Professional Documents
Culture Documents
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
TRANSACTIONAL HR
ACTIVITIES
Transactional Activities Make Up 65-
75% Of All HR Activities.
Examples Of HR Administration Include:
Benefits Administration
Record Keeping
Employee Services.
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
INTRODUCTION TO HR
ADMINISTRATION AND THE HRIS
ENVIRONMENT
HRIS Employee Master File FILE (EMF)
Must Be Carefully Constructed
Record And Repository For All Relevant Employee
Information
Must Be Created Prior To Other Modules For Programs
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
JOB ANALYSIS
Job Analysis
The Process Of Systematically Obtaining Information
About Jobs By Determining The Duties, Tasks, Or
Activities Of Jobs,.
Job Descriptions
Define The Working Contract Between The Employee
And The Organization
The Heart Of The HRM System
Critically Important That They Be Accurate And Timely
HR Department Should Capture And Store The Results
Of The Job Analysis And Job Descriptions Within The
HRIS
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
STEPS IN JOB ANALYSIS
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
HRIS APPLICATIONS IN JOB
ANALYSIS
The Utilization Of Technology Has Dramatically
Increased The Availability Of Information Supporting Job
Analysis And The Convenience Of Conducting Job
Analysis.
O*Net Database
hr-guide.com
Vendors Offer Stand-alone Products Or Components Of A
Larger Product Offering.
Completing Job Analysis And Deriving Job Descriptions
Can Be Accomplished Through Online Survey
Techniques.
Maintaining Accurate Job Descriptions Can Also Be
Aided By An HRIS.
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
HR ADMINISTRATION & HRIS
Can Improve Efficiency Of HR Administration:
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
ENABLING ARCHITECTURE
Service Oriented
Extensible Markup Language
Architecture (SOA)
(XML)
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
SOA BUSINESS MODELING
PROCESS
Figure 10.1
Enhanced Performance
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
TYPICAL HRM ADMINISTRATION
SERVICE DELIVERY ALTERNATIVES
Figure 10.2
Self-service portal
Shared
service center
Outsourcing
Offshoring
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
THEORY AND HR
ADMINISTRATION
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
SELF SERVICEC PORTALS AND
HRIS
Employee Self-Service (ESS) HR Portals
Provide An Electronic Means For A Companys
Employees To Access Its HR Services And Information.
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
COMMON SELF SERVICE
APPLICATIONS
Employee Self-Service
Distribution Of Pay Advice; Administration Of Leave;
Update Personal Details; Administer Training;
Employee Surveys; Distribute Reports; Timesheet Entry
Manager Self-Service
Complete Job Requisitions; View Resumes Of
Prospective Applicants; Performance Appraisals, View
And Prepare Merit Increases, Viewing Subordinate
Salary, Performance, And Training Histories
Non-Employee Self-Service
Job Postings And Applications
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
SAMPLE EMPLOYEE SELF-SERVICE
(ESS) FUNCTIONALITY (Table 10.1)
Communications Benefits Services Personal Data Development
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
EVALUATION OF SELF SERVICE
PORTALS
Advantages
Improved Speed & Quality Of Service
Reduced Enquiry Transactions & Dependency On
HR Which Reduce Costs
Disadvantages
Security Breaches & Identity Theft
Data Privacy
Admin Staff Pushing Admin Work To Others
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
SHARED SERVICE CENTERS
(SSCs)
Shared Services
A Collaborative Strategy where Staff Functions Are
Concentrated In A Semi-autonomous Organization And
Managed Like A Business Unit To Promote Greater
Efficiency, Value Generation And Improved Service For
Internal Customers. (Goh et al. 2007, p. 252)
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
SHARED SERVICE CENTERS
Productivity
Cost Controls
Quality
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
SHARED HR SERVICES
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
EVALUATION OF SHARED
SERVICES
Advantages:
Focus On Delivering Timely, High Quality
Transactions; Focus On Customer Satisfaction;
Encourage Efficiency And Standardization;
Facilitate Development Of Measures Of
Efficiency, Quality, And Customer
Responsiveness
Disadvantages:
Costs Overriding Long Term Quality; Lack Of
Synergy; Power Shifts Between Depts;
Depersonalization (Technology Replacing People
Touch)
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
OUTSOURCING AND HRIS
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
HR PROCESSES OUTSOURCED
Figure 10.4.
