SYNOPSIS

HUMAN RESOURCE INFORMATION SYSTEM

Project Report
Submitted to

Dr.A.P.J Abdul Kalam Technical University, Lucknow

In partial fulfillment of the requirements of the degree of

Master of Business Administration

Submitted By: Under the Guidance of:

Kamal Kishore Dr. Neetu Singh
MBA 4th Semester Senior Executive
Roll Number: 1504070016
Enrollment No. 150407011250

2016-17

Department of Business Administration

Technical Education & Research Institute
Post-Graduate College, Ghazipur 233001 (U.P.)
Introduction

What is HRIS -

A human resource information system (HRIS) is an information system or managed service that

provides a single, centralized view of the data that a human resource management (HRM) or

human capital management (HCM) group requires for completing human resource (HR)

processes.

Many well known examples of the use of information technology for competitive advantage

involve systems that link an organization to suppliers, distribution channels, or customers. In

general, these systems use information or processing capabilities in one organization to improve

the performance of

another or to improve relationships among organizations. Declining costs of capturing and using

information have joined with increasing competitive pressures to spur numerous innovations in

use of information to create value.

The ideas do not constitute a procedure leading inexorably to competitive advantage. However,

they have been of value when combined with an appreciation of the competitive dynamics of

specific industries and a grasp of the power of information.

Results from "The Gap Between IT and Strategic HR in the UK",(June 2006) a study by talent

management solutions company Taleo, show a significant disconnect between HR's strategic

functions, includeng talent acquisition and workforce planning, and IT ability to support these

business initiatives.

The survey of 100 senior HR managers, all in organizations employing more than a thousand

people, found that only a quarter thought that strategic functions such as workforce planning,
leadership development and performance management were well supported by their IT systems.

Only a third felt confident in systems support for recruitment and employee progression. Other

findings included:

Current technology systems were out-of-date. Over half the respondents (55%) felt that

more sophisticated technology systems and processes were needed to support recruitment

and development.
IT focused on lower- level, administrative functions. Respondents said that payroll and

employee administration (68%) and evaluation and management reporting (53%) were

adequately supported by IT. However, more strategic HR initiatives such as performance

management (28%), leadership development and planning (25%) and strategic workforce

planning (25%) were not well supported.

Inadequate data and technology systems obstructed workforce management. Just 29% of

respondents felt that they had sufficient systems in place to gain a clear picture of existing

employee skills.
The HR function was striving to become more strategic. 63% of respondents cited talent

management (including recruitment) as a significant priority in the year ahead.

VISION OF HUMAN RESOURCE MANAGEMENT-

The Human Resource Management Information System (HRMIS) was developed in line with the

human resource management vision, To be the leader in the Development And Management of

Human Resource in Order to Achieve the Governments Vision. This vision was decided upon

during the seminar, HR Function Visioning Workshop for Senior Management, which was held

on 21-22 June 1999. This aim is in line with the Governments vision to become a developed

nation by 2020.

PUBLIC SERVICE DEPARTMENT SPEARHEADS HRMIS-

As the central agency responsible for public service human resource management policies, the

Public Service Department (PSD) was selected as the lead agency to spearhead the

implementation of the HRMIS. Officers from process owner divisions comprising the

Remuneration Division, Pension Division (now known as the Post-Service Division), Services

Division, Organization Development Division, Training Division (now known as the Human

Capital Development Division), Management Services Division, Planning,

Research and Corporate Division, and Psychological Services Division were directly involved in

verifying the human resource processes, which were developed for the HRMIS. They were also

involved in the testing stage of the application to ensure compliance with prevailing policies.

During the implementation stage, they verified the improvements on human resource policies

according to changes that occurred from time to time. The Information Management Division

was given the responsibility to manage the implementation of HRMIS, and provide information

on public service human resource.

What is strategy?
The origin of this concept can be traced in its military orientation, going back to the Greek word

strategos, for a general who organises, leads and directs his forces to the most advantageous position

(Bracker, 1980; Legge, 1995; Lundy and Cowling, 1996). In the world of business it mainly denotes how

top management is leading the organisation in a particular direction in order to achieve its specific goals,

objectives, vision and overall purpose in the society in a given context / environment. The main emphasis

of strategy is thus to enable an organisation to achieve competitive advantage with its unique capabilities

by focusing on present and future direction of the organisation (also see Miller, 1991; Kay 1993).

