for
qualification computer technology specialists, accuracy of information and the ability to
perform HR audits using any combination of parameters. The employee and manager
self-service features are excellent ways to free up the time of your human resources
staff members for project work and other duties. Employees and managers can locate
answers and information quickly without the need to consult an HR representative every
time.
HRIS Disadvantages
An HRIS also can be a problematic for small businesses in which some employees
must wear many hats. If your company isn't big enough to have a dedicated
human

resources

technology

specialist,

consider

outsourcing.

Some

of

the

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

technology to update your system and malfunctions or insufficient applications to
support your human resources needs. There is a demand for computer and technology

specialists with general information technology knowledge, and finding a qualified

specialist with human resources functional area knowledge can be difficult. With such a
demand, your cost to hire an HRIS specialist may be far above the average salary for a
computer technology specialist. The cost per-hire for another employee in a specialized
field may be a stretch for some small businesses.
The Roles of Human Resource Information Systems in Human Resource Planning
As technology evolves, so does its impact on strategic human resource planning.
Human resource information systems are electronic systems that compile information in
databases to be easily accessed and analyzed. Some information systems allow
automation of processes, such as payroll tax calculations, while others streamline
processes by minimizing the need for manual data entry and paper records, thus
increasing accuracy and efficiency.
Total Rewards
One HR function that can benefit from the use of human resource information
systems is total rewards, which refers to all components of the overall compensation
model, including salary and benefits. Your companys HR department can more
effectively track and plan for changes to employees salary, insurance, retirement and
other benefits options using an HRIS. Electronic records keep track of current
expenses, and many systems offer projection models and calculators that can help you
analyze the impact of various changes. This is especially useful when preparing for
annual increases or benefits open enrollment.

Workforce Planning
Human resource information systems keep track of critical employee data such
as demographic information, job titles and Equal Employment Opportunity Commission
identification codes. Storing this information in an electronic database allows you to
analyze it more easily when working on recruitment strategies, progression planning
and affirmative action programs. HR reps can quickly run reports to determine items
such as how many employees were hired last year, average length of tenure and a
breakdown of the employee population by specified EEOC criteria such as gender and
race.
Training and Development
Small businesses also may look to an HRIS to assist with training and
development initiatives. Depending on the needs of your company, you can use an
HRIS to facilitate the annual performance review process, to allow employees to sign up
for company-sponsored training classes or to build a talent inventory of what education,
experience and training each employee has. Having this information readily accessible
by managers and human resources representatives is an asset when developing new
training programs or when restructuring departments or positions.
Risk Management
Human resource information systems also minimize risks and potential liabilities.
This is accomplished by keeping electronic records of items such as employee
discipline notices, safety training employees have received, accident logs and workers

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

improve workplace conditions, safety training classes and disciplinary processes to
ensure compliance with all federal and state labor laws.
Impact of Adopting HRIS on three ties of HRM
Rapid economic growth and increased competition attributes to
multifarious business environment which has lead to exponential growth of technology
applications in all areas of business including Human Resource Management (HRM).
Consequently, this change has forced Human Resource professionals and
researchers to rethink about achieving organizational objectives through adoption of
modernized Information Systems (IS). Growing importance of HRM with increasing
organizational size requires the maintenance of employee related data and generating
appropriate HR reports enforcing organizations for adoption of computer based HRM
systems Tripathi (2011).Although HRM

Absar

and

Mahmood

(2011)

and

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

(2011), industry and academia yet linkage between two disciplines is still at
cutting edge and need more exploration.
Operational HRM
HRIS is adopted to automate HRM activities in order to obtain some general
administrative

routine

purposes

Altarawneh

and

Al-Shqairat

(2010).

Transaction processing layer of Management Information System in HR function deals

with routineactivities like attendance recording and payroll calculations also called
operational HRM activities Tripathi (2011). IT is being used in HR Department for

Administrative purpose including employees record keeping, prepare of salaries and

attendance record Teo (2001); DeSanctis, (1986) .Additional HR functions that could be
streamlined technology include selection Davies and Caldern ( 2005) whereas online
recruitment has become popular tool of IT Cronin (2006).
Thus HRIS can support to perform traditional activities and supports day to day
functions of HRM at Operational Level which includes Record Keeping, Payroll
Preparation and Recruitment & Selection. Based on this section following proposition
has been developed.
What is strategic HRM (SHRM)?
According to Pawan Budhwar and Samuel Aryee (2011) the field of strategic
HRM is still evolving and there is little agreement among scholars regarding an
acceptable definition. Broadly speaking, SHRM is about systematically linking people
with the organization; more specifically, it is about the integration of HRM strategies into
corporate strategies. HR strategies are essentially plans and programmers that address
and solve fundamental strategic issues related to the management of human resources
in an organization. They focus is on alignment of the organizations HR practices,
policies and programs with corporate and strategic business unit plans. Strategic HRM
thus links corporate strategy and HRM, and emphasizes the integration of HR with the
business and its environment. It is believed that integration between HRM and business
strategy contributes to effective management of human resources, improvement in
organizational performance and finally the success of a particular business. It can also
help organizations achieve competitive advantage by creating unique HRM systems

that cannot be imitated by others. In order for this to happen, HR departments should be
forward-thinking (future-oriented) and the HR strategies should operate consistently as
an integral part of the overall business plan. The HR-related future-orientation approach
of organizations forces them to regularly conduct analysis regarding the kind of HR
competencies needed in the future, and accordingly core HR functions (of procurement,
development and compensation) are activated to meet such needs.
According to these authors, HR practices influence psychological climate,
because they shape individual perceptions about organizational characteristics.
However, they also influence psychological contracts, by clarifying expectations about
the exchange relationships between employees and employers. When both
psychological climate and contracts are largely shared within the organization, an
organizational climate and normative contracts emerge. This is proposed to happen
whenever the HR system is visible, clear and internally consistent, i.e., with a strong HR
system.
Whereas weak HR systems create ambiguous situations and little guidance
about appropriate behaviors, strong HR systems increase the within company
homogeneity among employees, leading to shared perceptions and less-variable
attitudes and behaviors.
Strategic HRM
Roles and responsibilities are being evolved of HR professionals from a
traditional perspective to a new strategic perspective Delorme and Arcand (2010).

