HRM Final Research Thesis Spun

Role of SHRIS in Banking sector of Pakistan
Chapter No. 1
1.1
Introduction
In todays knowledge-economy, organizational success depends

tremendously on the performance of human resource management
(HRM) (Lippert and Swiercz, 2005; Troshani et al., 2011).
Furthermore, Human Resource Management (HRM) has recently

turned its concentration on knowledge sharing and strategic
workforce analysis and has been increasingly evolving into a
signifi cant
contributor
on
the
organizational
strategic
management (Rodriguez and Ventura, 2003; Troshani et al., 2011).
This turn in HRM practices is partially attributed to technologies

enablers, such as human resource information system (HRIS)
which consists of systematic procedures and functions to acquire,
store, retrieve, analyze, manipulate, and disseminate relevant
information concerning organizational HR (Lippert and Swiercz,
2005; Troshani et al., 2011).
To increase the eff ectiveness of HRM, organizations are becoming

more and more dependent on HRIS (Ball, 2001; Lippert and
Swiercz, 2005; Troshani, et al., 2011). At the functional level, HRIS
can keep track of employees', applicants', and contingent workers'
qualifi cations,
demographics,
performance
evaluation,
professional development, payroll, recruitment, and retention
(Harris and Desimone, 1995; Troshani et al., 2011).
With HRIS, the administrative effi ciency maintains faster

information processing, improved employee communications, and
greater information accuracy (Overman, 1992; Beadless, et al.,
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2005), lower HR costs and overall HR productivity improvements

(Beadles et al., 2005; Dery et al., 2009; Wiblen et al., 2010;
Troshani et al., 2011).
Strategic value can be derived using HRIS tools that assist

decision-making concerning vital HR functions (Farndale et al.,
2010; Troshani et al., 2011). For example, an HRIS can be
considered as a tool that provides strategic planners with the
needed information enabling them to forecast future workforce
demand and supply requirements. Moreover, it can be considered
as a tool that helps employers in retaining the right employees.
This can be done by paying them competitive salaries compared
to the market, and training them to develop their skills and
abilities to carry out their existing and future jobs.
The subject of the strategic signifi cance of human resource

management in organizational tactics and model gives a
cavernous venture into one of the basic success factors that
successfully support the achievement of leadership and objectives
of management. This paper provides a depth study into one of
the major Component of modern human resource management
that is identifi ed as Human Resource Information System.
1.2 MOTIVATION FOR STUDY:

The purpose of this study is to explore the role of Human
Resources Information System on strategic decisions in banking
sector of Pakistan. Previous studies have focused mainly on the
developed countries and there is less work done on measuring the
impact of Human Resources Information System on Strategic
Human resources decisions in less developed countries like
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Pakistan. In less developed countries, most of the fi rms are not

yet quite familiar with the importance of Human Resources
Information System and thus dont pay much attention on the
HRIS and SHRM.
Today the Individuals have an overabundance of understanding

about organizations. Thus it is important to study Human
Resources Information System and its impacts on the SHRM and on
profi tability of fi rms in these economies.
1.3 Research Objective
This study explores the role of human resource information

systems (HRIS) in strategic human resource management (SHRM).
The objective of this study is to draw a conceptual framework for

examining the direction of the linkage between Human Resources
Information System, SHRM and Impact of HRIS on Financial
Performance and apply the framework on the banking sector .The
broad objective of this research study is to examine the role of
Human Resources Information System in SHRM and impact of HRIS
on the fi nancial performance of banks however the Specifi c
objectives include:
To evaluate the relationship

Information System and SHRM.
To evaluate the impact of Human Resources Information

System on the performance of banks in Pakistan
1.2 RESEARCH QUESTIONS:
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between
Human
Resources
1.
2.
3.
4.
Do your Banks use HRIS?

Do HRIS can be applied in making strategic decisions?
Do your bank use HRIS in Strategic HR decisions?
Is there exists a relationship between HRIS and Strategic HR
decisions?
5. To what extent HRIS is used in making Strategic HR decisions
?
6. What is the future of HRIS in Strategic decisions in Banks?
1.4
PROBLEM STATEMENT:
In less developed countries like Pakistan, most of the fi rms are not
familiar with the importance of Human Resources Information
System and thus dont bother to pay much attention on the
Human Resources Information System and its consequences. So
its important to study Human Resources Information System and
its contribution towards the strategic Human resources decisions
and its impact on profi tability of fi rms in these economies.
Past
studies focused mainly on the developed countries and there is
less work done on Human Resources Information System in less
developed countries like Pakistan. It is evident from the extensive
review of literature that Human Resources Information System and
SHRM still lack qualitative and quantitative explanations and
require further comprehensive probing. The impact of HRIS on
Financial performance is also under studied.
1.5
SIGNIFICANCE OF THE STUDY:
The world has become a global village and it is necessary for the
fi rms to apply new technologies in order to meet competition in
the global economy. Firms grow and require long term strategic
decisions and Human resources are considered as a valuable
Capital of the organization , with eff ective HR organizations can
earn
profi ts
because
of
globalization.
Human
Resources
Information System can positively eff ect both in long term as well
as the short term performance of Banks. Islam et al, (2012)
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discussed that companies operating in multiple nations like

multinational organizations must apply HRIS in diff erent fi elds on
their operations. Under these circumstances, Human Resources
Information System can increase not only long term and short
term profi tability but also the sustainability of the company as
well as enhance the reputation of the organization.
Organizations are engaging in Human Resources Information
System because for the last three decades some companies are
taking competitive advantage by engaging in Human Resources
Information System and use HRIS methodologies as an important
part of strategic planning to obtain public support for their
presence in the global markets.
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1.6 Structure of the study
The first six chapters are reserved for the theoretical part of the study.
Chapter 1 is the introductory part. It consists of the study background,
the research objective, and the research methodology. This is just to
give a snapshot of the subject matter and the premise of the study.
Chapter 2 presents an in-depth discussion on the HRM concept by
touching on the various definitions, processes and other related issues.
Chapter 3 also throws light on HRIS its development, the various
definitions, and other related issues. Chapter 4 is about Strategic
Human resources management , Chapter No. 5 is about Intergration
between SHRM and HRIS. Chapter No. 6 shows the applicaiotn of
HRIS and SHRM in Banks. In each chapter the literature review
regarding study is provided.
Consequently, chapter 7 includes research methodology and presents

hypotheses development. This is to illustrate how the research
questions and the hypotheses were developed, including the
questionnaire. In addition, the chapter illustrates how the data will be
collected, sample technique to be used, statistical methods, and
discussion of validity and reliability of the data. Consequently, chapter
8 evaluates the empirical results by analysing the findings of the
individual hypothesis taking into consideration the various questions
allocated for each hypothesis.
Finally, chapter 9 presents, the implication of the results, conclusion,

and offers suggestions for future research.
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Chapter No. 2
Human Resources Management

2.1 Literature Review
HRM is derived from the phrase Personnel Management (PM). The
idea of PM evolved following Second world war in 1945 as being
a separate research coming from other managerial operates along
with help to make the actual employees operate right into a
skilled managerial side.
It can be stated that the classic operation regarding Personnel

administration is usually to hire along with fi re regarding staff
members in a business, in conjunction with earnings supervision
along with Teaching in some degree. There has been confl ict
regarding renovating role regarding PM into straight into HRM
(Tyson, 1985), that's the reason this got a little while to replace
PM together with HRM (Lloyd along with Rawlinson, 1992).
Some writers in business management advocated that since there

is similarity of
functions between PM and HRM therefore no
signifi cant diff erence do exist in their application. (Beer and
Spector, 1985).
The rapid development in business world and introduction of

technology lead to fresh ideas, new concepts, research and
philosophies of human resources (Noon, 1992, Armstrong, 2000).
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Some writers on Personnel management and Human resources

management said that the two concepts are old wine into new
bottle with a diff erent label (Legge, 2005). Whether HRM is well
thought- out to be unlike than personnel management is a constant
question
on
both
its
meaning,
concepts
and
practices
(Marchington & Wilkinson, 2002; Legge, 2005).
New horizons of Human resources are more directed towards

strategic vision and compared to stressing on traditional approach
of human resources.
Strategic horizons include team-based job designs, fl exible

workforces,
quality
improvement
practices,
employee
empowerment, and incentive-based compensation. (Huselid,
Jackson and Schuler, 1997).
Today we are living in a global economy. There is a rapid change

in business environment and operations each day and even each
hour. The Human resources are mainly responsible for success of
any business enterprise (Lippert and Swiercz, 2005). According to
(Dessler and Al Ariss, 2012), HRM helps human resources of an
organization in performing diff erent process thus leads to an
integration to overall strategy of an organization. Competitive
advantage can be attained by applying Strategic approach to
Human resources and thus getting benefi t from the abilities of
People.
(Bratton and Gold 2003).
Business process reengineering has advocated that primary

administrative personnel function is to be transformed into
Modern Human resources and then Human resources information
system. (Cooper 2011, Ulrich 1997).Changing the shape of
personnel function to Human resources will provide a better
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results and ultimately lead to enhance organizational performance

(Bowen and Ostroff , 2004; Sheehan and Cooper, 2011)
Reengineered functions of Personnel that lead to HRM are
planning, recruitment, selection , Appraisal and employee
relations, health and safety, Union management and merit rating
(Decenzo & Robbins 2010).
Furthermore
training,
participation,
merit
rating,
carrier
development are also some aspects of the Human resources.
Manager judgment on current and future demand of employees
and focus on worker issue, will lead to organization success
(Martinsons (1997; and Beulen, (2009).
Human resources management is the process of acquiring,

training, appraising, and compensating employees, and of
attending to their labour relations, health and safety, and fariness
concerns (Gary Dessler 2010)
2.2
Defi ning Human resources
Human Resource Management (HRM) is the function within an

organization that focuses on recruitment of, management of, and
providing direction for the people who work in the organization.
HRM is also a strategic and complete approach to managing

people and the workplace culture and environment. Successful
HRM enables employees to contribute eff ectively and productively
to the overall company objectives track the achievement of the
organization's goals and objectives.
HRM is additionally any organizing and total way of managing

people and also the work environment tradition and atmosphere.
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Productive HRM enables staff members to play a role properly and

productively on the general fi rm objectives course and also
contributes towards the success on the corporation's ambitions
and objectives.
2.3
Importance
information
of
Human
resources
According to Gary Dessler (2010) following are some of the some

factors that makes HRM viable for every type of manager:
1. To recruit the right person fro the right job.

