Professional Documents
Culture Documents
CHAPTER 1
INTRODUCTION
traditional system of routine administration and become professional consultants for rest
of organization (Softworld Report, 1996, 1997). It helps HR professional to provide
quality information to top management and support in decision making activities
(Softworld Report, 1996, 1997:p16). This leads to emerge in new role of HR i.e.
Consultancy. Edward (cited in Softworld Report, 1996) stated that HRIS helps to
facilitate strategic as well as lower level working in organization such as designing
employees reward system. Information system used at different levels of organizational
hierarchy and information varies at all the levels. For example the information required
by top management and board of directors are executive reports and summaries and
manager required day to day management information at departmental level and HRIS
are categorized according to it (Liff, 1997; Laudon and Laudon, 2002). Edward (cited in
Softworld Report, 1996) gives more emphasis on the visible benefits of HRIS such as
faster responses by HR managers to organizational management, she believes:
By focusing on knowledge of market and their specialty in services HR managers can
improve both their own status and companys performance (Softworld, 1996:p23).
Both Rees and Edward (both cited in Softworld Report, 1996), stated that HRIS is a
means for HR managers to perform their job roles more effectively. Gallagher (1997)
argues that HRIS can be effective in four ways; firstly by increasing productivity of work
force, recruitment, temporary, short term working and redundancies, secondly, by dealing
with increasing demand of legislation related HR practices and to produce statistics for
government, thirdly by increase in rate of development of technology and finally by the
availability of HRIS at lower cost.The effective HRIS leads to efficiency (CIPD, 1999).In
this research it will investigate whether Human Resource Information System helps HR
manager to fulfill their job role more professionally.
The rapid emergence of the information technology (IT) sector has placed India on the
global stage during the last one and half decades. An increase in the free flow of
information and ideas has brought knowledge and its applications to the global front. The
sector has acted as a catalyst for growth across the Indian economy, including in areas
such as real estate, automobiles, travel and tourism, railway and mortgage banking
industries. It is contributing to better governance and efficiency, and helping in changing
the image of India abroad .With the development of Information technology during the
last two decades has increased the implementation and use of electronic human resource
management (e- HRM) (Strohmeier ,2007). According to various surveys it is evidenced
that organization adopts HRIS in large number and their application increasing
continually (Cedar Crestone, 2005).
There has various changes seen in Human Resource (HR) function of organizations, in
respond to the changing social and organizational environment and rapidly evolving
information technologies. These organizational and technological changes exert pressure
on HR manager to adopt these changes and provide high quality of services by
developing HRIS (Pfeffer, 1997).Information technologies (IT), helps HR managers to
integrate HR activities with Information system and assist HR professional for delivery of
services, and increases the quality of services and expectations of stake holders.Snell,
Stueber and lepak (2002) by using information technology HR can meet the challenges
and simultaneously become more strategic, cost-efficient, and flexible and customer
oriented. They identified that it has the potential to reduced administrative costs, increase
in productivity, increase response times, improve decision-making and enhance customer
service all at the same time. For cost reduction, higher quality service and cultural
changes are the driven forces for organization to adopt information technology driven HR
solution (Yeung&Brockbank 1995). More and more companies use an HRIS, to actively
support both their HR management and their business management (Shrivastava and
Shaw, 2004; Hussain et al., 2006; lepak et al., 2007). An HRIS is defined as the system
used by organization to acquire data and to store it, manipulate it, analyze it, retrieve and
distribute pertinent information of organizations human resources. [Tannenbaum,
1990].
To explore the role of Human Resource managers and their use of IS in fulfilling
these roles.
To focus on contribution of IS in developing professional status.
To what extent is IS assisting HR manager to deal with emerging roles.
rare,
imperfectly
imitable,
non-substitutable
resource
As per behavioral perspective, an HRIS may serve to elicit and control employee
attitudes and behaviors domestically (Jackson, Schuler and Rivero, 1989; Schuler,
1992; Schular and Jackson, 1987) and globally (Schuler et al, 1993).
In terms of a cybernetic system (Boulding, 1956; katz and kahn 1978; Thompson,
1967), and from a control theory perspective (Snell, 1992), an HRIS may be
thought of as the tool to control inputs (people and their training), throughputs
(behavior- based component of performance and reward systems) outputs (outputbased components of performance and reward systems).
Agency theory (Jensen and Meckling, 1976) suggest that an HIRS could be an
effective monitoring device to minimizes the agency costs attributable to agents
(managers acting on behalf of owners) hiding their actions or hiding information.
requirement has been greatly enhanced with the development of IT and its integration
with HR. By HRIS, it becomes easier for organization to keep record of data and
allowing it to manipulate for different organizational activities. HRIS is a system which is
designed to control, monitor and evaluate the different HR activities and influence the
employees movements from their joining period till to the time they leave the
organization. HRIS helps to reduce manual work of HR and enhance their job role in
more professional way. It also helps to abandon paper work by making it available all
information in computerized system.