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
SELECTIVE VERSUS
COMPREHENSIVE
OUTSOURCING
Figure 10.5
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
EVALUATION OF
OUTSOURCING
Advantages Disadvantages
Cost Savings
Loss Of Control
Performance
Strategic Benefits Realized By
Improvements Very Few
Loss Of Knowledge or Internal
Flexibility Expertise
Focus On Core Activities Loss Of Jobs Insecurity
Managing Costs
Costs Of Mismanagement
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
OUTSOURCING
Backsourcing
Bringing HR functionality back in-house after
originally outsourcing
Offshoring
HR Outsourcing with Vendors Outside The Country
Enabled By Broadband & Internet Technologies
Primarily Utilized To Reduce Costs And Increase
Profits
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
MOTIVATIONS FOR
OFFSHORING
Figure 10.6
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
TYPES OF HR OFFSHORING
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
OFFSHORING
Esen, 2004
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
CONSIDERING OFFSHORE
OWNERSHIP?
Important to Consider
Availability Of Employee Knowledge, Skills, And Abilities
Information And Communication Systems Compatibility
With HRIS
Government Regulations And Legal Employment
Regulations
Political Stability Of The Country And Employee Security
Cultural Differences
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
LEGAL COMPLIANCE
U.S. Employment Laws Underpin The General Principles
Used In The Practice Of HRM.
Compliance With Local, National, International Labor
Laws
EEO, AA, Employment Awards/ Agreements, Health & Safety
HRIS Assists In:
Increasing Efficiency, Quality, And Cost Reduction In Fulfilling
Reporting Requirements
Accurate, Timely Recordkeeping And Reporting
Better Tools: Self Reporting; Electronic Report Submission
Enhancing Data Privacy & Security: Need To Know Basis
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
HR ADMINISTRATION AND EQUAL
EMPLOYMENT OPPORTUNITY
U.S. Civil Rights Act Of 1964, Title VII
Provides EEO Requirements
Additional Requirements for Federal Contractors
(with over $50K in business)
Affirmative Action Plan (AAP)
Age Discrimination In Employment Act (ADEA)
Americans With Disabilities Act (ADA
Equal Employment Opportunity Commission (EEOC)
Gathering Data
Investigating Alleged Violations
Bringing Legal Charges Against Employers Who Fail To Comply
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
EEO-1 REPORT (Standard Form 100)
Employers With 15 Or More Employees Must
Keep Records Regarding Compliance With
Law Based Category (Professional, Technical, Managerial,
Craft)
Sex
Race/Ethnicity
Revised Reporting Instructions Include
Designated Racial/Ethnic Categories
Columns For Reporting Individuals Who Specify More Than
One Race/Ethnicity
Employees Self-identify Rather Than Relying On The
Employers Visual Categorization (EEOC, 2006)
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
EEO-1 CHANGES AND HRIS
Recent Changes to EEO-1 Reporting may cause
organizations to need to update their systems
Track Race Separately From Ethnicity
Separate Codes For Asian And Native Hawaiian Or Other
Pacific Islander
Modify Limitations On Reporting to Allow Reporting of
More than One Race
Insure Queries Can Identify All Individuals In A Particular
Category (E.G., American Indian), Even When
Individuals Self-identify As Two Or More Race Categories
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
EEO-1 REPORT Figure 10.7
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
OCCUPATIONAL SAFETY AND
HEALTH ACT (OSHA) RECORD
KEEPING
Developed To Establish That Employers Must
Provide A Workplace Free Of Known Hazards
Likely To Cause Death Or Serious Injury
Requirements
For Businesses With 11 Or More Employees, OSHA
Compliance Officers Are Required To Arrive
Unannounced For An OSHA Inspection
Required To Notify OSHA Within 8 Hours Of Any
Accident Involving Fatality Or In-patient Hospitalization
Of Three Or More Covered Employees
Complete An Annual OSHA Form 300
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
OSHA Form 300 Figure 10.9
SOURCE: U.S. Department of Labor (2004).