Strategic

HRM

Processes

includes

Employee

Career

Development

Zhou,Zhang & Montoro-Snche (2011). Turnover Tracking Analys is Hutchings

(2011), HR Planning Absar and Mahmood, (2011) and Strategic HR Decision
Making Huselid and Becker (2011).As human capital plays a larger role in
competitive advantage, functional managers expect the HRIS to provide functionality to
meet the units goals and objectives Power 2012 .Another study on adoption of
HRIS reveals that top management support and HRIS expertise are positively related to
the adoption of HRIS Teo (2007).Effect of HRIS on strategic decisions reveals that
banks can usage the HRIS in strategic d e c i s i o n s a n d t h u s H R I S g e n e r a t e
business

value

Rangrizet

management decisions

related

( 2 0 11) . R o l e
to management

of

IS

function

in

HRM show taking

especially for the

top

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

Processes which will include Employee Career Development, Turnover Tracking
Analysis, HR Planning and Strategic HR Decision Making.

Strategic Responsibilities of HR
During 2010 Delorme and Arcand stated that to elaborate on the development
of the roles and responsibilities of HR practitioners from a traditional perspective to a
strategic perspective found that the introduction of new technologies in the organization
affect the way HR professionals accomplish their tasks within the HR department and
the rest of the organization.

The Advantages of the Human Resource Management Strategy

According to HR management expert John Bratton, "Strategic human resource
management is the process of linking the human resource function with the strategic
objectives of the organization in order to improve performance." Adopting an HR
strategy that is concerned with the organization's larger mission and goals has multiple
advantages and benefits for the company.
Helps Evaluate HR Policies
The premise of strategic HRM is that the company's policies and procedures
related to employees should fit into the organization's broader strategic plan.
Developing these links between HR and strategy has the distinct advantage of helping
the organization to evaluate its current HR policies and to replace outdated or inefficient
policies with ones that promote a better workplace environment and employee relations.
As the company evaluates its HR policies, it can use the strategic plan's aims and
objectives to evaluate each HR process. Those that fall out of the strategic vision can
be reformulated or discarded in favor of better ones.
Team-building
Strategic HRM also helps to foster a sense of team spirit and camaraderie within
the organization. A company's strategic vision will ideally rely on input from a broad
range of stakeholders including managers, employees, customers and investors.
Creating an HR strategy that aligns with this sense of open communication can have

the major benefit of helping stakeholders feel like their opinions are valued and
meaningful to the company's owners and executives.
Helps Monitor Progress
While the strategic vision of the company can influence the creation and
evaluation of HR policies, the reverse can also be true. Human resources can help the
organization monitor its progress toward achieving its stated goals and objectives in the
strategic plan. Much of the strategic plan is likely to rely on the cooperation and support
of employees and individual departments or functions within the organization. HR has a
key role to play in making sure that all of these components of the strategic plan are
implemented in a timely and effective way. The advantage of this marriage between
strategy and HR management is that the company's executives and its HR function are
consistently monitoring one another's progress and tweaking processes for the benefit
of the company and its employees.
Keeps the Organization Legal
A final advantage of the human resource management strategy is in keeping the
organization compliant with laws relating to employees, salary, insurance and the like.
The laws and policies governing business are complex and can vary between
jurisdictions, but HR has a key role to play in making sure that the organization's
strategic plan is not only presently legal but is also amendable enough that it can adapt
to changing times and changing legal circumstances.
Functions of Human Resource Department

In this study there are six main functions on human resource department the
recruitment refers to the overall process of attracting, selecting and appointing suitable
candidates for jobs within an organization, either permanent or temporary. Recruitment
can also refer to processes involved in choosing individuals for unpaid positions, such
as voluntary roles or training programmers next is safety on human resources the safety
refers to the protection of the employee it comes on financial, and physical, social,
spiritual, financial, political, emotional, occupational, psychological, educational or other
types or consequences of failure, damage, error, accidents, harm or any other event
which could be considered non-desirable. Safety can also be defined to be the control
of recognized hazards to achieve an acceptable level of risk. Next is employee relation
is all about the concern between the employee and the company and if the employee is
fit on that work. The fourth is compensation and benefits it is about their health benefits,
on retirement fees and all the transaction of benefits. Fourth is compliance with labor
and employment laws is a critical HR function. Noncompliance can result in workplace
complaints based on unfair employment practices, unsafe working conditions and
general dissatisfaction with working conditions that can affect productivity and ultimately,
profitability... last is training and development this is all about team buildings and
training on the position if they are fit on that position.