CHAPTER-2
LITERATURE REVIEW
2.1 Human Resource Information System (HRIS):
Rapid changes in technology and Information system in last few years have a great
influence on organization system (Avison and Shah, 1997; Chaffey, 2003). In most of the
organization information system is used as a system to increase efficiency of
organization. This is consistent with the writings of IS writers like Edwards et al (1995),
Elliott and Starkings (1998), Renkema (2000), and, Laudon and Laudon (2002) in most
of the organization HRIS is widely used by employees and department as an information
system and they are heavily reliant on them. With the use of information system one can
easily increase the effectiveness, efficiency and integration of organization. Most
commonly Information system used by organization is to carry day to day business
operations, Management of organization and for strategic objectives, such as long term
objectives and goals. With the implementation of information system in organization it
has become easier to make strategic use of them, as mentioned by Tyson and Fell.
In organization various types of Information system are used such as:
Management Information Systems (MIS): MIS are used for the financial
operations of the organization as well as graphical models to provide a visual illustration
of the information. These systems help to make Management Decisions related to finance
such as comparisons of data or budget data.
EIS
MIS
TPS
In recent year the requirement of HR changes with the introduction of HRIS (Gallagher,
1986:p89; Softworld, 1996, 1997). In market wide range of HRIS are available. Some of
the vendors offer fully developed HRIS while some of the vendors also offer partially
developed system. Fully developed HRIS are available with number of modules from
strategic to operational. Usually when we use the term HRIS, we indicate a fully
developed HRIS. Softworld (1997:p4) identified a general rise in the use of HRIS.
Norman and Edwards (cited in Softworld, 1997) highlight that these modules are
developed in system according to their popularity and demand by HR department. There
is an effort to influence line management to increase their use of HRIS. Management
Today (1993:p23) found line management held an adverse suggestion about HRIS and
Holiday Management
Time and Attendance
Shift schedule Management
Selection
Company Car Management
Performance Assessment
Recruitment Management
Payroll
Organizational charting
Testing of skills and
aptitudes
Personnel Development
Needs Assessment
Job Evaluation
Data Interface
Grievance Procedure
Nationalities & Permit
Processing
Absence Monitoring
Flexible Benefits
Buildings Management
Self-Assessment
Success Planning
Test Development &
Evaluation
Job analysis
Health and Safety
Records
Training Management
Expenses
Redeployment
that this needed to adopt if professionals were to develop their status. Softworld (1996/7)
has carried out a survey of people other than the HR managers who use HRIS. The
evidence identified the majority of users were the HR/Personnel departments staff
Table2.1: HRIS Functions
(87.9%) followed by the departments directors (56.9%) and training managers (54.3%).
Potential future users were identified as line managers (66.4%), and HR/Personnel
directors (38.8%). The significant growth of use by line managers (up 48.3%) (Softworld
1997:p33). This increased use of IS could empower HR professionals.
10
issue that is seen is how Human Resource Professionals can gain power and status in the
organizations.Shipton and McAuley (1990, p12) and Grant et al (1998) explored that one
can enhance professional status by enhancing personnel function by positioning the roles
itself within an organization.
11
12
compensate for the lack of knowledge and relationship with the client. Organizations
have recently begun to realize the potential of using HR professionals for consultancy
assignments, as Armstrong (1994: p.viii) stated: It is worth noting that the structural
changes in organizations have led to changes in the roles of HR specialists, many of
whom are becoming internal consultants. We believe that two main reasons for engaging
HR consultants in HR/organizational consultancy are to innovate new systems and
procedures, and solve organizational/professional problems. Finally, in providing good
consultancy and advice it is important for HR manager to have up-to-date and accurate
information. HRIS can make this possible for them.
13
model, in that they describe about integrative features of HRM. Firstly, McKinsey
discussed about strategic approach of HRM in which he mentioned about seven
interrelated features. These features are jointly considered and interrelated to each other
for better integration of organizational strategy and HR practices. These features are
interlinked and HRM department needs to focus on these for better efficiency, flexibility,
quality and control in the strategic aspects of HRM in organization. Secondly, Wright and
McMahans (1992) framework that consists of theoretical influences adopting (1) the
resources-based view aims to explain how to achieve competitive advantage through
allocation of the organization resources, organizational culture, capabilities of employees
and achieving core competencies. For example, resources could be used to design a new
staff appraisal system in order to build their core competence. (2) The behavioral view is
based on contingency theories that aim to give details practices designed to control and
influence attitudes and behaviors. It shows the instrumentality of such practices in
achieving strategic objectives. (3) The cybernetics systems view aims to explain the
acceptance and rejection of practices resulting from feedback on contributions to strategy,
where existing ways of doing things such as training may be revamped to achieve the
objectives. (4) The agency/ transaction costs view aims to explain why organizational use
control mechanisms, such as performance evaluation and reward systems. In the absence
of performance review systems linked to reward systems, strategies may be difficult to
pursue. (5) The resource dependence and power theories view aims to explain practices
that are followed due to changes in the political atmosphere such as legislation,
unionization, and control of resources and expectations of social responsibility. (6)
Finally, the institutional theory view aims to explain that practices, because of informal
reasons and inertia rather than being planned systematically. Thirdly, according to Mabey
et al (2000) and Hendry and Pettigrew (1990) the idea of HRM has been around for some
time and it goes back to the writings of Drucker (1954) who realized that well-trained and
co-operative workforce was required for the well-being of the organization and its
economic development. HRM advocates a close, two-way relationship between
organizational strategy and HR practice through use of HRM strategy (Beaumont, 1992:
p40).