2. To avoid high turnover rate.
3. To
get
more
organization.
motivated
employees
for
an
4. To get effi cient and eff ective participation from all

sectors of the organization.
5. To maintain a fair mechanism
benefi t administration.
for
salary
and
6. To have a better relations with the trade union.
2.4 HR OBJECTIVES
HRM is useful not only to organization, and the employees working
therein, and also the society at large also fi nd it useful. The
objectives can be as under:
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2.4.1
O RGANIZATIONAL O BJECTIVES :
HRM is a source to achieve effi ciency and eff ectiveness. It serves

other functional areas, so as to help them to attain effi ciency in
their
operations
and
accomplishment
of
goals
to
achieve
effi ciency.
Acquiring right man for the right job at right time in right
quantity, developing through right kind of training, utilizing the
selected
workforce,
and
maintaining
the
workforce
are
the
organizational objectives of HRM.
2.4.2
F UNCTIONAL O BJECTIVES :
Now a days that organizations are considered as 1 Internetworked

organizations and there is cross departmental functions. 2
HRM performs so many functions for other departments. However,
it must see that the facilitation should not cost more than the
benefi t rendered.
2.4.3
P ERSONAL O BJECTIVES :
These days Human resources are considered as valuable Human

capital. In todays world there is scarcity of essential talent.
Employees are encouraged by competitive fi rms to leave their
current job and switch over to them. HRM has the responsibility to
acquire, develop, utilize, and maintain employees.
1
Internetworked organization are such organizations where all the departments are linked
through networking.
2
Cross departmental functions means that all the departments provide access to other
departments and share knowledge.
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This would be possible only when the HRM helps employees to

achieve their personal goals to get their commitment. Creating
work-life balance for the employees is a personal objective.
2.4.4
S OCIETAL O BJECTIVES :
Employees working in an organization are also social beings. They

have their own needs. They want food, shelter, self esteem and
other needs to be fulfi lled (Maslow need theory). Since they move
in society that is why their social needs must be fulfi lled by the
entrepreneurs also Governments frame various commercial,
industrial, wages, health and safety laws to protect the
employees.
HRM must see that the legal, ethical, and social environmental
issues are given proper attention. Legal issued such as Equal
opportunity and equal pay for equal work must not be overlooked.
Social objectives include :
a. To help society through generating employment opportunity
b. Building schools and dispensaries
c. Helping women empowerment are the social responsibility
issues.
2.5
HR Basic Functions:
On a basic level, human resource management is concerned about

recruiting, hiring and managing employees. However, an eff ective
human resource system provides much more to the organization,
including organizational culture and make sure proper health and
safety services. With an understanding of these components of an
HR management system, business owners and managers can
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eff ectively structure their business processes. (Jeremy C Bradley,

2013)
2.5.1
Organizational Culture
Organizational culture is the collection of values, working norms,

company vision, habits and beliefs that the business adopt. The
HR management system plays a large part in shaping the
organizational culture. Setting policies, procedures and company
standards seek from employees the behaviors that are acceptable
in the workplace. In real meaning, the organizational culture
aff ects the way people do their work and interact with one
another and with customers.
2.5.2
P LANNING
FOR
C HANGE
The business world changes rapidly. New technology is introduced,

employees
come
and
fl uctuate.
Planning
go,
for
and
the
change
fi nances
means
of
the
helping
company
employees
understand their roles in the bigger scenario of the company. It's

about building bridges between departments and managers and
getting people to talk about "what-if 3 ", Go 4 al Seek, Scenario
Analysis 5 type situations. HR takes this information and develops
a management plan for disasters, for changes in workfl ow and for
reassuring employees in times of crises or frightening change.
2.5.3 Training & Development
3
What if: What shall happen if there is a change in current circumstances.
Goal Seek: Seeking a stated objective.
Scenario Analysis: Looking at the two probable outcomes of certain happening.

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Training is needed at levels of employees, even ones that are

highly educated or skilled, require some level of training because
each organization runs things in a diff erent way. Policies and
procedures need to be fi rmly communicated to employees as part
of their on-boarding process. The HR management system is also
responsible for continuing employee development. This continuous
education keeps employees' skills fresh so they bring new and
innovative ideas to the workplace.
2.5.4
H EALTH
AND
S AFETY
The HR management system plays a key role in ensuring health

and safety in the organization . This can be accomplished through
policies and procedures, but the HR function may go a step further
to make sure employees understand the risks of certain activities
(Garry Dessler 2012).
2.5.5
R ECRUITMENT
Recruitment
and
retention
AND
are
R ETENTION
vital
part
of
HR
management
systems. Finding qualifi ed workers, locking up them with the

company, training them to eff ectively do their jobs and providing
incentives
for
further
education,
benefi ts
and
compensation
drivers to organizational success and should be constantly on the

minds of HR managers.
2.5.6
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Professional Development
Eff ective HR departments allow and encourage the employees with

opportunities for growth, leadership training and education, which
in turn contribute to the success of the company. Sponsoring for
career
advancement
seminars,
training, corporate
social
responsibilities and trade shows will make employees feel
important and cared for by the team and organization.
2.5.7
Benefi ts and Compensation
A company is more likely to be successful, if it adapts new ways

of providing benefi ts to employees. Some non-traditional benefi ts
that can attract and retain new skilled employees are:
Flexible working hours or workdays,
Extended vacation time,
Paternity leave or childcare
Medical/dental insurance,
Corporate gym membership discounts
Continuing education/skills development
Award & recognition programs
2.5.8
Ensuring Legal Compliance
Compliance with labor, tax and employment laws is a vital part of

safeguarding the organizations continued existence. HR has to be
aware of all the order laws 6 and policies regarding employment
practices, working conditions, tax allowances, required working
hours, overtime, break times, minimum wage, and discrimination
policies as noncompliance can aff ect productivity and ultimately,
profi tability of the company.
6
Order laws regarding business includes: Mercantile law, industrial law, sale of goods Act,
Carriage of goods Act, Income tax law.
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2.6 CORE COMPETENCIES OF HR MANAGER
2.6.1
NEGOTIATION SKILLS
Eff ective
human
resource
managers
have
communication
and
relationship skills. This skill enables them to negotiate win-win

situations for the company and the employees. Irrespective of its
size each business has certain boundaries on its budget for salary,
benefi ts and placement Workers are also a social being , a part of
society so they have certain needs . Human resource managers
get information about the needs and even unspoken desires of
employees and help the company fulfi ll those requirements. They
know creative ways to accommodate each partys needs.
2.6.2
JOB KNOWLEDGE
Human resources is such a function that it has to follow and

observe
many
rules
and
regulations
like
labor
laws,
safety
concerns, health issues and local, state and federal policies that
change regularly. An ability that must be available in successful
human resource managers
legislation
related
to
is the ability to
employment
and
to
stay updated on
be
cognizant
of
violations, harassment or hardships that employees faces. The

dissatisfaction many workers feel on the job is due to conditions
that are hard to detect Core competencies relating to detailed job
and industry knowledge help human resource managers fi nd and
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eliminate problems that cause unfavorable working conditions for

employees.
2.6.3
QUALIFIED RECRUITMENT
In human resources, qualifying is the process of drilling down

potential applicants to the prospects that can best fi ll all open and
future job opportunities. This may include Internal and external
sources. External sources includes fi nding candidates from college
campuses, other companies or people who hold certain interests
and skill sets.
2.6.4
E FFECTIVE T RAINING
The human resources department is often responsible for creating

the training programs that help employees fulfi ll their daily job
functions, advance to other positions within the company or
respond well to company changes and industry shifts. Human
resource managers must have the ability to foresee the training
needs of their company and develop materials that a wide range
of employees will respond well to. With a range of learning styles
and interests in the workforce, human resource managers must
tailor workshops, communication and training to meet employee
needs.
2.6.5
Leadership,
I NFLUENTIAL P OWER
or
the
ability
to
infl uence
people,
is
core
competency of human resource managers. They must be able to

motivate employees and show them how to do extremely well at
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their jobs, grip change and make ethical decisions. During diffi cult
situations
in a company, such as new management or major
layoff s, a human resource managers ability to train and infl uence

employees
is
essential
to
companys
individual employees job satisfaction.
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productivity
and
to
Chapter 3
HUMAN RESOURCES INFORMATION SYSTEM (HRIS)
3.1
I NFORMATION
SYSTEM:
Information system is an organized combination of people,

hardware, software, communication network and data resources
that collects, transforms and distribute information in an
organization to the end users.
Information system may be Manual or computer based.

Information system plays three vital roles in an organization:
1.
2.
3.
Supports business operations and processes.

