Human Resource Information Systems: Lecturer: Gopal Ch. Saha

!!! Welcome on Board !!!!
BMO5565
HUMAN RESOURCE INFORMATION
SYSTEMS
Lecturer: Gopal Ch. Saha
Week 1
Introduction to Human
Resource Information
Systems (HRIS)
HRIS
Human resources information system (HRIS)
Computerized system that provides current and
accurate data for purposes of control and

decision making in HRM.
Benefits:
Store and retrieve of large quantities of data.

Combine and reconfigure data to create new information.
Institutionalization of organizational knowledge.
Easier communications.
Lower administrative costs, increase productivity and
response times.
Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource

Information Systems: Basics, Applications, and Future Directions, 2e 2012 SAGE
Publications, Inc.
HRIS DEFINITION
Not just hardware-software
Includes people, forms, policies, procedures,
and data
Purpose provide service
Variety of users
Strategic users
Operational decisions makers
End level users
Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information
Systems: Basics, Applications, and Future Directions, 2e 2012 SAGE Publications, Inc.
Benefit in particular to
HRM
Help achieve employee goals tied back to
organisation
Time analysis to assess full productivity
Real time visibility of employee, managersskills capabilities
Identifying critical job roles and risk levels to
fix
Workforce status such as for up-to-date
accreditation, qualifications, certificates etc.
LECTURE OBJECTIVES
Need of HRIS
Explaining combination of these two fields
into Human Resource Information Systems

(HRIS)
Explaining major underlying themes
Describing terms in common use in the HRM,
IT, and HRIS fields
Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human

Resource Information Systems: Basics, Applications, and Future
Directions, 2e 2012 SAGE Publications, Inc.
NEED FOR HRIS:

THE EXTERNAL ENVIRONMENT
Government regulations
EEO -1 report
Employee composition
Increased records and reports
Court decisions
New laws
EEO is Equal Employment Opportunity that says about making sure
that workplaces are free from all forms of unlawful discrimination and
harassment.
External environment
Technology
LANs, portals
Labor market
Human resources planning
External environmental scanning
Societal concerns
Employee information requests
Privacy issues
Pollution
Community awareness
Michael J. Kavanagh, mohan thite, and richard D. Johnson - human resource information
systems: basics, applications, and future directions, 2e 2012 SAGE publications, inc.
EXTERNAL
ENVIRONMENT
Competition
Compensation management
Labor market surveys
Compensation planning
HR state-of-the-art
Professional organizations
Professional publications

Resource Information Systems: Basics, Applications, and Future Directions,
2e 2012 SAGE Publications, Inc.
9
Historical Evolution of HRM
Role of HRM
Early 20th Century
21st Century
Caretaker
Strategic Partner
Employee focus
Records
Cost effectiveness
Employee development
TECHNOLOGY ADVANCEMENT ERA

(90S-TODAY)
HRIS commonplace- high technology
(Internet)
Storage capacity and processing power
increases
HR main part of strategy planning strategic partner
Globalization of companies
Hardware-software tools in decisionmaking
11
THE EVOLUTION OF STRATEGIC

HRM
Contingency perspective and fit
Resource - based view of the firm and social capital,
HR system components and structure
Expanding the scope of HRM beyond the focal organization
Achieving HR implementation and execution, by translating
the rhetoric into practice,

Measuring the outcomes of SHRM by (E.G., Balanced
scorecard approach)
Research methodological issues that stress the importance
of evidence based management
Adoption and use of HR metrics
Application of six sigma" processes to HRM.
12
COMPETITIVE ADVANTAGE
Three Categories Of Resources:
Physical
Organizational
Human
Most Critical
13
HRD Functions
Training and development (T&D)
Organizational development
Career development
Werner, J. M., & DeSimone, R. L. (2006). Human Resource

Development (4th Edition). Mason, Ohio: Thomson SouthWestern.
14
Training and Development (T&D)

Training improving the knowledge, skills and
attitudes of employees for the short-term,

particular to a specific job or task e.g.,
Employee orientation
Skills & technical training
Coaching
Counseling

15
Training and Development (T&D)

Development preparing for future
responsibilities, while increasing the capacity

to perform at a current job
Management training
Supervisor development

16
Organizational
Development
The process of improving an organizations
effectiveness and members well-being

through the application of behavioral science
concepts
Focuses on both macro- and micro-levels
HRD plays the role of a change agent

17
Career Development
Ongoing process by which individuals
progress through series of changes until they

achieve their personal level of maximum
achievement.
Career planning
Career management

18
Critical HRD Issues

Strategic management and HRD
The supervisors role in HRD
Organizational structure of HRD

19
Strategic Management &

HRD
Strategic management aims to ensure
organizational effectiveness for the

foreseeable future e.g., maximizing profits in
the next 3 to 5 years
HRD aims to get managers and workers ready
for new products, procedures, and materials

