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A

PROJECT BASED SEMINAR


REPORT
ON
HUMAN RESOURCES MANAGEMENT SYSTEM
Submitted in partial fulfillment of the requirements for the degree of
Bachelor of Engineering in Information Technology

BY

Mr. Varun Deshpande (T120618509)


Mr. Rohan Kothawade (T120618522)
Mr. Vardan Hingmire (T120618515)
Mr. Yash Belgaonkar (T120618503)

UNDER THE GUIDANCE OF


PROF. BHUSHAN S. CHAUDHARI

Department of Information Technology

SANDIP FOUNDATIONS
Sandip Institute Of Technology Research Center
Sandip Foundation Mahiravani, Trimbak Road
NASHIK 422 213
SAVITRIBAI PHULE PUNE UNIVERSITY
ACEDEMIC YEAR 2016-17
SANDIP FOUNDATIONS
SANDIP INSTITUTE OF TECHNOLOGY AND
RESEARCH CENTER
MAHIRAVANI, NASHIK - 422 213
SAVITRIBAI PHULE PUNE UNIVERSITY
ACADEMIC YEAR 2016-17

SEMINAR REPORT
Name of seminar : Human resources management system

Students name -
Mr. Varun Deshpande (T120618509)
Mr. Rohan Kothawade (T120618522)
Mr. Vardan Hingmire (T120618515)
Mr. Yash Belgaonkar (T120618503)

Class : T.E (Information Technology)

College : Sandip Institute Of Technology And Research Center

Semester : V

Name of the guide : PROF. BHUSHAN S. CHAUDHARI

(Prof. B.S. Chaudhari) (Prof .A.D.Potgantwar)

Project Guide HOD, IT Department


ACKNOWLEDGEMENT

We would like to express my deepest appreciation to all those who provided


me the possibility to complete this report. A special gratitude I give to our
Third year project manager, Mr. B.S.Chaudhari, whose contribution in
stimulating suggestions and encouragement, helped me to coordinate my
project especially in writing this report.

Furthermore I would also like to acknowledge with much appreciation the


crucial role of the Head of Department Prof.A.D.Potgantwar, who gave the
permission to use all required equipment and the necessary materials to
complete the task Database Management . Thanks goes to the team mate,
Rohan,Yash,vardan,varun who assemble the parts and gave suggestion
about the task HR Management. Last but not least, many thanks go to the
head of the project, whose have invested his full effort in guiding the team in
achieving the goal. I have to appreciate the guidance given by other
supervisor as well as the panels especially in our project presentation that has
improved our presentation skills thanks to their comment and advices.

Mr. Varun Deshpande (T120618509 )


Mr. Rohan Kothawade (T120618522)
Mr. Vardan Hingmire (T120618515)
Mr. Yash Belgaonkar (T120618503)
Contents

1 Introduction 1
1.1 Introduction of topic . . . . . . . . . . . . . . . . . . . . . . . . . 1
1.2 Sponsership Letter . . . . . . . . . . . . . . . . . 1
1.3 Aim and Objective . . . . . . . . . . . . . . . . . . . . . . . . . . 2

2 Literature Review 3
2.1 Advantages of Human Resource . . . . . . . . . . . . . . . . . . . 3
2.2 Human Resource Planning . . . . . . . . . . . . . . . . . . . . . . 5

3 Software Requirements 6
3.1 Hardware Requirements . . . . . . . . . . . . . . . . . . . . . . . . 6

4 System Design 8
4.1 Lack of immediate retrievals: . . . . . . . . . . . . . . . . . . . . . 8
4.2 Maintenance of Accuracy and Reliability issues: . . . . . . . . . . . 8
4.3 Lack of prompt update: . . . . . . . . . . . . . . . . . . . . . . . . 8

5 Methodology 11
5.1 Augmented Reality . . . . . . . . . . . . . . . . . . . . . . . . . . 11
5.2 Functions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
5.3 Applications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
5.4 Merits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
5.5 Demerits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