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
Family Medical and Leave Act
(FMLA)
Family and Medical Leave Act (FMLA)
The federal law specifies that its provisions apply to
private employers with 50 or more employees in at
least 20 weeks of the current or preceding year (U.S.
Department of Labor, 2007).
California law applies the provisions of the FMLA to all
employers with 50 or more employees.
In contrast, Oregon applies the provisions of the FMLA
to employers with 25 or more employees in at least 20
weeks of the year.
HR managers operating in both California and Oregon
would be required to provide annual reports
demonstrating that they have complied with both the
federal and the state laws that are applicable.
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
Americans with Disabilities
Act (ADA)
THE LAW: The Americans with Disabilities Act of 1990
(ADA) prohibits discrimination and ensures equal
opportunity for persons with disabilities in employment,
State and local government services, public
accommodations, commercial facilities, and
transportation. It also mandates the establishment of
TDD/telephone relay services. The current text of the
ADA includes changes made by the ADA Amendments
Act of 2008 (P.L. 110-325), which became effective on
January 1, 2009. The ADA was originally enacted in
public law format and later rearranged and published in
the United States Code. (for more information:
http://www.ada.gov/)
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
IMPROVED GOVERNMENTAL
REPORTING WITH
TECHNOLOGY
HRIS Records Can Be Established at time of
Employee Application
Simple Queries Can Secure Required Employee Data
Required Reporting Information Can Be Sent Quickly
Reduced Disruption of Operations
HR Employees Can Handle The Complete Reporting
Function
Changes In Mandated Reporting Requirements can be
Handled Mechanically By HR
Electronic Reporting Ensures Timely Receipt Of
Reports
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
HRM AND THE BALANCED
SCORECARD
Balanced Scorecard
Both a Management And Measurement System
Enables Organizations To Clarify Their Vision And
Strategy And Translate Them Into Action, . . . [Providing]
Feedback Around Both The Internal Business Processes
And External Outcomes To Continuously Improve
Strategic Performance And Results (Arveson, 1998).
Measures Reflect The Value-added Nature Of
HRM In Leveraging Human Capital and are
Linked To The Strategic Goals Reflected In A
Firms Balanced Scorecard.
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
Balanced Scorecard
Components
Figure 10.10
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
SAMPLE HR-BALANCED
SCORECARD LINKAGE Figure 10.11
FINANCIAL:
Return on Assets (Human Capital)
CUSTOMER
On-time delivery Customer
satisfaction
INTERNAL PROCESSES:
Improved productivity
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
ALIGNING THE HR SCORECARD &
ORGANIZATION BALANCED
SCORECARD
1. Specify The Business Strategy To Be Supported (E.G.,
Customer Retention)
2. Identify Leading (E.G., On-time Order Delivery) And
Lagging (E.G., Customer Satisfaction Levels) Indicators
3. Identify Associated Internal Processes (E.G., Worker
Productivity, Product Quality)
4. Identify HR Linkages (E.G., Training, Rewards)
5. Specify The HR Strategy (E.G., Offer Enhanced Productivity
Training For Workers To Reduce Product Time-to-market
And Insure On-time Order Delivery)
6. Measure: Worker Productivity Increase, On-time Deliveries,
Customer Complaints To Demonstrate The Strategic Value
Of HR Training in the Learning And Growth Balanced
Scorecard Categories
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.
SAMPLE HR SCORECARD
MEASURES LINKED TO FIRM
BALANCED SCORECARD Figure 10.12
HR Functions To Support Backup Talent Ratiovalue Creation
Learning & Growth Competency Development Expense Per
Category (E.G., Employee Employeecost Control
Development) No. Of Special Projects For Employee
Developmentvalue Creation
No. Of Employees With Development
Planscost Control
HR Internal Efficiency HR Departmental Expense/$ Of Sales
Measures To Support Revenuecost Control
Financial Category HR Sales Training Expense/$ Of Sales
Revenuevalue Creation
HR Recruitment Expense/R&D Hirescost
Control
No. Of Patents Per R&D Hiresvalue
Creation
Kavanagh, Human Resource Information Systems, Third Edition 2015 SAGE Publications,
Inc.