The Significance of Human Resource Management Systems

In a broad definition, a human resource management system, or HRMS,
encompasses the highest level of human resource management activities. It is a

program of multiple human resource policies that are internally consistent in relation to a
human resource objective. HRMS also refers to the integration of human resource
management and information technology to automate and facilitate human resource
activities. The general notion of an HRMS helps small-business managers craft suitable
human resource systems based on their field of business and business growth stage.
Organizational Effectiveness
The human resource management system of a company has a significant impact
on individual and organizational effectiveness. A good HRMS brings consistency in
human resource management practices and improves human relations in the company.
An effective HRMS is focused on a strategic objective and works by improving
employee knowledge, skills, motivation and contribution opportunities. Based on their
overarching goal, human resource management systems contribute to organizational
effectiveness in multiple ways.
Employee Commitment
An HRMS focused on increasing employee commitment will recruit selectively,
provide employees with intensive training, and offer a high level of compensation. For
example, a small medical clinic serving local senior citizens may focus on recruiting and
retaining caring staff to provide quality service. Recruiting will require conducting
multiple interviews to make sure the personality of the applicant matches the
requirements of the position. Once the right person is selected, intensive job training

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

performance and organizational commitment.
Empowering Employees
The focus of an HRMS can be increasing the involvement of employees and
empowering them. Under such a system, employees are given more decision-making
power, and teamwork is encouraged. For example, a small-business owner may want to
shift from focusing on the day-to-day functions of the business to expanding the
business. This requires trusting employees, training them, and giving them more
decision-making authority.
Occupational Safety
Occupational injuries and fatalities can have devastating consequences for
employee morale. Such incidents can also potentially jeopardize the business. In a
small manufacturing company, managers may focus the HRMS on improving
occupational safety. This requires hiring reliable, trained and detail-oriented people and
providing intense safety training.
Customer Service
Small businesses have typically limited market share. Providing excellent
customer service is one strategy to defend market share. An HRMS focused on
delivering good customer service includes improving the physical work environment, a

supportive and collaborative spirit to cover possible mistakes, and use of appropriate
service delivery technologies such as computers.

HRM Needs
Steinmetz (2011) stated that here is a need to standardize the process of
research particularly in the field of HR .Researchers need to develop a process in which
development of questionnaire, administration of questionnaire and structuring of
comparable measures should follow the same way. Results of such a research cannot
be generalized without a process which is close to uniformity.
INFORMATION TECHNOLOGY TO THE HUMAN RESOURCE INDUSTRY
The addition of information technology to the human resource industry has
revolutionized the contemporary workplace. HR professionals now have an increased
capacity not only to gather information, but also to store and retrieve it in a timely and
effective manner. This has not only increased the efficiency of the organization but also
the effectiveness of management functions. New technology has also created
opportunities for higher levels of stress for younger and older workers alike Mujtaba,
Afza, and Habib, N. (2011), unethical temptations and behaviors Mujtaba, (2011), and
opportunities for better leadership practices (Mujtaba and Afza, 2011). The twenty-first
century is characterized as the knowledge century (Chin-Loy and Mujtaba, 2011). The
addition of information technology to the human resource industry has revolutionized
the contemporary workplace. HR professionals now have an increased capacity not

only to gather information, but also to store and retrieve it in a timely and effective
manner. This has not only increased the efficiency of the organization but also the
effectiveness of management functions. New technology has also created opportunities
for higher levels of stress for younger and older workers alike (Mujtaba, Afza, and
Habib, N. (2011), unethical temptations and behaviors (Mujtaba, 2011), and
opportunities for better leadership practices (Mujtaba and Afza, 2011).
I.T AS A CATALYST TO HUMAN RESOURCE
Traditionally human resource departments are often treated as cost-centers. In
recent times, they are transforming themselves from administrative cost-centers to
strategic partners in delivering further business value with the help of information
technology. Today the heightened demand to support the strategic business objectives
with an exceptional focus on shareholder value have headed to transforms in both job
content and expectations of human resource professionals. According to Michael J.
Kavanagh

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

human resource management function as adding value to the organizations product or

service led to the emergence of the HR department as a strategic partner. Strategic
human resource management derives its theoretical significance from the resourcebased view of the firm that treats human capital as a strategic asset and a competitive
advantage in improving organizational performance Becker & Huselid (2010).
Interface between HR and Technology

The Information Technology driven automation and redesign of work processes

certainly help reduce costs and cycle times as well as improve quality. Management
information systems (MIS) can further help decision makers to make and implement
strategic decisions. However, IT is only a tool and can only complement, not substitute,
the people who drive it.
Often, organizations mistake IT as a message and not the messenger and
divert time, effort, and money away from long-term investment in people to developing
and deploying information technologies. In fact, the critical success factors in
information systems project implementation are nontechnical and are due to more social
and managerial issues. With the increasing use of information technologies in HR
planning and delivery, the way people in organizations look at the nature and role of HR
itself may change.
In traditional organizations with silo mentalities, turf wars between departments
and functions acting as independent entities are common. Therefore, top management
needs to be mindful of organizational politics in managing change. Through most of its
evolution, HRM has had an administrative and caretaker focus in its delivery. With
technology significantly decreasing the time required for administrative tasks, many HR
professionals may find it difficult to redefine their jobs and may thus resist the change to
an HRIS. This calls for redefining and transforming the role of HRM through valueadded, strategic initiatives and interventions. This also involves learning new skills for
HR professionals and rethinking the way the HR department is organized and delivers
its services. With the improved job skills of HR professionals, technology will be seen as

HRs partner in progress. While having an advanced, full-fledged system will not
automatically make HR a strategic business partner, it acts as a building block and an
effective aid in the process.
Perhaps the most central use of technology in HRM is an organizations human
resources information system (HRIS). Because HR affects the entire

workforce

everyone who works for the company must be hired, trained, paid, and promoted,
usually through HRthe impact of HRIS has been dramatic. It has become a potent
weapon for lowering administrative costs, increasing productivity, speeding up response
times, improving decision-making, and tracking a companys talent. The most obvious
impact has been operationalthat is, automating routine activities, alleviating
administrative burdens, reducing costs, and improving productivity internal to the HR
function itself. The most frequent uses include automating payroll processing,
maintaining employee records, and administering benefits programs. Self-service
setting up systems, usually on an intranet, allows managers to access employee
records themselves for administrative purposes and allows employees to access and
change their own benefits and other personal information. The second way in which
information technology is affecting human resources management is relational in nature
connecting people with each other and with HR data they need. For example,
companies are using software to recruit, screen, and pretest applicants online before
hiring them as well as to train, track, and promote employees once they have been
hired. The drug maker Mercks HRIS captures information from job recruiting sites,
scans applicants resumes, and makes the information immediately accessible to
managers so they can search systematically for the people whose skills they want.