Over the past three decades or so a lot has been written under the field of strategic management

about the nature, process, content and formation of organisational strategy (see e.g. Mintzberg, 1987;

1994; Quinn et al., 1988; Ansoff, 1991 Whittington, 1993; 2001). A classical strategic management

process consists of a series of steps, starting from establishing a mission statement and key objectives for

the organisation; analysing the external environment (to identify possible opportunities and threats);

conducting an internal organisational analysis (to examine its strengths and weaknesses and the nature of

current management systems, competencies and capabilities); setting specific goals; examining possible

strategic choices / alternatives to achieve organisational objectives and goals; adoption / implementation

of chosen choices; and regular evaluation of all the above (see e.g. Mello, 2006). The abovementioned

first five steps form part of strategic planning and the last two steps deal with the implementation of an

ideal strategic management process. They also deal with both the content (revealed by the objectives and

goals) and process (for example, planning, structure and control) of an organisational strategy

(Chakravarthy and Doz, 1992; Lundy and Cowling, 1996).

However, in real life, it is important to note that for a variety of reasons and pressures (such as

scarcity of time, resources, or too much information), top decision-makers do not follow such a formal

and rational approach (also called as deliberate approach) when formulating their

organisationalstrategy. Based on their experiences, instincts, intuition and the limited resources available

to them (along with factors such as need for flexibility), managers adopt an informal and bounded
rational approach (resulting in informal incremental process) to strategy formation (see Quinn, 1978;

Mintzberg, 1978). Mintzberg (1987) says that formal approach to strategy making results in deliberation

on the part of decision-makers, which results in thinking before action. On the other hand, the incremental

approach allows the strategy to emerge in response to an evolving situation. Lundy and Cowling (1996:

23), summarisingMintzbergs thinking, write that deliberate strategy precludes learning while emergent

strategy fosters it but precludes control. Effective strategies combine deliberation and control with

flexibility and organisational learning. A number of scholars (such as Ansoff, 1991) have

criticisedMintzbergs work as over-prescriptive.

The debate with regard to the formation of organisational strategy continues. For example,

Whittington (1993) presents four generic approaches to strategy formation along the two dimensions of

processes and outcomes of strategy (see Figure 1.1). The x axis deals

with the extent to which strategy is formed in a rational, formal, planned and deliberate manner , is a

result of bounded rational approach or is emergent in nature. The y axis relates to continua of outcomes,

i.e. the extent to which organisational strategy focuses on profit-maximising outcomes. The top left-hand

quadrant represents a mix of maximum profit-maximisation and a formal planned and deliberate approach

to strategy formation. Whittington denotes this combination as classical. The combination in the top

right-hand is that of profit-maximisation and an emergent kind of strategy formation called the

evolutionary approach. The other two combinations the emergent approach to strategy formation and

pluralistic types of outcome and deliberate process and pluralistic outcomes are denoted as processual

and systemic approaches respectively.

[Fig. 1.1]
Figure: 1.1 Whittingtons (1993) generic perspective on strategy

Organisations adopting the classical approach (like the army) follow a clear, rational, planned and

deliberate process of strategy formation and aim for maximisation of profits. This approach is most likely

to be successful when the organisations objectives and goals are clear, the external environment is

relatively stable, the information about both the external and internal environment is reliable and the

decision-makers are able to analyse it thoroughly and make highly calculated decisions in order to adopt

the best possible choice. Strategy formulation is left to top managers and the implementation is carried

out by operational managers of different departments. This scenario demonstrates the difference between
first-order strategy or decisions and second-order strategy or decisions, where the former represents

the strategy formation by top managers and the latter is an implementation of the same by lower-level

managers (for details see Miller, 1993; Purcell 1989; Legge, 1995). It also represents the classic top-down

approach of Chandler (1962) where organisation structure follows the strategy.

The evolutionary approach represents the other side of the strategy formation continua where

owing to a number of reasons (such as unpredictability of the dynamic business environment) it is not

possible to adopt a rational, planned and deliberate process, although profit-maximisation is still the

focus. In such competitive and uncertain conditions where managers do not feel they are in command,

only the best can survive (survival of the fittest or being at the correct place at right time). The key to

success thus largely lies with a good fit between organisational strategy and business environment (also

see Lundy and Cowling, 1996).