6 FEASIBILITY OF PROJECT 14
6.1 ECONOMIC FEASIBILITY . . . . . . . . . . . . . . . . . . . . . 14
6.2 TECHNICAL FEASIBILITY . . . . . . . . . . . . . . . . . . . . 16

7 Conclusion 17
References 17
8 Base Paper 19
List of Figures

2.1 Case Diagram . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

4.1 Implementation Pattern . . . . . . . . . . . . . . . . . . . . . . . 9


4.2 Case Diagram . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

5.1 High-level View of the Utilization of the Emotiv API . . . . . . . 12


Human Resource Management System

Chapter 1

Introduction

1.1 Introduction of topic

Project Human Resource Database Management System creates software that


stores and manages all the data needed to describe the personal and their frame-
work within an organization. It includes definition of various levels of hierarchy in an
organization, the salary structure pertaining to every element in this hierarchy, the
description of every department functioning in the organization and the overall em-
ploy database which integrates elements in all the aforementioned. It has a
database administration that has access to the entire database, in regards with
viewing and update of information. The exclusive right is implemented using
authorized access. Also viewing all data and editing of personal data can be done
by any employee, this also using authorized access. Communication between
personnel and administrator has also been provided for. The data can be
accessed, manipulated and retrieved very easily. The interface has been made
very user friendly. The data is well protected for use and the data processing ie,
result of query functions has been made very quick and efficient.

1.2 Motivation behind our project topic

The new emerging trends and technologies such as virtual and augmented reality
make it very easy to present the information and as well to understand in an inter-
active way, thus to make this interaction more efficient we are trying to make use of
one more technology that is Human Resources Management System (HRM).

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Human Resource Management System

1.3 Aim and Objective

Project Aim
The aim of the project is to create a environment in which we are building
and managing databases needed in IT industry in a precise way.

Project Objective
The Human Resource Database Management software is very user friendly
and appealing. The Human objective of the system is to maintain and retrieve
in-formation about the entire personnel framework of the organizational
system. The system is fairly simple in design and implementation. The main
objectives of this system can be summarized as follows:
Design of a hierarchical framework in terms of positions held thus
depicting the organizational hierarchy. Update of the structure of the
same, as well as addition of new elements.
Search for all employees, departments, dependent information etc possible.
Also department-wise, level-wise and other parameter based search enabled.
Communication between employee and administrator.
Computerized payroll generation, manipulation and management.
Easy management of databases of various sections covering key aspects.

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Human Resource Management System

Chapter 2

Literature Survey

Long-term Human Resource (HR) planning is a strategic and very important part
in a process of preparation and realization of such a complex organizational system
also for the sake of cost reduction. Many organizations describe HR as the com-
bination of traditionally administrative personnel functions with performance man-
agement, employee relations and resource planning. HR has at least two meanings
depending on context. The more common practice within corporations and busi-
nesses refers to the individuals within the firm and some organization that deals
with hiring, firing, training and other personnel issues. The main objective of HR is
to maximize the return of investment from organizations human capital and
minimize financial risk. HR manager is the responsible person to conduct these
activities in an effective, legal, fair and consistent manner

2.1 Advantages of Human Resource

HR is an essential part of any organization, doesnt matter either the organization is


big or small. Great pressure is laid on implementing an effective HR system in an or-
ganization. Driving HR efficiently can contribute more value to the business (Bruce et
al., 2006). Efficient HR can make overall costs for HR reduce, improve efficiency of HR
administration, reduce manual processing, improve consistency and compli-ance,
make fixed costs variable and reduce capital investments in HR. There are many
advantages that HR provides in an organization some of them include: i. One of the
advantages of HR in an organization is the assistance it provides in recruiting staff and
in training employee. The HR department is mostly responsible to develop the
systematic plan according to which they hire the staff, depending on the finan-cial of
the organization and helping organization to build a professional work team. ii. HR
system implements series of strategies in employment appointing which in-cludes
allocated training sessions for employee develop test plans for employee, to

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Human Resource Management System

manage and analyze employee interviews and to create internship opportunities. .