Managers can search online for internal and external talent by running searches of
candidates who have been categorized by skill set.

Advancing HRM with Technology

Advancements in information technology have enabled organizations to take
advantage of the information explosion. Computer networks and cloud computing
(Internet computer services and data storage) have made it possible for nearly unlimited
amounts of data to be stored, retrieved, and used in a wide variety of ways.
Collaborative software that allows workers anywhere anytime to interface and share
information with one another electronicallywikis, document-sharing platforms such as
Google Docs, online chat and instant messaging, web and video conferencing, and
electronic calendar systemshave changed how and where people and companies do
business.
HR IS, the complexity of the IT challenge
The development of human resources is bound inextricably to the technology
that serves it. The HR function has faced a succession of demands for changes to the
way in which it delivers transactional services ranging from the development of more
effective, integrated end-to-end processes to the development of knowledge-based
centers of excellence.

In the end, however, the ability of the HR function to deliver step changes in
performance is dependent on its capability to manage administrative tasks, which in turn
demands a firm grasp and control of HR processes and data. For instance even the
frequent request for simple headcount figures raises issues in the production and
interpretation of data, thus making difficult to grasp the complexity of fast-moving HR
information, even after they may have invested considerable sums of money in systems
to try to raise the capabilities of the HR function. HR staff have often to succeed in
reconciling their headcount figures with those of payroll or pensions, who may be using
subtle variations on the parameters selected by HR. Similarly, finance operations may
confound the issue further by viewing the organization differently from HR. Clearly when
cost centers dont line up in an obvious way with organization structures, then aligning
headcount with staff costs becomes a complicated task. These issues make many
organizations wonder where the promised efficiency savings come from.
The situation is no simpler around the management of integrated HR
processes. For example, the benefits of an integrated HR and payroll operation, whilst
well documented, are still frequently unrealized. A lack of integration around legacy
systems frequently shows up in HR as separate HR and payroll systems.
Consequently the organization and delivery of HR and payroll services is defined
not by what works best for the customer/employee, but by where the boundaries of the
software lie. Interfaces between systems too often define the divisions between
departments, for example where HR data on employee movements are passed
summarily across to payroll, causing the process to wade through and requiring manual
intervention, recalculation and double entry of data. Such data and process

management problems and resultant inferior service quality have been a recurring
historical problem in HR that has, arguably, been a contributing factor in the inability of
the function to participate fully in the strategic agenda. Against this background of
struggling to make technology deliver, HR is now facing a new challenge in terms of the
way

its

services

are

organized

and

delivered.

The

separation

of

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

development of the role of the HR business partner to deliver strategic advice and
support directly to the business, have set new standards of process and data
management for HR to achieve.
However, there is unlikely to be much tolerance for HR failing to deliver benefits
from the new HR model and blaming the historic problems on poor technology. Many
organizations are pushing the operational effectiveness agenda hard, motivated by
clear success stories around shared services in different organizations. In some
sectors, such as government, the objectives have been formalized for example
demanding fixed levels of operational improvement in a given timescale (Cedar, 2011).
The move to more effective HR operations and technology is not simply
inspirational; it is a clear demand from the business. This demand is given added edge
as, for many organizations, the development of HR shared services is simply one
option, with the other being to source such services from commercial external providers.
An increasing number of organizations approach the transformation of HR
operations with an open mind as to whether the solution should be built or bought
(Raymond, 1985). The implications for HR are clear: delivery of HR services needs to

make a change in performance to keep pace with demand from stakeholders and
shareholders, or be considered a prime target for outsourcing. Against this background,
reliance on legacy technologies with their inherent problems and high cost is simply not
going to cut it.
The HR technology architectures that support our proposal of a new HR model
illustrate how organizations can best leverage technology to serve the process of HR
change. We will look at the implications of this HR model in terms of new users roles
and their needs. In particular, the model will help illustrates how the HR infrastructure
can evolved to accommodate the needs of HR business partners, centers of excellence
and HR shared service centers. This model will serve for us to explain the integration of
different HR processes into a single management system that supports the HRIS
transformation process. Before introducing the model, it is of primary importance to take
an in-depth glance at the new HR processes structure resulting from the interrelation
between ICT technology and work/information flow.
How Does Technology Impact HR Practices?
Technology has changed the business world many times over. In the Information
Age, the advent of computers and the Internet has increased that impact significantly.
Many businesses cannot even function without the use of computer technology. This
impact is seen in nearly all areas of business, including human resources, where
technology continues to have a significant impact on HR practices.

Recruiting
One way in which human resources has been significantly impacted by
technology is in the area of recruiting. Before the Internet, HR recruiters had to rely on
print publications, such as newspapers, to post jobs and get prospects for open
positions. Other methods such as networking also were used, but HR recruiters did not
have the ability to post a job in one or more locations and have millions of people see it
all at once. Technology has made recruiting more efficient and, in the hands of the right
recruiter, more effective as well.
Training
Information technology makes it possible for human resources professionals to
train new staff members in a more efficient manner as well. The ability to access
company information and training programs from remote locations eliminates the need
for trainers to work directly with new hires on all training. Some interaction will always
be necessary on some level, of course, but training in virtual classrooms makes it
possible for the HR professionals to train a large number of employees quickly and to
assess their progress through computerized testing programs.
Data Storage and Retrieval
Human resources professionals generally process a considerable amount of
paperwork and also have to keep much of that paperwork on file for a considerable
period of time. The use of electronic imaging has made it possible for companies to
store and retrieve files in an electronic format. Technology also makes it possible for