14
EXPERT CONSULTANT
DOCTOR/PATIENT
CONSULTANT
PROCESS CONSULTANT
15
1993:p20) There are various concepts of professionalism that could be used to assess the
role of HR managers for its professionalism and in seeing the importance of HRIS in
helping HR managers to maintain and improve their professional image (Hussain, 2002).
We have chosen trait and conflict theories for analysis, which are shown in table 3 below.
Overall professionalism is associated with having a great degree of intelligence that is
proved by relevant qualifications and training. Two writers provide views on the image of
professionals in society. Firstly McKinlay (1973) states: The degree of control they
exercise over their specialized and indeed knowledge...the level of public acceptance and
support of professionals. Secondly Johnson (1972) writes: professionals - the
technocrats, expert, organizational man, manager, have each in turn been seen as at
least populating the corridors of control p9. Professionalism is also associated with
specialty, proficiency, autonomy, expert and legality. Johnson (1972) views that
autonomy as important in achieving professionalism recognition and in distinguishing
professionals from non-professionals. Overall professionals have authority over nonprofessional occupations and ordinary members of the public. The development of HRIS
had a great impact on HR managers and they can utilize HRIS to work differently,
perhaps more efficiently. But at the same time organizational management and line
management are aware about that automation of HR functions can be attained. So HR
managers can continue to see an increase in their status or have they hit a fork in the
road? The use of HRIS increases the information base for HR managers and allows them
to perform their job roles more professionally. The strategic use of HRIS enables HR
manager to take informed decisions and conclusions. This would help them to increase
their personal recognition within their organizations.
16
CHAPTER 3
RESEARCH METHODOLOGY
In this section description about the methodology chosen out to fulfill the work .It plays
an important role for the successful completion of research work. For the successful
completion of research work it is necessary to properly select the methodology as
effectiveness of research is fully depends upon the correctness of the research
methodology.
17
CHAPTER 4
18
DATA ANALYSIS
The questionnaire was distributed to the respondent whether they used HRIS or they are
intended use one in the future. The questionnaire generated with the number of questions
based on objective of research:
To explore the role of Human Resource managers and their use of IS in fulfilling
these roles.
To focus on contribution of IS in developing professional status.
To what extent is information system assisting HR manager to deal with emerging
roles.
Organisation Type
25
15
Private
Small/ Medium
Large
60
Factors
Private
Small/Medium
No. of respondents
15
60
% of Respondents
15%
60%
19
Large
25
25%
Interpretation:
It is analyzed that about 60% of respondents work in small/ medium firm, 15% of in
private firm while rest 25 % in large firm.
3. Do you view yourself as HR professional? Why?
View as Hr Professional
100
80
View as Hr Professional
60
40
20
0
Yes
No
FIGURE 4.2: View yourself as HR professional
FACTORS
Yes
No
No. of respondents
94
6
Table 4.2: View yourself as HR professional
% of respondents
94%
6%
20
Interpretation:
When it was asked whether they view themselves as a HR professional, Out of 100
respondents about 94% respond yes while other as no. Their reason was like that, some of
them answer that their job roles enables them to be a professional, while other said that
the experience and skills that they possessed with them is only reason of being
professional status in organization.
4. In which of the following categories do your work duties fall into?
30
20
10
0
Advisory
Service
Functional
Factors
Advisory
Service
Functional
No. of respondents
28
30
42
Table 4.4: Categories of Work
Interpretation:
% of respondents
28%
30%
42%
21
It is analyzed that most of the respondents job duties lies in Functional (42%) in which
communication and interpretation of HR policies, and involve with top management
activities, while about 30 % is of service and rest of 28% is in advisory role.