20
Supervisors Role in HRD

Implements HRD programs and procedures
On-the-job training (OJT)
Coaching/mentoring/counseling
Career and employee development
A front-line participant in HRD

21
Organizational Structure of HRD

Departments
Depends on company size, industry and
maturity
No single structure used
Depends in large part on how well the HRD
manager becomes an institutional part of the
company i.e., a revenue contributor, not just
a revenue user
22
HRD Organization in a Large

Company

23
Sample HRD Jobs/Roles

Executive/Manager
HR Strategic Advisor
HR Systems Designer/Developer
Organization Change Agent
Organization Design Consultant
Learning Program Specialist
24
Sample HRD Jobs/Roles

2
Instructor/Facilitator
Individual Development and Career Counselor
Performance Consultant (Coach)
Researcher

25
HR Manager Role
Integrates HRD with organizational goals and
strategies
Promotes HRD as a profit enhancer
Tailors HRD to corporate needs and budget
Institutionalizes performance enhancement

26
HR Systems Designer/Developer
Assists HR manager in the design and
development of HR systems
Designs HR programs
Develops intervention strategies
Plans HR implementation actions

27
ACTIVITIES OF HR
Transformational
Traditional
Transactional
28
HR ACTIVITIES & TIME SPENT

Transactional (65-75%)
Benefits administration, record keeping,
employee services
Traditional (15-30%)
Recruitment, selection, training, performance
management, compensation, employee relations
Transformational (5-15%)
Knowledge management, strategic redirection
and renewal, cultural change, management

development
Added value
Wright,
Resource Information Systems: Basics, Applications, and Future Directions,
McMahan, Snell, & Gerhart, 1998
29
HRIS
The effective management of human
resources to gain a competitive advantage

in the market place requires timely and
accurate information on current
employees.
With the evolution of computer
technology, meeting this information
requirement has been greatly enhanced
through the creation of Human Resource
Information Systems (HRIS)
Resource Information
Systems:
Applications,
and Future Directions,
(Thite
&Basics,
Kavanagh,
2012)
30
E-HRM & HRIS

Electronic human resource management (e-HRM)
Information technology (E.G., Web)central
component
Application and HR-function focused
HRIS
Technology and processes (E.G., Databases,
enterprise resources planning (ERP)
architecture, smart phones, etc.) that support
employee access to HR data and the move to eHRM.
31
BIGGEST ADVANTAGES OF HRIS

Reduced manual handling and paperwork
Or
Enables greater impact of paperwork on
business operation
Reports
Analysis
Negotiations
Communications
Publications, Inc.
32
INFORMATION SYSTEMS PROVIDING

SUPPORT FOR HRM (Table 1.1)
Organizational Type of System
Level
Operational
Managerial
Executive
Major Goal and

Focus
HRM Example
Transaction Processing Improved transaction

System
speed and accuracy
Improved efficiency in
the processing of daily
business transactions
Automation of routine
transactions
Reduced transaction
costs
Management
Provides key data to
Information System
managers
Supports regular and
ongoing decisions
Provides defined and adhoc reporting
Payroll processing
Time and attendance
entry
Executive Information
System
Succession planning
Aggregate data on
balanced scorecard
Provides aggregate,
high-level data
Helps managers with
long-range planning
Supports strategic
direction and decisions
Producing EE03 reports

Calculating yield ratios
for recruiting
Calculating per-capita
merit increases

Publications, Inc.
33
INFORMATION SYSTEMS PROVIDING

SUPPORT FOR HRM (Table 1.1 Cont.)
Organizational
Level
Type of
System
Major Goal and Focus
HRM Example
Boundary Spanning
Decision Support
System
Interactive and iterative

managerial decision-making
Supports forecasting and whatif analysis
Supports business simulations
Embed human knowledge into
information systems
Automate decisions with
technology
Designing documents
Scheduling shared resources
Communication
Supports electronic
communication and
collaboration between
employees
Supports virtual teams
Integration and centralization of
corporate data
Share data across functional
boundaries
Single data source and common
technology architecture
Staffing needs assessment

Labor market analysis
Employee skills
assessment
Expert System
Office Automation
Systems
Collaboration
Technologies
Enterprise
Resources Planning
System
Rsum keyword searches
E-mail training room

scheduling
Communication support for
e-learning
Online meetings and
shared documents
HR departmental wikis
Orangery
Oracle/PeopleSoft
Lawson HRM
SAP

Information Systems: Basics, Applications, and Future Directions, 2e 2012
SAGE Publications, Inc.
34
2010 HR Service Delivery Survey Report

(Towers Watson, Aug. 2010)
http://www.towerswatson.com/assets/pdf/2247/2247.pdf
456 organisations; 51% global