human resources professionals to simply print the forms that are needed for employees.
Printing on demand eliminates the need to dig through an endless number of files in the
file cabinet to find what is needed.
Performance Management
Enhanced performance management is another byproduct of technological
improvement. Human resources professionals can use computer technology to assess
employee performance and also to get employee feedback to be used for the
betterment of the organization. Various software programs make it possible for human
resources professionals to examine employee performance using metrics to ensure that
employees are meeting performance standards. Employees that don't measure up can
be subjected to additional training or let go in favor a replacement who can come in and
do the job.
To offer thorough human resources involvement in your business, HR
professionals must understand, generate and implement an integrated approach to
practices and activities. The process can be viewed as having two-steps: First, establish
practices designed to achieve the goals of your business in efficient, safe and legal
ways; and, second, execute the practices through associated activities, enacting
improvements when necessary. HR practices should create a natural flow to HR
activities. When this occurs, your human resources department should be functioning at
optimum levels for the benefit of your business.
How to Identify Relevant HR Systems, Forms & Practices

When your HR department designs policies and procedures that align with your
goals, you can grow your business at a pace that ensures a healthy return on your
investment. Identifying the appropriate human resources systems, forms and practices
that are relevant to your company goes a long way toward establishing a stable,
productive workforce. With numerous processes to choose from, HR must evaluate
them with your company's specific needs in mind.
Choosing HR Software
As your company grows, your HR department will need to choose HR
management software that is a good fit with your company goals as well as with the
demands and needs of your workforce. The HR department should evaluate software to
see if it is capable of handling basic functions: employee payroll, benefits, time off and
vacation scheduling, personal information and attendance records. The system should
include key analytics that predict the future need for hiring employees. It should also
comply with legal and regulatory rules.
Necessary HR Forms
Your HR department issues forms to any new member of your workforce. These
forms should be clear and make it easy for the employee to enroll in the company's
benefits program, provide emergency contact information, verify employment eligibility,
provide a home address and phone number, and choose the number of tax exemptions
for withholding. The HR department should also select payroll forms that include direct
deposit information. You can identify other HR forms that make employees aware of

your companys rules as well as state and federal regulations. Relevant material
regarding workers compensation, maternity leave, time off and sick pay should also be
provided.
Best Practices
The use of best practices by your HR department can set the course for the longterm success of your small business. Effective practices include using user-friendly job
applications for candidates and building a reliable database of potential applicants that
streamlines your companys recruiting and hiring process. Conducting performance
evaluations that set goals for your employees and that prompt dialogue and
communication about your company objectives is an identifiable example of bestpractice methods. HR also should implement training and career development with the
goal in mind of having employees grow with your business.
HR Management Strategy
Monitor whether or not your HR strategy relates to your companys objectives
and goals. If HR screens out applicants who don't know your software, for example, and
you have training to teach that software, you can inform HR that it's acceptable to hire
employees who don't already have that specific software knowledge. A key element to
look for in identifying whether or not HRs strategy is aligned with your company vision
is the employee environment it inspires. Success is evident if your workforce consists of
the right people with the right mix of skills, attitudes and behaviors to carry out your
companys mission.

HR Shared Service Technology Requirements

Companies can sometimes save money on their human resources department
by centralizing all HR services at a single HR shared-services location. To implement an
HR shared services model, companies usually have to adopt new technology, but the
amount and type of new equipment depend on the complexity of the HR services.
HR Shared Services
In many small companies, one person can handle all of the HR needs for the
organization. The need for HR shared services arises when the company has HR staff
at several locations. For instance, a local bank might have HR staff at five different
locations throughout the area in which it does business. While this arrangement is
convenient for employees who need to ask HR a question, the bank may be able to
save money by centralizing its HR services.
HR Websites
HR shared services are usually organized so employees can find answers to
simple questions themselves. For instance, employees located at any of the bank's five
local branches could log on to a password-protected website to consult an FAQ file or
examine their own personal information. This approach requires an enterprise human
resources software system to store employee information in a database and a website
capable of accessing the database. The website should also have live-click links to
allow users to chat with HR employees through the site.

Advantages and Disadvantages of Technology Advances

In today's world, where just about everything is more convenient and accessible
due to advances in technology across almost all sectors, it may seem as though it's a
misnomer to even mention any disadvantages of technological advances. However,
despite how far technology has taken humans and no matter how convenient it may
make things, there are some disadvantages accompanying this level of access.
Advantage: Great Discoveries In All Industries
Technology advances show people a more efficient way to do things, and these
processes get results. For example, education has been greatly advanced by the
technological advances of computers. Students are able to learn on a global scale
without ever leaving their classrooms. Agricultural processes that once required dozens
upon dozens of human workers can now be automated, thanks to advances in
technology, which means cost-efficiency for farmers. Medical discoveries occur at a
much more rapid rate, thanks to machines and computers that aid in the research
process and allow for more intense educational research into medical matters.
Disadvantage: Dependency
The more advanced society becomes technologically, the more people begin to
depend on computers and other forms of technology for everyday existence. This
means that when a machine breaks or a computer crashes, humans become almost
disabled until the problem is resolved. This kind of dependency on technology puts
people at a distinct disadvantage, because they become less self-reliant.