Support decision making process.
Supports to get a competitive edge or advantage
(James A. O Brien 2009).
3.2 Human Resources Information System (HRIS):
Electronic human resource management is the process a company

adopts in integrating its human resource department with
information technology specifi cally designed to help with tasks
associated with human resources. By doing this, businesses can
streamline its human resources, or HR, departments and become
more effi cient in terms of both costs and production. Diff erent
tasks that can be handled by electronic human resource
management, or E-HRM, include staffi ng, training, and payroll.
HRIS can handle various time-consuming jobs, allowing HR
employees to save time on those tasks and concentrate on
strategic maneuvers designed to improve the business.
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Human resources departments are of utmost importance to

companies around the world. These departments are responsible
for communications between management and employees. Their
eff orts can make a content, satisfi ed group of workers and a
avoids a bunch of unhappy employees. Taking care of the
employees various needs can be diffi cult when all of the technical
tasks of HR management must be performed as well. That is why
many companies have begun the process of installing various
forms of electronic human resource management to help out their
HR managers.
3.3
Literature Review
There seems a rapid growth in HRIS since 1960 (Lederer 1984). In

Late 90s about 60 % of the Fortune 500 7 companies used HRIS to
perform HR daily functions.
Scope of HRIS has enhanced from administration function to

strategic and even decision making functions that assure
competitive position of an organization (Broderick and Boudreau,
1992; Kossek et al., 1994; Kovach et al., 2002).
Managers in order to increase effi ciency and eff ectiveness of HRM

depends on HRIS( Lippert and Swiercz, 2005; Ball, 2001; Troshani
et al., 2011).
HRIS helps to promote Intra employee communication through

Corporate
intranet
it
promotes
communication,
effi ciency,
accuracy and lower HR cost and thus increase eff ective
Fortune 500 companies are those companies have employees more than 500.
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production. (Beadles etal., 2005; Dery et al., 2009; Wiblen et al.,

2010; Troshani et al., 2011).
HRIS helps in HR and Business management (Shrivastava and
Shaw, 2004; Hussain et al., 2007; Lepak et al., 2006; Beulen,
2009).
Labour based HRM has shifted to technology based HRM. This shift
is permanent and produce much better results in operational HRM,
(Florkowshi and Olivas-Lujan, 2006; Beulen, 2009)
HRIS is associated with organization objectives of considering HR
as
valuable
capital.
To
achieve
organizational
goals
an
organization has to
develop and manage a valuable Human
capital strategy. ( Mayfi eld and his associates (2003)
Tannenbaum (1990) defi nes HRIS as a technology-based system
used to obtain, accumulate, operate, analyze, recover, and
allocate signifi cant information regarding an organizations human
resources.
Kovach et al., (1999) defi ned HRIS as a systematic method for
collecting, storing, maintaining, retrieving, and validating data
needed by organization about its human resources, personnel
activities, and organization unit characteristics. Also, HRIS fi gure
an combination between human resource management (HRM) and
Information Technology.
The human resources information system function involves
recruitment,
placement,
evaluation,
compensation
and
development of the employees of an organization.(James A O
Brien 2005)
The goal of HRIs is the eff ective and effi cient use of the human
resources of an organization.
Mayfi eld and his associated has stated that there are seven
components of HRIs as shown in fi gure 1.
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FIGURE 1 : HRIS; CASICO & MAYFIELD MODEL
These components may be considered as primary components of

HRIS. These components established an Integration between
various aspects in relation to organization sustainability.
In 2006, Casico used Mayfi eld model. He divided this model into
two parts. The 1 s t part relates to HR practices directly involved
with organizational employees. There are personnel development,
communication and integration, records and compliance, HR
analysis.
1.
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Recruitment, selection and hiring.
2.
3.
4.
5.
6.
Job placement.
Performance appraisal
Employee benefi t analysis.
Training and development
Health, safety and security
The 2 n d part consists on :

i. Strategic integration.
ii. Forecasting and planning.
iii. Knowledge management.
Theses represent HR role in an organization generally and
strategic Human resources management in specifi c organization.
3.3.1
STRATEGIC INTEGRATION
HRIs helps in improving organizational performance. HRIS helps in

achieving business objectives by designing and implementing
Internal HR policies (Booteng 2007; Troshan). Strategic decisions
and results can be achieved by implementing HRIS Tools and it
also helps in making decisions (Farndale et al., 2010; Troshani et
al., 2011).
3.3.2 HR Analysis
It means to determine HR needs of an organization. This function

makes the organization capable of determining: what quality and
quantity of personnel is needed, whether personnel are
suffi ciently qualifi ed and whether further capacity is need?. So
HRIS Tools helps in determine such needs. (Mayfi eld 2003)
3.3.3
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Personnel Development
Dessler (2013) describes that personnel development helps

organization to decide that in which areas current personnel is not
fully acquaint. So some sort of training may be needed or some
other method of development must be designed in order to
overcome defi ciency of employees. Such defi ciency can be
determined using diff erent methods such as performance
appraisal through HRIS (Lippert and Swiercz, 2005).
3.3.4 Knowledge Management
HRIS contributes towards greater effi ciency and in turn to more

profi ts to an organization by providing an eff ective control on
basic data on personnel. HRIS is developed to promote knowledge
of HRM (Remenyi, 2005). HRIS also provides a way to organization
learning by providing a better mechanism of Feedback and
Feedforward, intrabusiness communication and decision making.
(Argryis and Schon, 1996; Mayfi eld, et al., 2003).
3.3.5 Communication & Integration:
Communication
within
an
organization
provides
healthy
relationship between managers and employees. This healthy
environment helps to promote an organization as a whole. When
all the information is send and received right on time and place
employees are in better position to perform their duties.
(Mayfi eld, et al., 2003).
3.3.6 Forecasting and Planning
This function is used to convert HRIS analysis to determine future

personnel needs of an organization (Mayfi eld, et al., 2003). HRIS
helps in determining workforce requirement and supply by
24 | P a g e
providing on time
Swiercz, 2005)
data
on
demand
and
supply
(Lippert
and
3.3.7 Records and Compliance

Record keeping is also an important function of HRIS. It serves two
fold aspects one is to meet legal requirements and second is to
provide necessary on time information. This record keeping also
leads to a valuable contribution to knowledge management.
(Mayfi eld, et al., 2003)
3.4 Supportive role of HRIS

The human resources information system is designed to support:
1.
Planning
to
meet
the
personnel
needs
of
an
organization.
2.
Development of employees to their full capacity and
potential.
3.
Control of all personnel policies and practices. (Mayfi eld
2001)
Application of computer in various fi elds of business has changed

the scenario of business operation. Similarly HRM is also
remarkably eff ected by the Information based technology (Mathis
& Jackson 2010). Originally it was used to:
1.
2.
3.
4.
3.5
25 | P a g e
Prepare paychecks.
Payroll report preparation.
Maintain personnel records.
Analysis and use of personnel in an organization.
OBJECTIVES OF HRIS
1.
To provide complete, up-to-date information about
people and job.
2.
To provide personal information at a reasonable cost.
3.
To provide a security mechanism of data by using
password and other authentication process.
4.
To address ethical and moral Issues of Personnel privacy
of data.
5.
To provide automated services to HR department in
performing their tasks.
6.
To generate valuable information to HR department and
contribute
towards
the
strategic
decisions
of
the
organization.
(Rao 200)
3.6 NEEDS OF HRIS

Kavanagh, 2011).
FOR
BUSINESS
(Thite
and
HRIS helps in gathering and maintaining a compact,

concise
and
comprehensive
database,
which
enables
organization to establish link between departments ,
divisions and units. It also increases the speed with which
information is dispersed.
HRIS leads towards improving the quality and time of

decision making
by contributing towards operational HR,
knowledge management and record keeping.
Administrative aspect of Human resources is also

facilitated by HRIS. A variety of reports are generated under
HRIS that leads towards the eff ectiveness and perfection in
performing HR functions.
HRIS enables managers to separated HRM from

Transaction processing system 8 thus ultimate focus is shifted
to SHRM.
3.7 TYPES OF HRIS
TPS: Transaction processing is done automatically in abank.

26 | P a g e
There are following types of HRIS:

1. Operational HRIS
2. Tactical HRIS
3. Strategic HRIS
FIGURE 2
TYPES OF HRIS
3.7.1
OPERATIONAL HRIS:
Operational HRIS collects the data about HR operations like

organizations workforce position and Government regulations. In
turn operational HRIS helps managers to perform daily routine
functions and facilitate concurrent decision making.
Parts of Operational HRIS

3.7.1.1
Employee Information System
All the data that is relevant to an employee must be kept by

Human resources department. So HRIS aids to maintain a dynamic
Database that contain information like Employee name, Address,
qualifi cation, Sex, Marital Status, work experience , years of
Service and seniority etc. All this is achieved through employment
information system.
27 | P a g e
3.7.1.2
Positional Control Information System
This system is regarding Job Analysis. A job is an assignment

entrusted to an employee. The basic purpose of Position control
system is to identify each job, its title, classifi cation and current
status of employees. This system also guides about vacancy
positions in an organization. So that managers can make decisions
to fi ll the vacancies that are probable by day or tomorrow.
3.7.1.3
Selection and Placement Information System
For fi lling a vacancy an organization pools the potential human

resources. For fi nal selection some screening is needed, after
screening out the selected candidates are to be placed on their
job and job orientation comes into action. All of these functions
are facilitated by Selection and Placement Information System.
3.7.1.4
Performance Appraisal System.
Three importance components of this system are:

a.
b.
c.
Documentation of employee performance.