Focus on value of talent management
systems
Updating/implementing systems long-term
effort to streamline HR processes and
delivery
Shift from siloed solutions to integration
More emphasis on change management
Metrics trend analysis
Manager self-service
http://www.towerswatson.com/assets/pdf/2247/2247.pdf
Figure 1.2
NATIONAL CULTURE
EXTERNAL ENVIRONMENT
GOVERNMENT REGULATIONS
LABOR MARKET
SOCIETAL
NCERNS
CORPORATE CULTURE
STRATEGIC
MANAGEMENT
SYSTEM
STRATEGIC
HUMAN
RESOURCES
MANAGEME
NT
HR PROGRAMS
Planning
Recruiting & Selecting
Training
Performance Management
Compensation
Quality Of Life & Safety
Employee & Labor Relations
BUSINESS
PLAN AND
GOALS
HR GOALS
Retention
Climate/Morale
Productivity
Accident Rate
Absenteeism
HUMAN RESOURCES
INFORMATION SYSTEM
IT
KNOWLEDGE
HR
KNOWLEDGE
FEEDBACK
FEEDBACK
TECHNOLOGY
HR PROGRAMS
EVALUATION
HR metrics
HR Scorecard
Value Added
ROI
HRM RESEARCH
COMPETITION
37
A MODEL OF ORGANIZATIONAL
FUNCTIONING
Organic model
HRIS is critical to the efficient operation
of an organization
Interrelatedness between the strategic
management system, the strategic HRM
system, and the performance goals,
business and HR are generated during
the strategic planning process.
Publications, Inc.
38
FUNCTIONING
The HR goals drive the HR programs that
provide management the tools for the

efficient and effective use of employees
The HRIS has become increasingly
important in supporting the HR
management system as well as in strategic
planning
HR metrics and cost-benefit results (value
added and return on investment - ROI),
are in continual interaction
39
FUNCTIONING
National culture impacts entire model
through strong effects on external

environment
External environment influences internal
functioning of organization
Interaction between strategic
management system and strategic HRM
will improve the functioning of the
organization
40
Example HRIS
SAP HCM
Chris 21- Australian Payroll
Talent 2
Intelligent Workforce Management (Mitrefinch
Australia )
HRIS improvement through SAP

Cloud
Web task
Visit http://www.successfactors.com/en_us.html a
web site SAP. Get to know various SAP solutions for

HR management:
What does the product aim to do?
What are the special features and limitations of this product?
Which organisations might be most likely to use this product?

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!!! Welcome on Board !!!!

HUMAN RESOURCE INFORMATION

Lecturer: Gopal Ch. Saha

accurate data for purposes of control and

Store and retrieve of large quantities of data.

Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource

into Human Resource Information Systems

Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human

NEED FOR HRIS:

Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human

Historical Evolution of HRM

TECHNOLOGY ADVANCEMENT ERA

THE EVOLUTION OF STRATEGIC

the rhetoric into practice,

Werner, J. M., & DeSimone, R. L. (2006). Human Resource

Training and Development (T&D)

attitudes of employees for the short-term,

Werner, J. M., & DeSimone, R. L. (2006). Human Resource

Training and Development (T&D)

responsibilities, while increasing the capacity

Werner, J. M., & DeSimone, R. L. (2006). Human Resource

effectiveness and members well-being

Werner, J. M., & DeSimone, R. L. (2006). Human Resource

progress through series of changes until they

Werner, J. M., & DeSimone, R. L. (2006). Human Resource

Critical HRD Issues

Werner, J. M., & DeSimone, R. L. (2006). Human Resource

Strategic Management &

organizational effectiveness for the

Werner, J. M., & DeSimone, R. L. (2006). Human Resource

Supervisors Role in HRD

Werner, J. M., & DeSimone, R. L. (2006). Human Resource

Organizational Structure of HRD

HRD Organization in a Large

Werner, J. M., & DeSimone, R. L. (2006). Human Resource

Sample HRD Jobs/Roles

Sample HRD Jobs/Roles

Werner, J. M., & DeSimone, R. L. (2006). Human Resource

Werner, J. M., & DeSimone, R. L. (2006). Human Resource

Werner, J. M., & DeSimone, R. L. (2006). Human Resource

HR ACTIVITIES & TIME SPENT

management, compensation, employee relations

and renewal, cultural change, management

McMahan, Snell, & Gerhart, 1998

resources to gain a competitive advantage

E-HRM & HRIS

BIGGEST ADVANTAGES OF HRIS

INFORMATION SYSTEMS PROVIDING

Major Goal and

Transaction Processing Improved transaction

Producing EE03 reports

Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource

INFORMATION SYSTEMS PROVIDING

Major Goal and Focus

Interactive and iterative

Staffing needs assessment

Rsum keyword searches

E-mail training room

Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource

2010 HR Service Delivery Survey Report

456 organisations; 51% global

provide management the tools for the

through strong effects on external