Advantage: Cost Efficiency

Cost efficiency is an advantage in some ways and a disadvantage in others. As
technology improves on existing processes and showcases new ways to accomplish
tasks, machines are able to produce the same -- if not more -- output than humans in
certain industries. This results in cost savings for business owners, allowing them to
invest in growth in other areas of the business, which contributes on a positive level to
the economy as a whole.
Disadvantage: Less Value In Human Workers
At the same time, human workers retain less value, which is a disadvantage of
technological advances. Because machines automate processes and do the work of 10
people with one computer, companies find they don't need to employ as many people to
get the job done. As machines and computers become even more advanced and
efficient, this will continue to be a growing disadvantage of technology and an issue that
has a global impact.
The Advantages of an Integrated HR Technology Solution
Saves Time
Most HR departments already have to work with outside vendors, such as health
insurance companies or payroll businesses, but the different vendor databases and
software programs are not connected in any way. The internal HR department usually
has to field questions from employees about any problems or issues with the different

self-service websites, which can take up valuable time. When you install an integrated
technology system, employees only have to log in to one website to view their current
insurance information, payroll status, accrued vacation time and retirement plan
information. A one-stop website that encompasses all employee information can save
everyone time and energy.
Provides Clear Career Pathways
Rather than depending on your department heads or managers to take the
initiative to help employees develop career progression plans or promote star
employees, an integrated system can give your self-starters the power to take matters
into their own hands. All the HR representative has to do is input different training
courses and other requirements, and employees can take online courses or sign up for
in-person classes to meet the requirements for the next steps in their career pathways.
Helps with Consistency
In an integrated HR technology solution, you can connect your performance
reviews and compensation databases together. For example, the HR coordinator can
input clearly defined job competencies for each position into the system. During the
performance appraisal time, each employee is evaluated against these predetermined
competencies. You can also compare employee salaries, as well as their overall
reviews, in the system to ensure everyone is getting paid fairly.

Ensures Compliance
Many integrated HR technology solutions feature online W-4 and I-9 forms, the
federal forms for tax withholding and employment eligibility verification. With an
integrated software solution, you can relax knowing that the system will send you
reminders when an employee's work authorization is about to expire or has any
discrepancies. Some companies even place employee policies on the self-service
website, and employees have to digitally sign them before they are able to do anything
else on the website. This ensures that you have digital records for any mandated
procedures or agreements.
Automated Transactions
According to Uniform Electronic Transactions Act, Section 2 in 1999, automated
transaction means a transaction conducted or performed, in whole or in part, by
electronic means or electronic records, in which the acts or records of one or both
parties are not reviewed by an individual in the ordinary course in forming a contract,
performing under an existing contract, or fulfilling an obligation required by the
transaction.
Science and Technology
According to Article XIV Section 10, Science and Technology in 1986,
developing a technology for the companies/countries productivity should be the main
concern of the developer. As stated, the state shall give priority to research and
development, invention, innovation, and their utilization; and to science and technology

education, training, and services. It shall support indigenous, appropriate, and selfreliant scientific and technological capabilities, and their application to the country's
productive systems and national life.
The Philippine Digital Strategy Transformation 2.0
Digital Empowered Nation in 2011 stated that Information and Communication
Technology (ICT) has become and will continue to be an integral part of the day-to-day
life of every Filipino across all levels of our society. The occurrence of communication
technology around the world necessitates that government get on a cohesive and
coordinated strategy on how to prepare its citizens to survive, live and thrive in a digital
world.
Factors to Consider When Developing a Human Resource Information System
Many managers will tell you that the employees of a company are its most
important asset. A human resource information system is a software or online solution
that helps companies manage this valuable resource consistently and provides
information for management decisions. To develop an effective system, you must
consider the many factors in addressing tasks such as hiring new employees,
compensation, promotion, planning for retirement and succession.
Objectives
Overall objectives of an human resource information system are to improve the
administration of human resources while increasing efficiency and reducing costs. To

accomplish these goals, the system automates standard functions and makes the
delivery of services to employees more convenient. Such systems gather and retain
more information than older, manual systems, but to be effective, they have to present it
in a form managers can use to make personnel decisions. When you are considering an
HRIS, make sure it fulfills all the functions of a traditional system while offering greater
ease of use to both employees and HR staff.
Functionality
A human resource information system keeps track of employee profiles and
administers benefits. More advanced systems develop descriptions of positions in the
company's organization, match employee profiles to the positions and recommend
training where the profiles don't match the position. Managers can use HRIS to plan for
promoting employees along organizational paths that match their profiles while
evaluating performance against the requirements of the position. The succession
planning function helps managers designate one or more possible replacements for
each position should the company lose a particular
Security
An HRIS must protect employees' privacy while ensuring that the data is
accurate and the information remains accessible to authorized parties. When
developing the system, ensure that it requires user names and passwords for access
and tht it keeps logs of access requests to record who has been viewing files. Typically,
such systems incorporate an access level for viewing data, a level for changing data

and a level for changing database structures. Procedures governing changes to the
information make sure it is modified only when necessary, and change logs preserve
the history of such actions.
Implementation
A key factor for developing an HRIS is how you plan to implement it. The
changeover to the new system must take place without disrupting the operations of the
company and the delivery of services to employees. Additionally, employees will require
training on the new system. Companies often plan for the parallel operation of the old
and new systems for a limited time, and training takes place prior to and during this
time. When the new system takes over, the old system remains accessible for historical
data if necessary.
Implementation Barriers
The literature of HRIS implementation shows that many organizations have
problems when implementing new technologies including HRIS, due to many barriers.
These barriers include: 1) lack of sufficient capital and skills 2) cost of setting up and
maintaining HRIS. 3) Lack of money; 4) a lack top management support and
commitment. 5) lack of HR knowledge by system designers; 6) the lack of applications
for HR users. 7) A lack of qualified HRIS staff; lack of a HRIS budget; 8) lack of
cooperation with other departments; 9) the lack of information technology support. The
relationship between organizational size and HRIS usage acknowledge by many
scholars. For example, the low-level usage of HRIS output by HR practitioners by