The processual approach is different on the profit-maximisation perspective where managers are

not clear about what the optimum level of output is or should be. A high degree of confusion and

complexity exists both within the organisations and in the markets; the strategy emerges in small steps

(increments) and often at irregular intervals from a practical process of learning, negotiating and

compromising instead of clear series of steps. This is related to the inability of senior managers to

comprehend huge banks of information, a variety of simultaneously occurring factors and a lack of desire

to optimise and rationalise decisions. The outcome is then perhaps a set of satisficing behaviours,

acceptable to the dominant coalitions, which is the reality of strategy-making (Legge, 1995: 100).

As the name suggests, the systemic approach emphasises the significance of larger social

systems, characterised by factors such as national culture, national business systems, demographic

composition of a given society and the dominant institutions of the society within which a firm is

operating. The strategy formation is strongly influenced by such factors, and faced by these pressures the

strategist may intentionally deviate from rational planning and profit-maximisation. It will not be sensible
to suggest that organisations adopt only one of the four particular approaches to strategy formation, but

certainly it has to be a mixture of possible combinations along the two dimensions of processes and

profit- maximisation.

What is strategic HRIS

Strategic planning:
It is the process by which top management determines overall organizational purposes and

objectives and how they are to be achieved. The linking of HRM with strategic goals and

objectives in order to improve business performance and develop organizational cultures that

foster innovation and flexibility." The role of HR in the strategic planning process depends on the

organization's view of HR. There are three views detailed in the text which involve HR as an

operational function, HR as a "fitting" function, and HR as an equal partner in the strategic

planning process. Obviously, it is our contention that the latter is the appropriate view. In this

view, HR's role would include environmental scanning, competitive intelligence, internal

strengths and weaknesses analysis, and the implementation of the strategies. HR process involves

following activities or steps.

I. HR Planning Process:

a. Determine the organizational mission:

It states Organization's overall purpose and basic business scope and operations it provides information

like, why does our organization exist? What unique contributions can it make?

b. Scan the organizational environment:

This is also known as SWOT analysis through this process organizations identify different opportunities

available in the market and the threats that can be faced by the organization, and the weaknesses and

strengths possessed by organizations are also measured and identified through this process.

c. Set strategic goals:

To achieve the overall mission or purpose of the organization it is required to set specific long-

term and short term objectives and goals. The goal can be defined as desired outcomes to

accomplish mission. Following are the characteristics of effective goals

Stages of the evolution of strategy and HRIS integration

Greer (1995) talks about four possible types of linkages between business strategy and the HRM

function / department of an organisation:

Administrative linkage represents the scenario where there is no HR department and

some other figurehead (such as the Finance or Accounts executive) looks after the HR

function of the firm. The HR unit is relegated here to a paper-processing role. In such

conditions there is no real linkage between business strategy and HRM.

Next is the one-way linkage where HRM comes into play only at the implementation

stage of the strategy.

Two-way linkage is more of a reciprocal situation where HRM is not only involved at

the implementation stage but also at the corporate strategy formation stage.

The last kind of association is that of integrative linkage, where HRM has equal

involvement with other organisational functional areas for business development.

Purcell (1989) presents a two-level integration of HRM into the business strategy upstream or

first-order decisions and downstream or second-order decisions:

First-order decisions, as the name suggests, mainly address issues at the

organisational mission level and vision statement; these emphasise where the business is

going, what sort of actions are needed to guide a future course, and broad HR-oriented

issues that will have an impact in the long term.

Second-order decisions deal with scenario planning at both strategic and divisional levels

for the next 35 years. These are also related to hardcore HR policies linked to each core

HR function (such as recruitment, selection, development, communication).

Guest (1987) proposes integration at three levels:

First he emphasises a fit between HR policies and business strategy.

Second, he talks about the principle of complementary (mutuality) of employment

practices aimed at generating employee commitment, flexibility, improved quality and

internal coherence between HR functions.

Third, he propagates internalisation of the importance of integration of HRM and

business strategies by the line managers (also see Legge, 1995).

devolution?

The issue of strategic integration

Debates in the early 1990s suggested the need to explore the relationship between strategic

management and HRIS more extensively (Guest, 1991) and the emerging trend in which HRIS is

becoming an integral part of business strategy (Lengnick-Hall and Lengnick-Hall, 1988;

Brewster and Larsen, 1992; Schuler, 1992; Storey, 1992; Budhwar and Sparrow, 1997; 2002).