Methods used to measure performance.
Reporting system
On the basis of various reports generated by this system a

manager is able to make any of the following decisions:
1.
2.
3.
3.7.2
To retain the employee

To terminate
To promote
TACTICAL HRIS
Tactical HRIs is concerned with decision making. Following are

undertaken in this regard:
1.
2.
3.
28 | P a g e
Recruitment decisions
Job analysis
Job design
4.
5.
6.
3.7.2.1
Training
Career Development
Compensation
Job Analysis & Design
a) Job Analysis
The procedure for determining the duties and skill requirements
of a job and kind of person who should be hired for it.
Job analysis has two components i.e.
1
Job Description
Job specifi cation
b) Job Description:
Job description is the process through which we determine the
duties,
responsibilities,
supervisory
responsibilities
and
behaviours required to perform the job
c) Job Specifi cation:
Job specifi cation is the process of determining the job related
skills, abilities required for a job
Job description and job specifi cation are the two important
outcomes of this system. These help managers in many key
decision making process. This system captures information from
forces that are external to an organization like Trade union,
competitor, Government, pressure groups, media and like.
Interviewing the supervisors are also part of this system, these
help the management to make eff ective job specifi cation and
description decisions.
3.7.2.2.
Information system for Recruitment
The inputs to this system are:

a.
b.
29 | P a g e
Vacancy positions.
Duty requirement of diff erent positions
c.
List
of
planned
employee
promotion and termination.
d.
Reports on employee appraisal
retirement,
transfer,
With the help of these reports an organization can easily prepare

a recruitment plan. (Gatewood 2008)
3.7.2.3
Compensation and Benefi t Information system
Satisfi ed employees
organization.
are
valuable
human
capital 9
for
the
Compensation and benefi t Information system is used to motivate

the employees. This system also helps the employee to
understand how the benefi ts do work. This system also defi nes
metrics that employee should qualify to get any benefi t. (Dessler
2013)
3.7.2.4 Training and Development Information system

Trained employees perform their assignments more easily and in
delicate manner with effi ciency. So result oriented tasks are very
well performed by trained employees.
Position control system and job analysis are the tools that helps to
determine the training
and development needs. According to
Houselied et al . 1997.SHRM is aimed at to fi nd strategic HR needs
of fi rm and contributes towards career needs.
3.7.3
STRATEGIC
INFORAMTION SYSTEM
HUMAN
RESOURCES
In the very beginning the concept of Personnel management was

evolved. It was turned into Human resources then further
development turned it into SHRM. SHRM 1 0 is aimed at using human
Human capital is the knowledge, training, skills and experience of a firms workers( Gary
Dessler 2012)
10
SHRM is discussed in more detail in chapter 4

30 | P a g e
resources in such a way to make an organization capable of

achieving competitive edge in the market.
SHRM set new magnitude of Human resources and these are

attempted to meet global challenges and are quite diff erent from
traditional Human resources functions.
SHRM is organized in such a way to integrate with strategic

policies of an organization.( Househeld et. Al 1997)
3.7.3.1
Information Systems for Workforce Planning
Organization engaged in continuing strategic planning, like

planning to enlarge into new market territories , built new
manufacturing untis or or offi ces in new locations and wants to
add new products or product lines will certainly want and need
information about the quantity and quality of the available
workforce to achieve these goals.
Information systems that maintain workforce planning provide this

function.
3.7.3.2
Information
Negotiations
Systems
Supporting
Labour
Information collection from many of human resource information

systems regarding craft, maintenance, offi ce, and factory unions
is essential part of negotiation with employees.
Various types of reports are demanded by the Human resources
managers responsible for negation in order to make an analysis of
union position, current market position and organization own
standing.
31 | P a g e
3.7.4
Comprehensive and Computerized HRIS:
In the last few years, the software industry has produced several
products that organize the various human resource information
systems into integrated software that is referred as human
resource information systems or HRIS, software. HRIS may be a
part of a whole ERP 1 1 software and part of Big bang 1 2 or it may be
applied separately as independent software as called as Slam dunk 13
. In general, the computerization of HRIS has resulted in an
integrated database of human resource fi les like position fi les,
employee fi les, job analysis and design fi les and many other
human resource fi les are constructed in a coordinated manner
using database management systems software so that application
programs can produce reports from any or all of the fi les.
3.8
Limited-function HRIS:
Diff erent off the shelf sofwares are available in the market that
facilitate the HR managers. These software have limited
capabilities, since there are general purpose software, so
companies develop special purpose software in order to get full
benefi t from HRIS. So there must be a system analyst to analyze
the HR needs of an organization, then programmer to fl ow chart
11
ERP: Those activities supported by multi-module application software that help a company
manage the important parts of its business in an integrated fashion
12
Big Bank: install a single ERP system across the entire organization
13
Slam Dunk : install one or several ERP modules for different departments according to key
business processes.
32 | P a g e
the process and develop syntax for programming and knowledge

worker(manager) to manage and key punch operator to operate it
properly. (Effi rin Turban 2007)
3.9
Training Software
Many training software packages are available for all types and
sizes of computers to provide online training for employees. They
include
Management training software

Sales & Purchase training software
Spreadsheet solution training software
Data Base Management training software
Word processing training software
These software packages can be used in computer-based training

programmes designed by human resource department for training
specifi c employees in group and independent study programmes.
Computer-based training provides two benefi ts :
a. Facilitates and simplify the trainer job
b. Facilitate trainer to guide on job training to individuals.
Chapter Summary :
A Human Resources Information System, is a system that lets you
keep trail of all your employees and information about them. It is
usually done in a database or, more often, in a series of interrelated databases.
Management of all employee information.
Reporting and analysis of employee information.
Company-related documents such as employee, emergency

evacuation procedures, and safety guidelines.
33 | P a g e
Benefi ts administration including enrollment , status changes,

and personal information updating.
Complete
integration
with
payroll
fi nancial software and accounting systems.
34 | P a g e
and
other
company
CHAPTER NO. 4
STRATEGIC HUMAN RESOURCES MANAGEMENT
4.1
SHRM
SHRM means formulating and executing HR policies and

procedures that produce the employees competencies and
behavior that company needs to achieve its strategic aim
(Garry Dessler 2012)
SHRM is:
a.
b.
c.
Outcome
Process
Combination of a & b
SHRM provides a way to accept HR functions as a long life term

strategic partner in establishing and implementing HR activities
such as recruitment, selection, training, compensation and like
other.
4.2
Literature Review
Strategic Human Resource Management (SHRM) has developed

considerably in the last years. Schuler, Dolan and Jackson (2001)
described the progress of SHRM from personnel management in
terms of a two-phased growth: fi rst from personnel management
to traditional human resource management (THRM), and then from
Traditional Human Resources Management to Strategic Human
resources management.
35 | P a g e
Strategic Management stress is that a fi rms Human resources

must set on new priorities so that productivity can be increased ,
performance can be improved thus competitive advantage can be
achieved.
New horizons of Human resources are more directed towards

strategic vision and compared to stressing on traditional approach
of human resources.
Strategic horizons include team-based job designs, fl exible

workforces,
quality
improvement
practices,
employee
empowerment, and incentive-based compensation. (Huselid,
Jackson and Schuler, 1997).
Wright and Snell 1991, viewed SHRM as a tool to achieve edger

over competitors through Human resources.
SHRM is a process of linking business operations and HR ( Ulrick

and Lake1991)
Bamberger and Meshoulam 2000, considered SHRM as a value HR
which is characterized as a long life, and non tradable resource
that leads to competency and ultimately a source of achieving
competitive edge.
Innovation and fl exibility are two keys that improve performance

of business and provide better organizational culture. SHRM is the
bridge between HR and strategic goals that guide us to the two
factors, innovation and fl exibility. Truss and Gratton (1994)
36 | P a g e
HR strategies means the HR Plans the company want to achieve

with SHRM. Torrington et al., (2005: 5)
Integrating human resource management strategies and systems

to achieve the overall mission, strategies, and success of the fi rm
while meeting the needs of employees and other stakeholders.
(Herman Schwind, Hari Das and Terry Wagar)
At times when there is more stress in market is to increase

earnings per share ultimately return on equity is increased and
this leads to better fi nancial support, there is need of better
integration between corporate strategies and SHRM. More
sophisticated job designs were developed and much more was
expected from HR managers. (Strong et. Al 2003)
4.3
Aspects of SHRM
SHRM has following aspects:
1.
Managing HR to improve work relationship and

increasing effi ciency and business performance.
2.
Shaping HR policies and practices with business
requirements.
3.
Giving a proper importance to human capital and
considering it as valuable as fi nancial and other resources.
4.
Enable Human resources to adopt and change with
themselves with Global business. Torrington et al., (2005: 5)
4.4
DIMENSTIONS OF SHRM
Basically following may be included in SHRM:

37 | P a g e
1.
2.
3.
4.
5.
Business process Re-engineering

Restructuring
Leadership
Workplace learning
Employee union relationship (Bratton and Gold (2003:
37)
4.4.1
Business process Re-engineering
The re-engineering of HR means that we are giving HR a new

shape. The functions, the methods, the policies and procedures
that we were following in traditional HR now they are given a new
shape. Now performance, competitiveness and contributing
towards
organizational
objectives
and
linking
towards
organizational strategies are the new domains emerging from
SHRM.
In order to meet global challenges high performance commitment

is needed from employees. So there is need for decentralization of
authority and more autocracy, fl exibility and reliance on
Information technology.( Hammer, 1997; Hammer and Champy,
1993)
Business process re-engineering is a technique that is applied

from top level to bottom level and it can be extended to external
environment with vendors and customers, I.e. in extended Supply
chain 1 4 . It gives a new shape to the operations that are carried out
in an organization and thus leads to strategic advantage
(Gunasekaran and Nath 1997).
Communication with employees through Corporate intranet, Video
conferencing, audio conferencing, web conferencing , data
14
Supply chain means and includes all the procedures, infrastructure, people, financial
resources , operations involved right from acquisition of material , conversion into finished
goods and delivery to the final customer.
38 | P a g e
conferencing or any other technique is a part of HRIS that is

supported by Group support system, such facilities help managers
to coordinate, integrate, collaborate and thus contribute towards
the overall business strategy.( Laudon & Laudon 2005)
4.4.2
Restructuring:
It is strategy through which a fi rm changes its set businesses or