5. How has your work role changed over the years?
30
25
20
15
10
5
0
It has not changed in anyway
Figure4.4: Role changed over years
Factors
No changed in anyway
Become more specialized
Become more general
Become more like an
No. of respondents
14
50
24
12
consultant
TABLE4.6: Role change over year
% of respondents
14%
50%
24%
12%
22
Interpretation:
It is analyzed that over the year there are changes in job roles of respondents their role
become more specialized in one or fewer aspect. About 50% of respondents agreed that
there job role become more specialized while 14% said that theres no change in job role.
6. Do you use HRIS in your organization?
Use HRIS in
Organisation
Yes
No
Intended to
No. of Respondents
66
18
16
Table 4.8: Use of HRIS
% of respondents
66%
18%
16%
23
Interpretation:
As questionnaire was circulated among Hr professionals whether they used HRIS or not,
it is analyzed that about 16% of them used HRIS in organization, 18% are not yet while
16% are intend to use in future.
24
Interpretation:
It is analyzed that HRIS in organization used by knowledge workers for planning
activities (26%), about 46% at operational level and rest of by top management for
decision making activities.
Further deployment of
HRIS
FACTORS
More routine
Operational Level
More medium level
decision making
Strategic use of HRIS
No. Of Respondents
26
% of Respondents
26%
28
28%
46
46%
Total
100
100%
25
CHAPTER 5
FINDINGS OF THE STUDY
26
When asked about the level at which they were using HRIS in their daily
organizational work, the respondents stated that such systems are being used at
various different levels, from very operational level used in undertaking routine
work to more strategic level work for making judgments. Almost all respondents
who indicated that they were using some sort of HRIS and said that they were
using HRIS at operational level (43% respondents), whereas 28% respondents
said that they used HRIS for strategic tasks and for taking more unstructured and
complex decisions.
The use of HRIS has increased by more senior level HR managers and in some
cases by strategic organizational management as they work closely with HR
specialists. Overall, we found that all three functions are being used by HR
managers in most organizations.
The respondents were asked about the types of HRIS functionality that they used.
As HRIS can be very large systems that come with many different functions, and
not all organizations, at least in the past, used to purchase all the modules offered
by such systems due to the expense involved. Some functionality is more
advanced than the other and allows HR managers to accomplish more strategic
tasks.
27
do view HRIS as very important in allowing them to perform their jobs more
professionally. The respondents provided the following reasons:
HRIS were very important in achieving greater professional
recognition (50%
respondents)
HRIS were important in helping them to provide up to minute
information to management (25% respondents),
Important for providing HR information to line management and
13% respondents did not comment about how it would allow them to
work more professionally.
The respondents were asked how they or their organization could deploy HRIS to
yield increased value. This question was asked to envisage the future use of HRIS
in their organizations. The following responses were received: 26% respondents
said that more routine use of HRIS will be made in their organizations, 28
respondents said that HRIS would be used to make medium level decisions and in
determining the policy, and 46% respondents said the HRIS would be used even
more strategically and in long range planning.
The questionnaire asked respondents to evaluate and envisage the future of their
profession since the role of HR professional has been changing constantly. Their
response suggested that their role was becoming more important in the future.
(With 44% saying that it has become more strategic). Others replied that they and
their profession were becoming more important because, they were becoming
internal/external consultants
The respondents were asked to indicate which HR posts they held. It was strategy
of the researcher not to include the respondents who were not HR managers or
their associates. But all respondents who completed questionnaires were HR
specialists, although in several hierarchical ranks.
The development of HRIS has had a major impact on HR managers and they can
utilize HRIS to work differently, perhaps more efficiently. But at the same time
28
The use of HRIS increases the data and information system base of HR managers
and allows them to achieve their job roles more professionally. In fact a strategic
use of HRIS enables them to make more informed decisions and judgments. This
would hopefully enable them to increase their personal recognition within their
organizations.
CHAPTER 6
CONCLUSION
In this research study it is analyzed that how HRIS in organization is a support system for
HR managers to perform their job role more efficiently. This research focused on the role
of HRIS in assisting HR managers to perform their roles more professionally. It looks at
29
the affect of HRIS on HR managers role - both traditional and for new emerging roles.
The results suggested that HRIS were playing an important role for HR Managers. Most
were using HRIS, at least, for operational level tasks and some were using it for strategic
level tasks. The strategic level use of HRIS was smaller. The respondents in general
believed that HRIS were significant in allowing them to perform their work more
efficiently, effectively and professionally in their organizations. This confirms that HRIS
are vital in helping HR managers to meet the ever-increasing demands on their job and
quality of service.
Alternatively, the use of HRIS is leading to many changes in the workings of HR
managers, such learning new technical skills and focus on the flow of HR information in
their departments and organizations.
LIMITATIONS:
The sample size of study is less because of time shortage.
Some of the employees were not showing interest to give informations, which
leads to bias and half picture.
The study is based on current and past scenario it could change in future.
Due to personal biasness of some employees it may have chances of misguide
data.
Theres also shortage of time.
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31
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