The emergence of SHRM is an outcome of such efforts. As mentioned above, it is largely

concerned with integration and adaptation. Its purpose is to ensure that HRIS is fully

integrated with the strategy and strategic needs of the firm; HR policies are coherent both across

policy areas and across hierarchies; and HR practices are adjusted, accepted and used by line

managers and employees as part of their everyday work (Schuler, 1992: 18).

SHRM therefore has many different components, including HR policies, culture, values

and practices. Schuler (1992) developed a 5-P model of SHRM that melds five HR activities

(philosophies, policies, programs, practices and processes) with strategic business needs, and

reflects managements overall plan for survival, growth, adaptability and profitability. The

strategic HR activities form the main components of HR strategy. This model to a great extent

explains the significance of these five SHRM activities in achieving the organisations strategic

needs, and shows the interrelatedness of activities that are often treated separately in the

literature. This is helpful in understanding the complex interaction between organisational

strategy and SHRM activities.

This model further shows the influence of internal characteristics (which mainly consists

of factors such as organisational culture and the nature of the business) and external

characteristics (which consist of the nature and state of economy in which the organisation is

existing and critical success factors, i.e. the opportunities and threats provided by the industry)

on the strategic business needs of an organisation. This model initially attracted criticism for

being over-prescriptive and too hypothetical in nature. It needs a lot of time to gain an

understanding of the way strategic business needs are actually defined. The melding of business

needs with HR activities is also very challenging, mainly because linkages between human
resource activities and business needs tend to be the exception, even during non-turbulent times

(Schuler, 1992: 20). In essence, the model raises two important propositions that are core to the

strategic HRIS debate. These are:

What is the level of integration of HRIS into the business strategy?

What level of responsibility for HRIS is devolved to line managers?

Matching business strategy and HRIS

The above discussion summarises the theoretical developments in strategic HRM and its linkages with

organisational strategies. A number of clear messages emerge from the analysis. For example, strategic

HRM models primarily emphasise implementation over strategy formulation. They also tend to focus on

matching HR strategy to organisational strategy, not the other way. They also tend to emphasise fit or

congruence and do not acknowledge the need for lack of such fit between HR strategies and business

strategies during transitional times and when organisations have multiple or conflicting goals (also see

Lengnick-Hall and Lengnick-Hall, 1999). This section further highlights the matching of HRM policies

and practices to some of the established models of business strategies.

Porters generic business strategies and HRIS

Michael Porter (1980; 1985) identified three possible generic strategies for competitive advantage in

business: cost leadership (when the organisation cuts its prices by producing a product or service at less

expense than its competitors); innovation (when the organisation is able to be a unique producer); and

quality (when the organisation is delivering high-quality goods and services to customers). Considering

the emphasis on external-fit (i.e. organisational strategy leading individual HR practices that interact
with organisational strategy in order to improve organisational performance), a number of HRM

combinations can be adopted by firms to support Porters model of business strategies. In this regard,

Schuler (1989) proposes corresponding HRM philosophies of accumulation (careful selection of good

candidates based on personality rather technical fit), utilization (selection of individuals on the basis of

technical fit), and facilitation (the ability of employees to work together in collaborative situations).

Thus, firms following a quality strategy will require a combination of accumulation and facilitation HRM

philosophies in order to acquire, maintain and retain core competencies; firms pursuing a cost-reduction

strategy will require a utilisation HRM philosophy and will emphasise short-run relationships, minimise

training and development and highlight external pay comparability; and firms following an innovation

strategy will require a facilitation HRM philosophy so as to bring out the best out of existing staff (also

see Schuler and Jackson, 1987). In summary, according to the external-fit philosophy, the effectiveness

of individual HR practices is contingent on firm strategy. The performance of an organisation that adopts

HR practices appropriate for its strategy will then be higher.

Business life cycles and HRM

There is now an established literature in the field of HRM that highlights how possible contingent

variables determine the HRM systems of an organisation (for a detailed review see Budhwar and Debrah,

2001; Budhwar and Sparrow, 2002). One among the long list of such variables is the life cycle stage of

an organisation: introduction (start-up); growth (development); maturity; decline; and turnaround.