Figure 2.1: Case Diagram

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Human Resource Management System

2.2 Human Resource Planning .

Human resource planning (HRP) is the term used to describe how companies
ensure that their staffs are the right staff to do the jobs. Several definitions have been
given by different writers what planning is all about. HRP links people management to
the organizations mission, vision, goals and objectives, as well as its strategic plan
and budgetary resources. A key goal of HRP is to get the right number of people with
the right skills, experience and competencies in the right jobs at the right time and at
the right cost. Vetter (1967) has defined HRP as the process by which management
determines how the organization should move from its current manpower position to its
desired position. Via planning, management struggles to have the right number and
the right kinds of people, at the right places, at the right time, doing things right and
give benefit to both the individual and the organization. All the definition of HRP was
explaining and stress out about people. The function of Human resource planning are
to assists organizations to recruit, maintain, and optimize the deployment of the
personnel needed to meet business objectives and respond to changes in the external
environment. The process involves carrying out a skills analysis of the existing
workforce, carrying out manpower forecasting, and taking action to ensure that supply
meets demand. This may include the development of training and retraining strategies.
Human resource planning has traditionally been used by organizations 19 to ensure
that the right person is in the right job at the right time. Generally, HRP involves
gathering of information, making objectives and making decisions to enable the
organization achieve its objectives. HRP give a lot of benefits to organizations. HRP
makes the organization move and succeed by assisting the organization to manage its
staff strategically. Poor HRP and lack of it in the organization may result in huge costs
and financial looses. It may result in staff posts taking long to be filled. This will
increase costs and reflect the effectiveness of work performance because employees
are requested to work unnecessary overtime and may not put more effort due to
exhaustion.

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Chapter 3

System Dynamics

3.1 System Implementation

HR is a product of the human relations movement of the early 20th century, when
researchers began documenting ways of creating business value through the strategic
management of the workforce. The function was initially dominated by transactional
work, such as payroll and benefits administration, but due to globalization, company
consolidation, technological advances, and further research, HR as of 2015 focuses on
strategic initiatives like mergers and acquisitions, talent management, succession
planning, industrial and labor relations, and diversity and inclusion.
Human Resources is a business field focused on maximizing employee produc-
tivity. Human Resources professionals manage the human capital of an organization
and focus on implementing policies and processes. They can be specialists focus-ing
in on recruiting, training, employee relations or benefits. Recruiting specialists are in
charge of finding and hiring top talent. Training and development profes-sionals ensure
that employees are trained and have continuous development. This is done through
training programs, performance evaluations and reward programs. Employee relations
deals with concerns of employees when policies are broken, such as harassment or
discrimination. Someone in benefits develops compensation structures, family leave
programs, discounts and other benefits that employees can get. On the other side of
the field are Human Resources Generalists or Business Partners. These human
resources professionals could work in all areas or be labor relations representatives
working with unionized employees.
In startup companies, trained professionals may perform HR duties. In larger
companies, an entire functional group is typically dedicated to the discipline, with staff
specializing in various HR tasks and functional leadership engaging in strategic
decision-making across the business. To train practitioners for the profession, in-
stitutions of higher education, professional associations, and companies themselves

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Human Resource Management System

have established programs of study dedicated explicitly to the duties of the func-
tion. Academic and practitioner organizations likewise seek to engage and
further the field of HR, as evidenced by several field-specific publications. HR is
also a field of research study that is popular within the fields of management and
industrial/or-ganizational psychology, with research articles appearing in a
number of academic journals, including those mentioned later in this article.
Businesses are moving globally and forming more diverse teams. It is the role of
human resources to make sure that these teams can function and people are able to
communicate cross culturally and across borders. Due to changes in business, current
topics in human resources are diversity and inclusion as well as using tech-nology to
advance employee engagement. In the current global work environment, most
companies focus on lowering employee turnover and on retaining the talent and
knowledge held by their workforce.[citation needed] New hiring not only en-tails a high
cost but also increases the risk of a newcomer not being able to replace the person
who worked in a position before. HR departments strive to offer benefits that will
appeal to workers, thus reducing the risk of losing corporate knowledge.
.