fi nancial structure.
This strategy may also includes:
Reducing staff either by termination or attrition
Regrouping tasks to create well designed jobs
Reorganizing work units to be more effi cient
It is important to consider current labour market trends (e.g. the

looming
skills 1 5
shortage
as
baby
boomers 1 6
begin
to
retire)
because there may be longer-term consequences if you let staff

go.
Job
sharing
may
be
another
option.
Under
this
arrangement
existing workers may be willing to voluntarily reduce their hours,

in
circumstances
where
it
is
expected
that
the
situation
is
temporary.. The means to success is to guarantee that employees

are
satisfi ed
with
the
arrangement,
that
they
authenticate
agreement to the new arrangement in writing, and that it meets

the
15
16
needs
Looming skills:
Baby boomers:
39 | P a g e
of
the
employer.
Excellent
communication
is
requirement for success and that can be achieved with corporate

enable Human resources information system.
4.4.3
Leadership
Organizations are composes of human resources and it the

responsibility of managers to guide and coordinate their work.
Leading also includes motivation, direction, settling confl icts and
successful communication (Strassman, 1985)
According to Kotler 1996, the work of manager is to make plan and

leaders create a vision. Leaders create and promote motivation
among workers to work hard. They create such relationship that
binds the workers in a chain to follow the leader. So workers dont
even care for material benefi ts but they follow what their leader
guideline is.
Through
HRIS
employees
are
motivated
since
their
job
assignments are clearly defi ned and outlined. It is also informed
that what are the expected outcome, so we can say that it is
getting work done. This leads to better performance and
organization is in a good position to achieve its strategic goals.
( Paug 1986).
SHRM and HRIS enables leaders and workers to communicate

through corporate intranet and even distinct technologies like
Video conferring and web conferring enable them to share ideas
and thoughts. In this way a better strategic relationship is
established ( James A O Brien)
4.4.4
40 | P a g e
Union Management
Union plays a vital role in an organization.
On the one side the strong union is able to solve the employees
problems and safeguard their interest and get benefi ts for their
members and other employees from owners and on the other side
union is essential for getting motivated and dedicated employees.
Coordination provides a increasing effi ciency in work performance,
so there is need to make a better union management relationship
(Dale S. Beach 2005)
In organizations there is need of highly motivated and committed
employees thus trade union is a valuable sources available with
management to get committed employees. (Bratton and Gold
2003)
Porter model of generic strategies was used to explain HR
strategies. (Jackson and Schuler, 1987; Wright and Snell, 1991).
Labor
management
relations
are
based
on
mutual trust
between
labor
and management.
Establishment of a
relationship of mutual consent and mutual trust and respect
between labor and management, personnel management is
conducted in accordance with four basic principles:
1.
Creating a workplace environment where employee can
work with their trust in the company
2.
Creating a
mechanism for promoting constant and
voluntary initiatives in continuous improvement
3.
Fully committed human resource development
4.
Promoting teamwork aimed at chase of individual roles
and maximum output from entire team .
So it was necessary to use Information technology to support HR.
Ulrich (1997). HRIS has increased the worth of HR managers in
organizations. HR was suggested to be strategic partner in an
organization. (Brockbank (1999). HRIS helps management from
very root level of HR functions of recruitment to highly complex
decisions of strategic vision.
41 | P a g e
Chapter Summary :
42 | P a g e
CHAPTER NO. 5
HRM and SHRM Integration:
The last decade experienced a fl ood of knowledge on information

technology, its implementation, use and benefi ts, this has been an
area where a considerable amount of research was conducted
(Robinsson, 1997).
Development of internet, e-business, changing nature of WWW 1 7
has brought a fl ood of information and innovative management &
business models over the information superhighway. 1 8
5.1
Literature Review
HRIS and its role in SHRM depends upon size of the organization,
however suffi cient amount of research has not done in this regard
(Kinnie and Arthus, 1996). A few case study and surveys do exist
on the subject but these are more stress on theoretical
prospective. ( Torrington and Hall 2003).
Barney, 1992; Reed
McMahan, 1992
and
DeFillippi,
1990;
Wright
and
HRIS can make a friendly environment in an organization and can

win a market leader position by providing help to develop
competencies that are fi rm specifi c, building healthy social
relationships and produce inferred organizational knowledge.
Broderick and boudreau 1992, Greengard 1999, Groe and

Pyle 1996:
17
18
WWW: World Wide Web, a graphical environment over which the gray traffic passes.
Information super highway means the cycler world.

43 | P a g e
They found a positive and signifi cant correlation between HRIS

and strategic human resources functions.
Oldach et.al (1993)

Oldach et.al added that Information technology can be implied for
strategic purposes and it enables strategic decisions to be more
eff ective, timely, cost saving and leading to strategic advantage.
Broderick and Boudreau, 1992; Greengard, 1999; Groe and

Pyle, 1996; Hatlevig, 1995; Wilcox, 1997).
The study suggested that application of IT to Human resources

besides other factors there are two basic impacts :
a. Enabling Impact
b. Time shifting Impact
Lado and Wilson (1994)
Lando et al., (1994) in conducted a study title as Human Resource

Systems and Sustained Competitive Advantage:
They found that core competencies that an organization posses
might lead to continued competitive advantage.
They conducted a two fold study addressing the questions like:
a.
How HRIS facilitated the development and utilization of
organizational core competencies
b.
How HRIs could destroy those core competencies or
inhibit their exploitation.
44 | P a g e
They focused on theoretical aspect of strategic management and

found that HRIS could help to get competitive advantage in the
hostile competitive markets.
Karke (1999)
Karke connected industrial revolution with Information technology
reveloution in terms of expected scope and the eff ect on the
economy and society. He called it digital economics and a Network
Economy.
Three has been three waves of applicaton of
information technology to the business world and these lead to
somewhat electronic strategic supply chain in the end and much
more is expected.
Whittington (1999) observed :

a. Degree of participation in decision making process by
mid-level managers
b. Sharing of information between top and bottom level
managers.
Rouda and Kusy (1995) examined the infl uence of new information
technology based human resource practices on the strategies of
organizations.
Ball in 2000 conducted a survey The use of Human resources

information system, that tried to cover some basic issues of
embracing of information technology for solving key human
resources functions in small organizations. The three basic areas:
Personal, training and recruitment was observed by the survey
and Ball concluded that the size of the fi rm has a greater impact
on implication and benefi ts of HRIS. The larger the organization is
the better is the role and impact of Human resources information
system in Strategic decisions.
45 | P a g e
Kovach et.al 2002

HRIS is used to provide data to companies for two purposes, one
to make eff ective recruitment and secondly for strategic decisions
like retention and integrating with overall corporate strategies.
Baran, Karabulut, and Pekdemir (2002)
Baran et al., (2002) conducted a study The new HR practices in

changing organizations an empirical study in Turkey.
He conducted a longitudinal study comprising a period of 19951999 regrarding manufacturing companies following
ISO 90019002 certifi cates received from the Turkish Standards Institute
(TSI).
He evaluated the diff erences in HR practices and the special
eff ects of new HR practices on organizational change.
Baran et al., (2002) found no diff erence between human resources

practices performed in diff erent sectors of an organization. They
observed a low but positive correlation between Human resources
practices and organizational changes.
Leon and Leon (2002) added that Information technology can be

applied to get competitive advantage by using an effi ciently
applying IT to perform business operations and solve the
problems.
Gardner, Lepak and Bartol (2003)

Gardner et al., (2003), in their research work, Virtual HR: the
impact
of
information
technology
on
human
resource
46 | P a g e
professional, researched the impact of Information technology on

Jobs performed by human in an organization.
The study used primary data about HR professionals working for a
sample of HR executives and they tried to fi nd the answer to the
following questions:
a.
How
information
generated
through
information
technology is handled by Human resources professionals.
b.
What are expectations from HRIS.
c.
What is the degree of reliance on information generated
by HRIS.
They found that HR professionals are facilitated by information

technology, they are more independent in performing their duties.
They also observed that time is a also an important factor in
implementing HRIS and the Professional who spend more time on
Information technology solutions get better results.
Barry (1998) and Elswick (2002)

They concluded that Information technology alone can do nothing.
IT cant enforce people to share knowledge and it doesnt make
people ambitious to acquire new knowledge. It requires
cooperation and coordination from employees to embed.
Technology can assist an organization and lead to better strategic

decisions if it has:
a. Aspirations
b. Skills
c. Interest focused on knowledge
Dibrell and Miller (2002)
47 | P a g e
According to them Information technology is a source of bringing

change in the basic structure of an organization. The span of
control and level of authority within the organization were
reduced by application of computers in an organization, resulting
more savings in cost, automation of workfl ows and leading to
strategic advantage.
Gerardine
DeSanctis,
Hendrickson 2003:
1986:
15;
Tannenbaum,
1990;
According to them, HRIS facilitates applications such as employee

selection
and
placement,
payroll,
pension
and
benefi ts
management. HRIS enhances administrative effi ciency and
produce reports capable to improve decision-making and leads to
competitive advantage.
Ordnez de Pablos (2004)
Ordnez de Pablos (2004) carried out a study on Human resource

management systems and their role in the development of
strategic resources.
He empirically verifi ed that there exists linkage among human

resource management, organizational learning and knowledge
management.
He concluded that creation and development of knowledge based
resources and integration with HRIS might lead to continued
competitive advantage
His study advocated another research that deducted Competitive
advantage can be obtained through an integration between HRIS
and strategic resources. (Pfeiff er, 1994; Miles and Snow, 1992;
Youndt and Snell, 1998; Youndt et al., 1996).
48 | P a g e
Gasc, Llopis and Gonzlez (2004)
They studied a Spanish telecommunication fi rm, Telefonica and