Research findings reveal a clear association between a given life cycle stage and specific HRM policies

and practices. For example, it is logical for firms in their introductory and growth life cycle stages to

emphasise a rationalised approach to recruitment in order to acquired best-fit human resources,

compensate employees at the going market rate, and actively pursue employee development strategies.

Similarly, organisations in the maturity stage are known to recruit enough people to allow for labour
turnover/ lay-offs and to create new opportunities in order to remain creative to maintain their market

position. Such organisationsemphasise flexibility via their training and development programmes and pay

employees as per the market leaders in a controlled way. Accordingly firms in the decline stage will be

likely to minimise costs by reducing overheads and aspire to maintain harmonious employee relations (for

more details see Kochan and Barocci, 1985; Baird and Meshoulam 1988; Hendry and Pettigrew 1992;

Jackson and Schuler 1995; Boxall and Purcell, 2003).

Typology of business strategies and HRM

Miles and Snow (1978; 1984) classify organisations as prospectors (who are doing well and are

regularly looking for more products and market opportunities), defenders (who have a limited and stable

product domain), analyzers (who have some degree of stability but are on the lookout for possible

opportunities) and reactors (who mainly respond to market conditions). These generic strategies dictate

organisations HRM policies and practices. For example, defenders are less concerned about recruiting

new employees externally and are more concerned about developing current employees. In contrast,

prospectors are growing, so they are concerned about recruiting and using performance appraisal results

for evaluation rather than for longer-term development (for details see Jackson and Schuler 1995;

MacDuffie 1995).

Generic HR strategies

Identifying the need to highlight the prevalence of generic HR strategies pursued by organisations in

different contexts, Budhwar and Sparrow (2002) propose four HR strategies. These are:

talent acquisition HR strategy (emphasises attracting the best human talent from external

sources);
 effective resource allocation HR strategy (maximises the use of existing human resources by

always having the right person in the right place at the right time);

talent improvement HR strategy (maximes the talents of existing employees by continuously

training them and guiding them in their jobs and career); and

cost reduction HR strategy (reduces personnel costs to the lowest possible level).

Budhwar and Khatri (2001) examined the impact of these HR strategies on recruitment,

compensation, training and development and employee communication practices in matched Indian and

British firms. The impact of these four HR strategies varied significantly in the two samples, confirming

the context specific nature of HRM. On the same pattern, there is a need to identify and examine the

impact of other HR strategies such as high commitment, paternalism, etc. Such HR issues, which have a

significant impact on a firms performance, are further examined in different chapters in this book.

Perspectives on SHRM and organisational performance

The concept of fit has emerged as central to many attempts to theorise about strategic HRM (Richardson

and Thomson, 1999). Internal fit is the case when the organisation is developing a range of

interconnected and mutually reinforcing HRM policies and practices. This implies that there exists a set

of best HR practices that fit together sufficiently so that one practice reinforces the performance of the

other practices. Synergy is the key idea behind internal fit. Synergy can be achieved if the combined

performance of a set of HRM policies and practices is greater than the sum of their individual

performances. In this regard, the importance of the different HRM policies and practices being mutually

reinforcing is emphasised (see Katou and Budhwar, 2006; 2007).

External fit is the case when the organisation is developing a range of HRM policies and

practices that fit the businesss strategies outside the area of HRM. This implies that performance will be
improved when the right fit, or match, between business strategy and HRM policies and practices is

achieved. As discussed above, specific HRM policies and practices are needed to support generic business

strategies, for example Porters cost leadership, innovation or quality enhancement (also see Fombrum et

al., 1984; Schuler and Jackson, 1987). Similarly, Miles and Snow (1984) relate HRM policies and

practices with competitive product strategies (defenders, prospectors, analysers, reactors).

Over the last decade or so the concept of fit has been further investigated by many scholars (see

Delery and Doty, 1996; Youndt et al.,1996; Guest, 1997; Katou and Budhwar, 2006; 2007). An analysis of

such work highlights that there are generally three modes of fit, or approaches to fit: universalistic,

contingency, and configurational. The core features of these modes constitute the structure of the so-

called strategic HRM / business performance models.

The universalistic perspective or HRM as an ideal set of practices suggests that a specified set

of HR practices (the so-called best practices) will always produce superior results whatever the

accompanying circumstances. Proponents of the universalistic model (e.g., Pfeffer 1994; 1998; Huselid

1995; Delaney and Huselid, 1996; Claus, 2003) emphasise that internal fit or horizontal fit or

alignment of HR practices helps to significantly improve an organisations performance. Higgs et al.