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Chapter 4

Problem Statement

4.1 Lack of immediate retrievals:

In the conventional system, information is distributed across several files. This might
also lead to data redundancy with repetition of the same information in various files. In
the event of a complex or nested query, the search has to scan several files, thus
making procurement of requested query results very cumbersome.

4.2 Maintenance of Accuracy and Reliability issues:

With redundancy comes consistency issues as the update of information in a


sin-gle record should be echoed in all records containing the same
information. Also atomicity issues ie, completion of a transaction in totality or
nothing at all; has to be maintained. This is difficult in a multi-file system.

4.3 Lack of prompt update:

Updates associated with a record in a file is to be reflected in all records


wherein the particular record is present. This concurrent update poses the
problem of time lag. Errors in commit operation to some particular files
cause the grave issue of data inconsistency.

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Human Resource Management System

Figure 4.1: Implementation Pattern

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Human Resource Management System

Figure 4.2: Case Diagram

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Chapter 5

Methodology

5.1 Augmented Reality

A Human Capital Management Solution, Human Resources Management System


(HRMS), or Human Resources Information System (HRIS), as it is commonly called, is
the crossing of HR systems and processes with information technology. Human
Resource Information Systems provide a means of acquiring, storing, analysing and
distributing information to various stakeholders.[2] HRIS enable improvement in
traditional processes and enhance strategic decision making.[2] The wave of techno-
logical advancement has revolutionized each and every space of life today, and HR in
its entirety was not left untouched. Early systems were narrow in scope, typically fo-
cused on a single task, such as improving the payroll process or tracking employees
work hours. Todays systems cover the full spectrum of tasks associated with Human
Resources departments, including tracking improving process efficiency, managing
organizational hierarchy, and simplifying financial transactions of all types. In short, as
the role of Human Resources departments expanded in complexity, HR technol-ogy
systems evolved to fit these needs.

5.2 Functions

The function of human resources (HR) departments is administrative and common


to all organizations. Organizations may have formalized selection, evaluation, and
payroll processes. Management of human capital progressed to an imperative
and complex process. The HR function consists of tracking existing employee data
which traditionally includes personal histories, skills, capabilities, accomplishments
and salary. To reduce the manual workload of these administrative activities, orga-
nizations began to electronically automate many of these processes by introducing
specialized human resource management systems. HR executives rely on internal

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Human Resource Management System

or external IT professionals to develop and maintain an integrated HRMS. Before


clientserver architectures evolved in the late 1980s, many HR automation processes
were relegated to mainframe computers that could handle large amounts of data
transactions. In consequence of the high capital investment necessary to buy or
program proprietary software, these internally developed HRMS were limited to or-
ganizations that possessed a large amount of capital. The advent of clientserver,
application service provider, and software as a service (SaaS) or human resource
management systems enabled higher administrative control of such systems. Cur-
rently human resource management systems encompass:.
Figure 5.1: High-level View of the Utilization of the Emotiv API

5.3 Applications

Assessing the Need for a HRMS Solution


Before a company makes a decision regarding the selection of a HRMS so-
lution, it is important for the management team to identify the needs of the
company, its processes, and goals for both long term and short term. It is es-
sential to the success of the project to deeply involve the HR professionals in
the process. Depending on the size and structure of the company, it may be
helpful to have an organization-wide meeting or to select representatives from
each department to discuss HRMS goals and options.