put their fi nds in the form of The use of information technology
in training human resources-
They tried to study the impact of Information technology on

human
resources
management.
They
specifi c
area
they
experienced was training policy.
They found very good results of application of Information

technology on human resources, the benefi ts found and
elaborated were could not be found without Information
technology. They found the employees more feasible in using easy
to operate information technology based applications. The
employees were learning and enjoying the training models. They
have greater access to training materials and more simulated
screens to observe then ever before.
This leads to an improved performance on the part of employees
and they were able to play their roles towards strategic policies of
an organization.
Hussain et al., (2006)
Hussain et al., (2006) studied the use and impact of human

resource information systems on human resource management
professionals. The intention was to evaluate and compare the
specifi c areas where information technology can be applied. They
also tried to conclude whether HRIS practices was strategic or not.
Strategic HRIS is considered to be a value addition
for the
organization, and also to observe impact on professional standing
for HR professionals.
49 | P a g e
A questionnaire survey and in depth semi structured interviews

were used to collect data by the researchers.
Florkowski (2006)
Florkowski (2006) conducted a study, The diff usion of humanresource information technology innovations in US and non-US
fi rms, He evaluated eight diff erent information technologies such
as
HR functional applications, integrated HR suits, IVR1 systems, HR
intranets, employee and manager self-service applications, HR
extranets, and HR portals.
But the area he selected and confi ned his study was North
America and Europe.
He concluded that there is a positive impact of human resources
information system on performance of European and North
American fi rm.
HRM and SHRM are correlated on four policy goals, which are
following (Guest 2003):
1.
Strategic intensions:
To make an assurance that HRM and SHRM planning are in
line. There is complete correlation between them.
2.
Commitment:
To ensure that HR are fully motivated, bound committed to
achieve organizational goals.
3.
Flexibility:
Providing autocracy and encouraging creativity in an
organization. Flint et al., (2005). Training and re-training
(Porter 1996)
4.
Quality
50 | P a g e
Quality of HR to adopt change and show better performance

in changing circumstances (Bartlett & Ghoshal, 2002) .
In order to meet global challenges there must be integration

levels of corporate strategies. So HR policies must be
integration to company strategic decisions. So that HR must
ready , properly equipped, qualifi ed, trained and diversifi ed
accept any global change. ( Bratton and Gold (2003: 37)
at
in
be
to
SHRM is focused on establishing consistent policies and practices

that leads HR to contribute towards organizational objectives.
On the basis of above discussion, it is observed that SHRM is such
a process that is aimed as designing, linking and implementing
such HR practices that lead to organizational long term as well as
short term objectives and HRIS is a tool that facilitate to achieve
various strategic HR objectives in a more delicate manner.
Summary :
51 | P a g e
CHAPTER NO. 6
Human Resource Information Systems in Banking
Industry
6.1
HIRS
Information technology has eff ected all the sectors of the

business. So Banking sector also has eff ected with globalization
and rapid development and adoption of Information technology.
Now the customers expect more from their bankers, they want an
active
and
participative
role
on
the
part
of
bankers.
(Panayotopoulou et al., 2007)
The level of satisfaction of customers depends on customer

services provided by banks and their this stiff competition and
struggle for customers.
A customer do require an active communication with bank

employees, so the banks are there to get benefi t from Information
technology and shape their human resources with changing world
needs and adoption Human resources information system to get
competitive edge over their competitors.
HRIS has changed banks fi nancial as well as non-fi nancial

processes from manual to automatic computerized systems (Singh
et al., 2011). There are back end and front end employees both
are integrated through information system and in internally via
Human resources information system capabilities.
52 | P a g e
In the very beginning, HRIS was mostly used to prepare Salary

other fi nancial benefi ts regarding bank employees. But with
passage of time HRIS was also used for non fi nancial support
recruitment,
selection,
training,
union
management
communication.
and
the
like
and
HRIS is now being used not only for administrative purposes but
also for strategic and business decision- making purposes
(Broderick and Boudreau, 1992; Kossek et al., 1994; Kovach et al.,
2002; Ngai and Wat, 2006).
The key concerns regarding implementation of HRIS in banking
sector are:
a.
Whether HRIS depend on size of bank that may be
measured in terms of number of employees?
b.
Whether the benefi ts expected form use of HRIS are
more than the investment that is made for installing and
running a successful HRIS.
c.
Does the bank has suffi cient funds to spare for HRIS.
One of the major barrier to the adoption of HRIS is the
insuffi cient fi nancial support (Ngai and Wat, 2006).
d.
How is HRIS developed, internally or externally?
e.
IS personnel have some technical skills, resulting from
training and experience, that allow them to perform IS
functions. (Alvarez-Suescun, 2007).
f.
What are diff erent types of functions that are supported
by HRIS?
g.
Do the Bank employees are active users of HRIS or
passive.
According to Panayotopoulou et al. (2007) there are several

eff ects of technology on six key HR processes in banks, namely:
HR planning;
53 | P a g e
Acquiring HR (recruitment and selection);
HR evaluation (performance appraisal);
Communication;
Rewarding HR
benefi ts); and
Developing
HR
management).
6.2
Scope
of
(performance
HRIS
(training
appraisal,
and
Applications
compensation
development,
in
Banks
and
career
Strategic
Decisions:
The scope of HRIS in Banks can be discussed under diff erent sub
systems as follows:
i. HR planning
This system has the function
of performing
studies provide data on the fi rms human resources. Such

system consists of two steps:
a.
Assessing current human resources
b.
Meeting future human resource needs.
It facilitates the HR managers to make sure that they have the

right number and quality of human resources in the right places
and at the right.
ii. Recruiting and Selection : This system records details of
recruitment and selection activities, like; cost and method of
54 | P a g e
recruitment and selection and time to fi ll the position, and provide

necessary information timely to the users.
iii. Leave and Absence Management : It helps to keep and

supply proper and timely information regarding HR leave and
absence issues. It facilitates to provide comprehensive method of
controlling leave and absences.
iv. Skill Inventory : It is used to store and distribute information

regarding acquiring of skills and monitoring the skill database
v.
Learning
Management
This
system
helps
to
build
framework for organizations to admin ister and track employee

training and development eff orts. Learning management systems
allow managers to approve training, budgeting and scheduling ,
setting performance appraisal metrics.
vi.
Performance
Appraisal :
It
provides
data
on
individual
employee performance appraisal data, like; due date of appraisal,

scores etc.
vii: Payroll
: This subsystem automates the pay process by
gathering data on employee time and attendance, calculating

various
deductions
and
taxes,
cheques and employee tax reports.

55 | P a g e
and
generating
periodic
pay
viii.
Benefi ts
Administration
It
provides
system
for
organizations to administer and track employee participation in

benefi ts
programs.
These
typically
covers
insurance,
profi t
sharing, retirement benefi ts, stock purchase option and fl exible

benefi ts etc.
56 | P a g e
C HAPTER N O . 7
Research Methodology & Hypothesis Development
7.1 SAMPLE AND DATA COLLECTION PROCEDURES

Sample
7.1.1
A questionnaire survey was conducted across various banking

organization in Pakistan. The banking sector is a very large and
emerging sector in Pakistan economy. So 25 banks were selected
consisting new and old banks.( List of the banks is available in
Appendix E) The Head offi ce of most of the banks expect Bank of
Punjab is in Karachi, moreover the Human resources Departments
are situated in head offi ces. Therefore a Postal drop box system
was used to get response from respondents. Target group of
professionals was Human resources Director, Human Resource
Manager, Human resources Coordinators and Assistant Manager
Human resources.
Out of 100, 70 questionnaires were returned having response rate
of 70%. After the initial scrutiny, 18 questionnaires were rejected
due
to
incomplete
information.
So,
52
questionnaires
were
entered into SPSS for data analysis.

In all 16 questions were used these are annexed in Appendix B.
Individual
addresses
of
the
respondents
were
not
available
therefore their offi ces were addressed. The research period covers
from September 2013 to August 2014.
57 | P a g e
7.1.2
Sampling Technique
The study uses non-probability sampling technique in which data

was obtained on the basis of convenience.
7.1.3
Collection Procedure
Two types of collection techniques have been used in carrying out

the research i.e. Self Rating & Super Rating. Self rating technique
is most commonly used in business research while evaluating the
behaviors and its impact on performance.
However, supervisor
rating technique have been rarely used in business research due

to its complexity in handling the data.
58 | P a g e
7.2
MEASURES
The study have been measured on four diff erent fi ve point likert
scales:
1. The
responses
were
taken
on
5-point
likert-scale
with
anchors ranging from 1 = strongly disagree, 2 = Disagree, 3

= neutral, 4 = Agree, to 5 = strongly agree
2. Another scale is used for impression management on 5-point
likert scale with anchors ranging from ranging from 1 = Not
at all, 2 = Not , 3 = Neutral, 4 = Much 5 = Very much
3 . 1 = N o pros pe cts, 2= Some Pros pe cts, 3 = N ormal e ff e cts, 4= C onsi ste nt
posi ti ve e ff e cts, 5= Ve ry much posi ti ve consi ste nt eff e cts.
4.
Finally, a 5-po int likert scale ranging from 1 = Never, 2 =

Rarely, 3 = Often 4 = Mostly, 5 = Always.
59 | P a g e
7.3
Hypothesis Development
7.3.1
Research Objectives:
The study is aimed to fi nd the role

of HRIS in strategic
human resources management in banking sector of Pakistan.
7.3.2
Research questions and Hypothesis:
The study is attempted to fi nd the role of HRIS in Strategic Human

resources decisions on banking sector of Pakistan. This is the
extensive objectives of the study. In order to accomplish this
purpose the following research questions were developed:
1
2
3
4
Do your Banks use HRIS?