(2000) explain how a large number of HR practices that were previously considered to be distinct

activities can all be considered now to belong in a system (bundle) of aligned HR practices.

Considering that internal fit is central to universalistic models, the main question / problem is

how to determine an HR system, that is, as a coherent set of synergistic HR practices that blend better in

producing higher business performance. The methods used in developing such HR systems depend on the

additive relationship (i.e. the case when the HR practices involved have independent and non-

overlapping effects on outcome), and on the interactive relationship (i.e. the case when the effect of one

HR practice depends on the level of the other HR practices involved) (Delery, 1998). However, in our

opinion universalistic models do not explicitly consider the internal integration of HR practices, and
consider them merely from an additive point of view (also see Pfeffer 1994; Becker and Gerhart, 1996).

Emerging research evidence (see Delery and Doty 1996) reveals the so-called portfolio effect, that is,

how HR practices support and improve one another. However, it is important to remember that there can

be countless combinations of practices that will result in identical business outcomes. This contributes to

the concept of equifinality, in which identical outcomes can be achieved by a number of different

systems of HR practices.

Support for the universalistic approach to strategic HRM is mixed as there are notable differences

across studies as to what constitutes a best HR practice. Most studies (e.g. Bamberger and Meshoulam,

2000; Christensen Hughes 2002; Boxall and Purcell 2003) focus on three mechanisms by which universal

HR practices impact on business performance: (1) the human capital base or collection of human

resources (skills, knowledge, and potential), that the organisation has to work with the organisations

recruitment, selection, training and development processes directly affect the quality of this base; (2)

motivation, which is affected by a variety of HR processes including recognition, reward, and work

systems; and (3) opportunity to contribute, which is affected by job design, and involvement/

empowerment strategies. In addition, the best practices approach generally refers to the resource-based

theory of firm and competitive advantage, which focuses on the role internal resources such as employees

play in developing and maintaining a firms competitive capabilities (Wright et al.,1994; Youndtet

al.,1996). For a resource to be a source of competitive advantage it must be rare, valuable, inimitable and

non-substitutable. Therefore, HR practices of the organisation can lead to competitive advantage through

developing a unique and valuable human pool.

The contingency or HRM as strategic integration model argues that an organisations set of

HRM policies and practices will be effective if it is consistent with other organisational strategies.

External fit is then what matters (Fombrumet al., 1984; Golden and Ramanujam, 1985; Schuler and

Jackson, 1987; Lengnick-Hall and Lengnick-Hall, 1988; Guest, 1997). As discussed above, in this regard

specific HRM policies and practices link with various types of generic business strategies. For example,
the work of Schuler and Jackson (1987), mentioned above, suggests that the range of HRM policies and

practices an organisation should adopt depend on the competitive product strategies it is following.

Considering that external fit is the key concept of contingency models, the contingency approach refers

firstly to the theory of the organisational strategy and then to the individual HR practices that interact with

organisational strategy in order to result in higher organisational performance. The adoption of a

contingency HRM strategy is then associated with optimisedorganisational performance, where the

effectiveness of individual HR practices is contingent on firm strategy. The performance of an

organisation that adopts HR practices appropriate for its strategy will be higher (for more details see

Katou and Budhwar, 2007).

The configurational or HRM as bundles model argues that to claim a strategys success turns

on combining internal and external fit. This approach makes use of the so-called bundles of HR

practices, which implies the existence of specific combinations or configurations of HR practices

depending on corresponding organisational contexts, where the key is to determine which are the most

effective in terms of leading to higher business performance (see Guest and Hoque, 1994; MacDuffie,

1995; Delery and Doty, 1996; Huselid and Becker, 1996; Katou and Budhwar, 2006).

Considering that both the internal and external fits are the key concepts of configurational

models, the configurational approach refers firstly to the theory of the organisational strategy and then to

the systems of HR practices that are consistent with organisational strategy in order to result in higher

organisational performance. As indicated above, there are a number of strategies an organisation may

choose to follow, such as Miles and Snows (1984) strategic typology that identifies the four ideal

strategic types of prospector, analyser, defender and reactor.