HRMS Security
Security is of great concern when it comes to choosing a human
resources man-agement system. The information stored in a HRMS is
highly sensitive, includ-ing proprietary company data and volumes of
personal information about em-ployees. It is essential for companies
to choose a solution that utilizes a method of secure transmission
such as SSL which encrypts the data as it transmits over the internet.
Internal security is also critical; information should be guarded by
passwords that have varying levels of access in relation to what is needed
for the job posi-tion. While most companies now allow employees to access
portions of HRMS solutions, employees must understand the importance of
maintaining the in-tegrity of the system and protecting the security of the
information it contains (i.e. no password sharing). Safeguards should also
be in place to quickly bar terminated employees access to systems.

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5.4 Merits

HRM helps in Hiring and Training the Workforce


HRM takes care of the Performance Management System

HR helps in building culture and values in the organization

Conflict Management is also an important responsibility of HR

5.5 Demerits

Privacy
One of the chief disadvantages of HR management systems is the
increased ca-pacity for breaches in the privacy of your employees,
management and business officials

User Error
Inherent in the use of HR management systems is the means for inaccuracy

Down Time
Integrated with all computers and software are the inevitable issues
that cause technical difficulties. HR management systems are equally
susceptible to down time.

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Human Resource Management System

Chapter 6

FEASIBILITY OF PROJECT

The feasibility report of the project holds the advantages and flexibility of
the project. This is divided into three sections:
Technical Feasibility

Economical Feasibility

Operational Feasibility

6.1 ECONOMIC FEASIBILITY

A systems financial benefit must exceed the cost of developing that


system. i.e. a new system being developed should be a good investment
for the organization. Economic feasibility considers the following
The cost to conduct a full system investigation.
The cost of hardware and software for the class of application.

The benefits in the form of reduced cost or fewer costly errors.

The cost if nothing changes (i.e. the proposed system is not

developed). The proposed system is economically feasible because

The system requires very less time factors.

The system will provide fast and efficient automated environment


instead of slow and error prone manual system, thus reducing both
time and man power spent in running the system.

The system will have GUI interface and very less user-training is
required to learn it.

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Human Resource Management System

The system will provide service to view various information for proper
man-agerial decision making.

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Human Resource Management System

6.2 TECHNICAL FEASIBILITY

Technical feasibility centers around the existing computer system ((hardware


and software) whether it can support the addition of proposed system, if not,
to what ex-tent it can support and the organizations capacity to acquire
additional components. Our proposed system is technically feasible because

The hardware and software required are easy to install and handle

The necessary hardware configuration and software platform is already

there The system supports interactivity with the user through GUI

Technical feasibility centers around the existing computer system


(hardware and software) whether it can support the addition of proposed
system, if not to what extend it can support the organizations capacity to
acquire required additional com-ponents.
Proposed system is technically feasible because of the following reasons:-

Its required less system resources.

Expandability will be maintained in the new system. New modules can


be added later on the application, if required in the future.
The application will have User-friendly Forms and Screens, all validation checks.

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Chapter 7

Conclusion

Human Resource Management focuses on matching the needs of the


business with the needs and development of employees. Tarmac depends on its
people because their skills contribute to achieving its business objectives.
Within Tarmac, every employee has a valuable role to play. The emphasis is
on helping individuals to work together. Workforce planning is part of this strategic
process, which looks at the long-term needs across the organisation. Personal de-
velopment plans enable every individual to grow both professionally and personally
within the business. They also help Tarmac to create a distinct and important com-
petitive advantage through selecting and developing highly motivated and skilled
staff who are able to perform at high levels.

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Human Resource Management System

References

[1] Andrews, Kenneth. 1989. Ethics in practice. Harvard Business Review


(Sept-Oct): 99-104.

[2] ROADMAP TO STRATEGIC HR: TURNING A GREAT IDEA INTO A


BUSINESS REALITY [HARDCOVER] By: David Ulrich (Author),
Wayne Brockbank (Author). Book Details: Hardcover: 272 pages,
Publisher: AMA-COM (November 4, 2005), Language: English,

[3] THE HR VALUE PROPOSITION [HARDCOVER] By: David Ulrich


(Au-thor), Wayne Brockbank (Author).

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Human Resource Management System

Chapter 8

Base Paper

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