organizational size, HRIS time in use, organization culture and strategy, and IT skills. In
addition, there are two primary differences between small and large organizations
acquiring a HRIS: the cost and the risk. Small organizations do not need a complex
sophisticated HRIS as larger organizations need, and in many times small organizations
would not be able to afford the complex organization resource planning systems. Risk is
more persistent since small organizations may find it more difficult to absorb downtime,
training required, time and problems related with adopting new software.
Improving HRI success
Perceived usefulness is primarily determined by information quality, while ease of
use explains only a relatively small amount of variance. This nding is in line with the
results of Voermans and Veldhoven (2007), who found that ease of use correlates with
attitudes toward HRI systems, but does not contribute in a signicant way to explain the
variance in attitudes toward HRI systems. A look at the items related to information
quality reveals possible triggers for increasing the amount of information quality and
thereby the perceived usefulness of HRI. This shows that practitioners should aim to
nd a close relationship between their users needs and the content provided by the
available sources of HRI. In particular regarding the increasing amount of computeraided analysis tools, the amount of available information is increasing accordingly. The
items reveal that it is not the amount of information, but rather the t between user
requirements and the available HRI-related content which drives the perceived
usefulness.
Reexamining HRM to meet new challenges and demands

Tissen and others (2010) in the recent past a wide range of studies suggested a
positive relationship between HRM and the performance of organizations. The majority
of this literature is increasingly regarded as being outdated. It is viewed as first
generation research in which the importance of HRM is recognized, yet little or no
attention is placed on what is known as the causal process between HRM and the
functioning of the organization.
A Human resource management in the project-oriented organization
Keegan, Huemannand Turner (2011) Various HRM responsibilities of managers
especially in project oriented companies is a concern that is not given the attention by
HRM literature. More clear and specific elaboration of responsibilities in contemporary
organizations can increase performance at each level manifolds.
Shen and Zhu (2011) More and more organizations seek to improve their
performance by using appropriate HRM policies and practices. Due to the importance of
CSR to business, it is important for HRM policies and practices to address both the
firms strategic needs and the interests of internal and external stakeholders
Teo, Clerc and Galang (2011) Investment in human resources (HRs) through
embracing human capital enhancing (HCE) human resource management (HRM)
system is positively linked to organizational performance. Moreover, Front line
employees are strategically significant and important source of competitive advantage.
McKenna and others (2010) Modern HRM practices afford an opportunity to
gain increasing control over line managers, other employees and their behavior. Critical

approaches to management imply the need for skepticism about the purposes of the
global transferability of HR ideas and practices. Moreover, rather than focusing on
whether practices can be transferred, the barriers to transfer, or how they are
transferred, a key theme in a critical approach is how work is designed and people are
managed to achieve the control necessary within organizational, economic and societal
contexts (Delbridge 2010).
Azmi (2011) Effectiveness of HRM function is invaluable to achieve
organizational performance through HR practices. Author found four dimensions of
SHRM fit 1. Fit between HRM and corporate strategy 2. Fit between HR roles and
position 3. Fit within HRM function 4. Fit between HRM and other functional

Areas

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

a need to adopt strategy and structures with cross cultural operability to optimize the
efficiency. This will warrant the need to redefine HR strategies to increase or maintain
organizational performance.

Project Human Resource Management

Project Human Resource Management includes a process that
organizes, manage and lead the project team. The type and number of team project can
change often as the project progresses. There are specific roles and responsibilities for
the project team, they are also assigned member for it. The project team is responsible
on conducting leadership activities such as initiating, planning, executing, monitoring,

controlling, and closing the various project phases. The project sponsor works with the
project management team typically assisting with matters such as project funding,
classifying scope, monitoring progress, and influencing others in order to benefit the
project.
Develop human resource plan is the process of distinguished and
documenting project roles, responsibilities and must, have required skills and creating a
staffing management plan. Human resource management planning is use to identify
required skills for project success. For success they also have project organization and
the staffing management. They must conduct team building strategies for effectiveness.
One European model of HRM?
Gooderham and Nordhaug (2010) stated that institutional context is highly
relevant in Practices of HRM. HRM framework is essentially required which should be
able to incorporate contextual factors in question. Few suggested are:

Culture,

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

HRM and the External Contexts of Organizations

Within the United States, almost all aspects of HRM are affected by the legal
and regulatory environment. In the process of attending to the legal environment, the
field also responds to the social and political environments that give rise to and shape
the promulgation, interpretation, and enforcement of acts of Congress, executive orders,

tax codes, and even funding for HRM innovations. As US corporations expand their
operations abroad, however, they face additional legal concerns. For example, in
European countries, organizations are obliged to set aside specific sums of money for
formal training and development. And for corporations that employ expatriates abroad,
immigration and taxation treaties can influence staffing decisions. Global corporations
also encounter additional social and political realities. For example, in some countries,
civil laws and religious laws coexist and jointly define a legal context for HRM. Looking
ahead, institutional theory and resource dependence theory appear to be particularly
useful guides for research on how the legal, social, and political environments impact
HRM
Potential topics for investigation include the conditions and processes that
facilitate or inhibit the adoption and transfer of HRM innovations (e.g. see Johns 1993)
and the feedback processes through which the HRM activities of organizations create
changes in their social, legal, and political environments.