With respect to the configurations of HR practices, scholars (such as Kerr and Slocum, 1987;

Osterman, 1987; Sonnenfeld and Peiperl, 1988; Delery and Doty, 1996) have developed theoretically

driven employment systems. Specifically, Delery and Doty (1996) propose the following two ideal type
employment systems: the market type system, which is characterised by hiring from outside an

organisation, and the internal system, which is characterized by the existence of an internal market.

Because organisations adopting a defending strategy concentrate on efficiency in current products and

markets, the internal system is more appropriate for this type of strategy. On the other hand, organisations

pursuing a prospectors strategy are constantly changing, and the market system is more appropriate for

this type of strategy. A possible third type of configurational strategy can be the analyser, at the midpoint

between the prospector and the defender. In summary, according to this approach, if consistency within

the configuration of HR practices and between the HR practices and strategy is achieved, then the

organisation will achieve better performance.

With respect to these three models, there is no clear picture of which of these three key broad

areas is the predominant one. It is worth repeating the words of Wood (1999: 409):
 Objectives of the study

1. To know the functions to be performed by HRIS in corporate sector.

2. To know the role of HRIS in current scenario.

3. To know the future challenges before the managers.

4. To know the emerging HRIS trend in India.

 Scope of the study

As the central agency responsible for public service human resource management policies, the

Public Service Department (PSD) was selected as the lead agency to spearhead the

implementation of the HRIS. Officers from process owner divisions comprising the

Remuneration Division, Pension Division (now known as the Post-Service Division), Services

Division, Organisation Development Division, Training Division (now known as the Human

Capital Development Division), Management Services Division, Planning, Research and

Corporate Division, and Psychological Services Division were directly involved in verifying the

human resource processes, which were developed for the HRIS. They were also involved in the

testing stage of the application to ensure compliance with prevailing policies. During the

implementation stage, they verified the improvements on human resource policies according to

changes that occurred from time to time.

 Importance of the study

To enhance human resource management, the PSD has utilised the potential of information

technology in ensuring the successful development of an Electronic Government flagship

application. Accordingly, in line with its slogan, Public Service leader, the PSD was entrusted

as the lead agency to spearhead the implementation of the HRIS.

The HRIS, which encompasses the whole of the human resource management process from

appointment to retirement, has enhanced the quality of the public sector. The system is not

merely a human resource application; more importantly, it is a new approach in human resource

management that is more comprehensive and integrated to overcome the many challenges of

public sector management.

 Research Methodology

RESEARCH

A Systematic search for an answer to a question or solution to problem is known as

RESEARCH.

The marketing research process that will be adopted in the present study will consist of the

following stages

a. Defining the problem and the research objective:

b. Developing the research plan:

c. Collection and Sources of data:

d. Analyze the collected information

e. Report research findings:

RESEARCH DESIGN

A research design is defined, as the specification of methods and

procedures for acquiring the Information needed. It is a plant or organizing

framework for doing the study and collecting the data. Designing a research

plan requires decisions all the data sources, research approaches, Research

instruments, sampling plan and contact methods.

Research design is mainly of following types: -

 1. Exploratory research.

2. Descriptive studie

Exploratory Research

The major purposes of exploratory studies are the identification of problems, the more precise

Formulation of problems and the formulations of new alternative courses of action. The design of

exploratory studies is characterized by a great amount of flexibility and ad-hoc veracity.

DESCRIPTIVE STUDIES

Descriptive research in contrast to exploratory research is marked by the prior formulation of

specific research Questions. The investigator already knows a substantial amount about the

research problem. Perhaps as a Result of an exploratory study, before the project is initiated.

Descriptive research is also characterized by a Preplanned and structured design.

The research design used in this project is a DESCRIPTIVE DESIGN.

DATA COLLECTION

Research will be based on:

SECONDARY DATA When an investigator uses the data that has been collected by others is

called secondary data. The secondary data could be collected from journals, reports and various

publications. The advantages of secondary data can be economical, both in the term of money

and time spent.

SECONDARY DATA

Sources of Secondary Data

Following are the main sources of secondary data:

1. Official Publications.

2. Publications Relating to Trade:

3. Journal/ Newspapers etc.:

4. Data Collected by Industry Associations:

5. Unpublished Data: Data may be obtained from several companies, organizations,

working in the same areas like magazines.

NOTE In this research report I have used the Secondary data from the different source of

secondary data.
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