Do HRIS be applied in making strategic decisions?
Do your bank use HRIS in Strategic HR decisions?
Is there exists a relationship between HRIS and Strategic HR
decisions?
To what extent HRIS is used in making Strategic HR decisions
?
a. HRIS is used to support Business process reengineering
b. HRIS is used in recruitment & Selection
c. HRIS is used in maintain healthy union
Management relationship
d. HRIS is used in Providing employment benefi ts
e. HRIS is used in Training and Development
f. HRIS is used in Decision making
Do your professional capabilities enhanced by the use of
7
8
HRIS?
Whether HRIS leads to enhanced performance ?
What is the future of HRIS in Strategic HR decisions in
Banking sector of Pakistan.
60 | P a g e
7.3.3
HYPOTHESESE DEDVELOPMENT
A number of researchers on HRIS and SHRM agreed that the

application of Information technology has brought a revolution in
the various operations of business. In Banks the business process
re-engineering has changed the whole scenario. Now a customer is
not required to stand in queues waiting for his turn to withdraw an
amount, it is available to him at his own sweet will 24 hours a day
using ATM machines.
Corporate Intranet, Helpdesks, online Job application forms, online
interviews, Group support system , Audio conferencing, video
conferencing are the tools that has added much to enhance the
performance of human resources in a bank.( Turban 2008)
There is increased Information technology supported activities,

and that there is positive correlation between more IT and HR
tasks automation. HR professionals rely on the HRIS in fulfi lling
job functions. Thus, for the HR professional there is an increasing
reliance on the HRIS to fulfi ll even the most elementary job tasks
(Anderson, 1997).
To fi nd whether HRIS is used in Banking sector

Pakistan or not following hypothesis is developed:
of
Hypothesis 1 :
H 0 = HRIS is used in Banking Sector in Pakistan
H 1 = HRIS is not used in Banking sector in Pakistan.
In order to fi nd the solution the following question No. 1 is

established:
1. Do your Banks use HRIS?
61 | P a g e
To show the usage of HRIS , the respondents were asked to

articulate their opinion on a 5-po int likert scale ranging from 1 =
Never, 2 = Rarely, 3 = Often 4 = Mostly, 5 = Always
Moreover, it is assumed that a mean value greater than 3 will
off er support for the Hypothesis 1. A single sample t-test will be
made in order to fi nd the diff erence between mean value and
hypothesized mean.
Ravi kalakota(2006) concluded that banks have a strong impact of
Information technology, the speed and quality of service delivery
has increased.
Corporate Intranets have made HR capable of
performing their work more easily and in time results can be
achieved.
Buckley et.al (2004) concluded that HRIS

staffi ng costs, reduced labour turnover
increased the recruitment choices. This leads
on profi t and ultimately return on investment
leads to savings in
problems and has
to a pleasant impact
is also increased.
To conclude the usage of HRIS in Banks for supporting

Strategic
Human
resources
decisions
following
hypothesis is developed:
Hypothesis 2 :
H 0 = HRIS is used in support of making
decisions in Banking sector in Pakistan.
Strategic
HR
H 2 = HRIS is not used in support of making Strategic HR

In order to conclude on the above assumption, following question

No. 2 and 3 is established:
62 | P a g e
1. Do HRIS be applied in making strategic decisions?

(QuestionNo.2)
2. Do your bank use HRIS in Strategic HR decisions?
(Question No. 3)
To evaluate the results for question 2, the respondents were asked
to articulate their opinion on a 5 - Point likert scale ranging from :
1 = strongly disagree, 2 = Disagree, 3 = neutral, 4 = Agree, to 5
= strongly agree
For question3, the respondents were asked to express their
opinion on a 5 point likert scale ranging from 1= Not at all, 2=
Not, 3= Normal, 4= Much, 5= Very much.
The mean value will be computed, tests be applied and conclusion
will be withdrawn.
Adnerson 1997 found that HR professionals use HRIS for fi lling job
vacancies.
Buckley et.al(2004) and Gardner et.al (2003) concluded that
Human resources professionals having knowledge of HR are
enjoying more liberty in performing their work.
To fi nd integration between HRIS and SHRM as are

used in Banking sector of Pakistan following
hypothesis are developed:
Hypothesis 3 :
H 0 = There is a positive and signifi cant relationship between

HRIS and SHRM as is used in Banking sector in Pakistan.
63 | P a g e
H 3 = There is no positive
between HRIS and SHRM as
Pakistan.
and signifi cant relationship

is used in Banking sector in
In order to evaluate the results question No.4 is formulated:
Question No. 4
Is
there
exists
between HRIS and Strategic HR decisions?
relationship
To evaluate the results for question 4,

the respondents were
asked to articulate their opinion on a 5-Point likert scale ranging
from :
= strongly agree
will be withdrawn.
According to Kovach et.al 2002; HRIS is used to provide data to
companies for two purposes, one to make eff ective recruitment
and secondly for strategic decisions like retention and integrating
with overall corporate strategies.
Hussain et al., (2006) studied the use and impact of human

resource information systems on human resource management
professionals. The intention was to evaluate and compare the
explicit areas of use .They also wanted to conclude whether HRIS
practices was strategic, a concept that is assumed to be a source
of value addition for the organization, and also to observe impact
on professional standing for HR professionals.
Question No. 2 and following question 17 can also be used

to make a conclusion:
64 | P a g e
Question No. 17
strategic HR
Whether HRIS has a strong impact on

decisions?
To fi nd if HR offi cials view HRIS as facilitating

technology following hypothesis are developed:
Hypothesis 4 :
H0= HR officials in Pakistan Banking sector dont view HRIS as
facilitating technology.
H4= HR officials in Pakistan Banking sector view HRIS as facilitating
technology.
(Question No. 12 )
Do HR managers consider HRIS as a facilitating technology?
To fi nd importance of HRIS
resources
management
in
Pakistan.
in Strategic Human
banking
sector
of
Hypothesis 5:
H 0 : HRIS is of great importance in making strategic human
resources decisions in banking sector of Pakistan.
H 5 : HRIS is not of great importance in making strategic
human resources decisions in banking sector of Pakistan.
65 | P a g e
Question No. 5
To what
making Strategic HR decisions ?
extent
HRIS
is
used
in
To evaluate the results for question 5, the respondents were asked

to articulate their opinion on a 5-Point likert scale ranging from :
1= Not at All, 2= Not, 3= Normal, 4= Much 5= Very much
The mean value will be computed and it is assumed that mean
values greater than 3 are accepted, tests be applied and
conclusion will be withdrawn.
The impact of HRIS on the following strategic functions are also to

be evaluated :
i.
ii.
iii.
HRIS is used to support Business process re-engineering

HRIS is used in recruitment & Selection
HRIS is used in maintain healthy union Management
relationship
iv.
HRIS is used in Providing employment benefi ts
v.
HRIS is used in Training and Development
vi.
HRIS is used in Decision making
For the purpose of evaluation of results Question No. 6 to
Question No. 11 were put.
A correlation Matrix was established, in this matrix:
HRIS = Human resources information system.
BPR = Business process re-engineering
Rs= Recruitment & Selection
UM= Union & Management
EB = Employees Benefi t Analysis
TD = Training & Development
DM= Decision making
Through
HRIS
employees
are
recruited,
better
working
environment is made and motivation is made, since their job
66 | P a g e
assignments are clearly defi ned and outlined. It is also informed

that what are the expected outcome, so we can say that it is
getting work done. This leads to better performance and
organization is in a good position to achieve its strategic goals.
( Paug 1986).
Communication
within
an
organization
provides
healthy
relationship between managers and employees. This healthy
environment helps to promote an organization as a whole. When
all the information is send and received right on time and place
employees are in better position to perform their duties.
(Mayfi eld, et al., 2003).
To fi nd the impact of HR on the professional

capabilities of Bankers in Pakistan banking sector
following hypothesis were developed:
Hypothesis 6 :
H 0 = HRIS have a positive and signifi cant impact on the
professional standing of Bank Employees working in
banking sector of Pakistan.
H 6 = HRIS have a positive and signifi cant impact on the
professional standing of Bank Employees working in
banking sector of Pakistan.
In order to evaluate the results question No. 14 is formulated:

Question No. 14
Do
your
enhanced by the use of HRIS?
67 | P a g e
professional
capabilities
asked to articulate their opinion on a 5- Point likert scale ranging

from :
1= Not at All, 2= Not, 3= Normal, 4= Much 5= Very much
will be withdrawn.
To fi nd the impact of HR on the performance of

Banks in Pakistan banking sector
following
hypothesis were developed:
Hypothesis 7 :
H0=
Extensive
use
of
HRIS
will
lead
performance in Pakistan Banking sector
H 7 = Extensive use of HRIS will not
performance in Pakistan Banking sector
lead
to
to
improved
improved
In order to evaluate the results question No. 13 is formulated:

Question No. 15
performance ?
Whether
HRIS
leads
to
enhanced
asked to articulate their opinion on a 5- Point likert scale ranging

from :
= strongly agree
will be withdrawn.
68 | P a g e
To fi nd the future prospects of HRIS in support of Strategic

HR decisions in Banks in Pakistan banking sector following
hypothesis were developed:
Hypothesis 8 :
H 0 = HRIS will have useful involvement in strategic human
resources decisions in Banking sector of Pakistan.
H 8 = HRIS will have no more useful involvement in strategic
human resources decisions in Banking sector of Pakistan.
In order to
formulated:
evaluate
the
results
question
No.
16
is
Question No. 16
What is the future of HRIS in Strategic
decisions in Banks?
There is rapid development in the information technology and its

application in business world. Managers found newer models and
information system that facilitate their work. Computer based
information system has changed the whole picture of performing
diff erent tasks. (James A O Brien 2004)
Pakistan is a developing economy, there is need for
implementation of newer technologies to speed up the process
and to obtain effi ciency.
69 | P a g e
CHAPTER NO. 8
EMPIRICAL FINDS AND CONCLUSION
7.4 Evaluation of the Empirical Results