HRM and the Internal Contexts of Organizations

Technology refers to a system's processes for transforming inputs into usable
outputs. These processes can vary along many dimensions, including the degree of
continuity in the production system, the types and levels of knowledge required by the
system, the degree to which tasks are routinized and predictable, and the linkages and

interdependencies among tasks and people. The impact of technology on the social
dynamics within organizations has long been recognized, but only recently has US
researchers begun to address systematically the implications of technology for HRM.
Following human capital theory and a systems theory view of the relationship between
human and technical subsystems, HRM would be directly influenced by the presence of
advanced manufacturing technology (AMT), total quality management (TQM), and just
in-time inventory control (JIT). Using data from 512 manufacturing firms, they found that
firms using traditional technologies were less likely than firms using AMT to engage in
selective hiring, comprehensive training, developmental appraisal, and externally
equitable compensation. The role behavior perspective to predict and explain why,
compared to firms engaged in mass production, firms using technologies for flexible
specialization were more likely to use performance appraisals in determining pay and
training needs.
System Development Process for an HRIS
From the engineering and information processing literature, the formal design of
any information processing system is supposed to follow a set of steps labeled the
System Development Life Cycle (SDLC). However, the traditional SDLC is somewhat
difficult to use as originally specified. But there is agreement that the SDLC has five
general phases: (1) planning, (2) analysis, (3) design, (4) implementation, and (5)
maintenance. As will be seen, particularly in Parts I and II of this book, there are multiple
references to the SDLC and its phases. Applying the main concepts and phases of the
traditional SDLC t1o the HRM function, recommended the following system

development process for an HRIS: The HRIS development process refers to the steps
taken from the time a company considers computerizing its human resources functions
through the analysis, design, development, implementation, maintenance, evaluations,
and improvement of the system.
SYSTEM DEVELOPMENT TOOLS
All about VB.net
According to Encyclopedia in 2013, VB.NET is the .NET version of the Visual
Basic (VB) programming language. Like all .NET languages, VB.NET uses the Common
Language Runtime (CLR) for program execution. VB.NET is substantially different from
traditional Visual Basic, which has been the most popular language for developing
Windows applications.
Microsoft Visual Studio
According to Microsoft in 2010, Visual Studio is an integrated development
environment (IDE) by Microsoft. Visual Studio is used to develop console and graphical
user interface (GUI) applications. Visual Basic 10.0, as the subject of this book, is a
component of the Visual Studio. As KarelBagin in (2010) had said, Visual Studio is like
the text editor, Visual Basic is like the language you are writing in.
SQL (Structured Query Language)
Is a special-purpose programming language designed for managing data held in
a relational database management system (RDBMS).

SQL consists of a data definition language and a data manipulation language.

The scope of SQL includes data insert, query, update and delete, schema creation and
modification, and data access control. Although SQL is often described as, and to a
great extent is, a declarative language (4GL), it also includes procedural elements.
Evaluation Tool
ISO/IEC 9126
The fundamental objective of this standard is to address some of the well known
human biases that can adversely affect the delivery and perception of a software
development project. These biases include changing priorities after the start of a project
or not having any clear definitions of "success." By clarifying, then agreeing on the
project priorities and subsequently converting abstract priorities (compliance) to
measurable values (output data can be validated against schema X with zero
intervention), International Organization for Standardization (ISO) or International
Electrotechnical Commission (IEC) 9126 tries to develop a common understanding of
the project's objectives and goals.

OPERATIONAL DEFINITION OF TERMS

For the better understanding of the research study, the researcher
defined the following terms in relation to its usage to this particular study. The
terminologies were defined conceptually and operationally.

Office Day Letter refers to a letter that states an excuse for absences.
Administrator is the one who manage and have the authority in adding,
deleting and updating information in the system. Most probably, its the HR Manager.
EOC refers to End of Contract; ending the term.

Knowledge Requirements
Differences between HRMS and
HRIS
Information Technology on Human
Resource Information System
Factors to consider when
developing HRIS
System Development Process for
HRIS

System/Project
Design
Flow Chart
Context Diagram
Data Flow
Diagram
User Interface
Design

Human

Resource
System/Project
Requirements
Development
CONCEPTUAL
MODEL OF THE STUDY Information
Operating System: Windows
7 or
above, MAC or UNIX.
Program Coding of
Processor: Pentium III or 2.0 GHz
System
modules and
Process
Output
or higher. Inputs
functions
RAM:256 Mb or more.
Printer
System/Project
Testing

Testing of Program
Surveying

Evaluation

TOPICAL OUTLINE:
HUMAN RESOURCE INFORMATION SYSTEM FOR SHOEMAKERS SHOP INC.

1. What is HRIS?
1.1 Previous Studies of HRIS 1.2

1.2 Differences Between Human Resource Management Systems & Human

Resource Information Systems
1.3 Different Types of HRIS
1.4 What is the difference between HR Activities and HR Practices?
1.5 What are the Advantages and Disadvantages of Human Resource
Information System
1.6 The Roles of Human Resource Information System in Human Resource

2.

3.

4.

5.
6.

7.

Planning
1.7 Impact of Adopting HRM in three ties
1.8 The Advantages of Human Resource Management Strategy
1.9 Functions of Human Resource Department
1.10 The Significance of Human Resource Management Systems
Information Technology on Human Resource Information System
2.1 IT as catalyst to Human Resource
2.2 Interface between HR and Technology
2.3 Advancing HRM with Technology
2.4 HR IS, the complexity of the IT Challenge
2.5 How does Technology Impact HR Practices
2.6 How to Identify Relevant HR Systems, Forms & Practices
2.7 HR Shared Service Technology Requirements
2.8 Advantages and Disadvantages of Technology Advances
2.9 Automated Transactions
2.10 Science and Technology
2.11 The Philippine Digital Strategy 2.0
Factors to Consider When Developing a Human Resource Information System
3.1 Implementation Barriers
3.2 Improving HRI Success
3.3 Reexaming HRM to meet new challenges and demands
Human Resource Management in Project Management Organization
4.1 Project Human Resource Management
4.2 One European Model of HRM
4.3 HRM and the external Context of Organizations
4.4 HRM and the Internal Context of Organizations
System Development Process for an HRIS
System Development Tools
6.1 All About Vb.Net
6.2 Microsoft Visual Studio
6.3 SQL (Structured Query Language)
Evaluation Tool
7.1 ISO/IEC 9126