In exploring the role of Human Resource Information Systems (HRIS) in
Strategic
Human Resource Management (SHRM) in banking sector of Pakistan six
hypotheses were developed.
Hypothesis 1
H1: HRIS is used in Banking Sector in Pakistan
H0: HRIS is not used in Banking Sector in Pakistan
The results showed a strong support for null hypothesis , that HRIS is used in banking sector of
Pakistan. Therefore, we accept the null hypothesis and reject the alternate hypothesis.
Hypothesis 2
H0= HRIS is used in support of making Strategic decisions
in Banking sector in Pakistan.
H2= HRIS is not used in support of
making
Strategic
The results in this case also supports for null hypothesis and it is inferred that HRIS supports
strategic decisions in banking sector of Pakistan, so alternate hypothesis is rejected.
70 | P a g e
Appendices
Appendix (A)
(i)
Cover Letter
Ghulam Haider
Assistant Professor,
Govt. College of Commerce, Qasim Pur Colony Multan.
gccmhs@gmail.com
5th August 2013

Dear Sir/Madam
SURVEY ADDRESS TO HR DIRECTOR/HR

ASSTISTANT MANAGER IN BANK
MANAGER/
HR
COORDINATOR/HR
I am Ghulam Haider, a student of class Master of Philosophy in Business Administration of

Institute of Southern Punjab. I am conducting a survey on the role of Human resources
information system (HRIS) in strategic Human resources Management (SHRM) in banking
sector of Pakistan.
This research is a compulsory part of my M.Phil thesis. I would therefore be highly obliged if
you could spare some of your valuable time to answer the enclosed questionnaire.
I assure that the responses shall be kept confident and this is only to be used in completion
of my research and there shall be no ultimate use.
I would be highly obliged if questionnaire could be returned well in time.
71 | P a g e
Thanking in anticipation;
Ghulam Haider
Enclosures:
1. Questionnaire
2. Self addressed stamped envelopes.
72 | P a g e
QUESTIONNAIRE
The questionnaire is divided into two parts, part 1 st is about Introduction of respondent and
part 2nd consists of 14 questions investigating the research questions. In developing
questionnaire , Hussain et. Al 2006 model of research questions were considered as a
guideline.
Keywords :
HRM= Human resources management
HR=Human resources
HRIS = Human resources information system
SHRM= Strategic Human resources information system
Part 1st
Introductory part
1
What is your job title?
What is the name of your Bank?
What is your
Department?
Part 2nd
73 | P a g e
length
of
service
in
HR
Less
Years
than
Five
More
Years
than
Five
Less than 10 years
More
years
than
10
Investigation Part
(Please in each case, click the option you think fit, from different 5 point likert
scale, given in each case.)
Question No. 1
Do your bank use HRIS in performing its HR operations?
1 = Never, 2 = Rarely, 3 = Often 4 = Mostly, 5 = Always
1
Question No. 2
Do HRIS be applied in making Strategic HR decisions?

1 = Strongly disagree, 2 = Disagree, 3 = neutral, 4 = Agree, to 5 = strongly
agree
Question No. 3
Do your bank uses HRIS in Strategic HR Decisions?
1 = Not at all, 2 = Not , 3 = Neutral, 4 = Much 5 = Very much
74 | P a g e
Question No. 4
Is a relationship between HRIS & SHRM?
1 = strongly disagree, 2 = Disagree, 3 = neutral, 4 = Agree, to 5 =
strongly agree
1
Question No. 5
What is the degree(extent) of using HRIS in making SHRM
decisions
1
Question No. 6
What is the Impact of application HRIS in making Business
Process reengineering decision
1
Question No. 7
What is the impact of application HRIS in Recruitment & Selection
1
75 | P a g e
Question No. 8
What is the Impact of application HRIS in maintaining healthy
Union Management relationship
1
Question No. 9
What is the Impact of application HRIS in determining and
providing Employee Benefits
1
Question No. 10
What is the Impact of application HRIS in Training & Development
1
Question No. 11
What is the Impact of application HRIS in decision making
76 | P a g e
Question No. 12
Do HR Managers consider HRIS as a facilitating technology?
1
Question No. 13
Do HR Managers consider HRIS as a new technology?
1
Question No. 14
Do your professional capabilities enhanced by the use of HRIS?
1
Question No. 15
Whether HRIS leads to enhanced organizational performance?
1 = strongly disagree, 2 = Disagree, 3 = neutral, 4 = Agree, to 5 = strongly
agree
1
77 | P a g e
Question No. 16
What is the future of HRIS in Strategic decisions in Banks?
1= No prospects, 2= Some Prospects, 3=Normal effects, 4= Consistent
positive effects, 5= Very much positive consistent effects.
1
78 | P a g e
EMPIRICAL FINDINGS
LIST OF BANKS
Islamic Banks
Conventional Banks
1.Meezan
5.HBL
2.Bank Islamic Pakistan
6.Askari Bank
3.Dubai
Islamic
Pak
4.Al Baraka Bank
8. Bank Al falah
79 | P a g e
Bank 7.Allied Bank Ltd.
Correlations
What is the extent of application Pearson Correlation

HRIS in making Business
Sig. (2-tailed)
Process reengineering decision
What is the extent of applicaiotn Pearson Correlation

HRIS in Recruitment &
Sig. (2-tailed)
Selection

of HRIS in maintaining healthy
Sig. (2-tailed)
Union Management relationship
What is the extent of applicaiotn Pearson Correlation

of HRIS in determining and
Sig. (2-tailed)
providing Employee Benefits

of HRIS in Training &
Sig. (2-tailed)
Development

of HRIS in decision making
Sig. (2-tailed)
N
**. Correlation is significant at the 0.01 level (2-tailed).
80 | P a g e
What is the
What is the
extent of
extent of
What is the
application
application
extent of
HRIS in
of HRIS in
applicaiotn of
making
What is the
maintaining
HRIS in
Business
extent of
healthy
determining
Process
application
Union
and
reengineeri
HRIS in
Manageme
providing
ng
Recruitment
nt
Employee
decision
& Selection
relationship
Benefits
What is the extent of application
in Training & Developme
.580**
.608**
.627**
.000
.000
.000
52
52
52
52
.580**
.575**
.545**
.000
.000
.000
52
52
52
52
.608**
.575**
.670**
.000
.000
52
52
52
52
**
**
**
.627
.545
.000
.670
.000
.000
.000
52
52
52
52
**
**
**
.676**
.653
.506
.645
.000
.000
.000
.000
52
52
52
52
.663**
.563**
.715**
.723**
.000
.000
.000
.000
52
52
52
52

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Role of SHRIS in Banking sector of Pakistan

In todays knowledge-economy, organizational success depends

Furthermore, Human Resource Management (HRM) has recently

This turn in HRM practices is partially attributed to technologies

To increase the eff ectiveness of HRM, organizations are becoming

With HRIS, the administrative effi ciency maintains faster

Role of SHRIS in Banking sector of Pakistan

2005), lower HR costs and overall HR productivity improvements

Strategic value can be derived using HRIS tools that assist

The subject of the strategic signifi cance of human resource

1.2 MOTIVATION FOR STUDY:

Role of SHRIS in Banking sector of Pakistan

Pakistan. In less developed countries, most of the fi rms are not

Today the Individuals have an overabundance of understanding

1.3 Research Objective

This study explores the role of human resource information

The objective of this study is to draw a conceptual framework for

To evaluate the relationship

To evaluate the impact of Human Resources Information

1.2 RESEARCH QUESTIONS:

Role of SHRIS in Banking sector of Pakistan

Do your Banks use HRIS?

SIGNIFICANCE OF THE STUDY:

Role of SHRIS in Banking sector of Pakistan

discussed that companies operating in multiple nations like

Role of SHRIS in Banking sector of Pakistan

1.6 Structure of the study

Consequently, chapter 7 includes research methodology and presents

Finally, chapter 9 presents, the implication of the results, conclusion,

Role of SHRIS in Banking sector of Pakistan

Human Resources Management

It can be stated that the classic operation regarding Personnel

Some writers in business management advocated that since there

The rapid development in business world and introduction of

Role of SHRIS in Banking sector of Pakistan

Some writers on Personnel management and Human resources

New horizons of Human resources are more directed towards

Strategic horizons include team-based job designs, fl exible

Today we are living in a global economy. There is a rapid change

Business process reengineering has advocated that primary

Role of SHRIS in Banking sector of Pakistan

results and ultimately lead to enhance organizational performance

Human resources management is the process of acquiring,

Defi ning Human resources

Human Resource Management (HRM) is the function within an

HRM is also a strategic and complete approach to managing

HRM is additionally any organizing and total way of managing

Role of SHRIS in Banking sector of Pakistan

Productive HRM enables staff members to play a role properly and

According to Gary Dessler (2010) following are some of the some

1. To recruit the right person fro the right job.

4. To get effi cient and eff ective participation from all

6. To have a better relations with the trade union.

Role of SHRIS in Banking sector of Pakistan

HRM is a source to achieve effi ciency and eff ectiveness. It serves

organizational objectives of HRM.

Now a days that organizations are considered as 1 Internetworked

These days Human resources are considered as valuable Human

Role of SHRIS in Banking sector of Pakistan

This would be possible only when the HRM helps employees to

Employees working in an organization are also social beings. They

On a basic level, human resource management is concerned about

Role of SHRIS in Banking sector of Pakistan

eff ectively structure their business processes. (Jeremy C Bradley,