R. V.

COLLEGE OF ENGINEERING, BENGALURU 560059

DEPARTMENT OF MASTER OF COMPUTER APPLICATIONS
AFFILIATED TO VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELAGAVI
APPROVED BY ALL INDIA COUNCIL FOR TECHNICAL EDUCATION, NEW DELHI
ACCREDITED BY NATIONAL BOARD OF ACCREDITATION, NEW DELHI

SEPTEMBER 2016

A Project Report on
Employee Service Portal
Submitted in Partial Fulfillment of Requirement
for the V Semester MCA Academic Mini Project
Under
Visvesvaraya Technological University, Belagavi
By
Dileep Kumar (1RV15MCA74)
Swati Madev Naik (1RZ14MCA33)
Under the Guidance of
Mr. Jayasimha S R
Assistant Professor
Department of M.C.A
R.V. College of Engineering

R. V. COLLEGE OF ENGINEERING, BENGALURU 560059

DEPARTMENT OF MASTER OF COMPUTER APPLICATIONS
AFFILIATED TO VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELAGAVI
APPROVED BY ALL INDIA COUNCIL FOR TECHNICAL EDUCATION, NEW DELHI
ACCREDITED BY NATIONAL BOARD OF ACCREDITATION, NEW DELHI

SEPTEMBER 2016

CERTIFICATE
This is to certify that the project entitled
Employee Service Portal
Submitted in partial fulfillment of Mini Project-II (13MCA58) of V Sem MCA
is a result of the bonafide work carried out by
Dileep Kumar (1RV15MCA74)
Swati Madev Naik (1RZ14MCA33)
during the Academic year 2016

Mr. Jayasimha S R
Assistant Professor
Internal Guide
Department of MCA
R. V. College of Engineering
Bengaluru 560 059

Dr. Usha J
Professor and Director
Department of MCA
R.V.College of Engineering
Bengaluru 560 059

Employee Service Portal

Chapter 1: Literature Review
The following are the real world examples considered for Literature Survey.
The influence of internet and browser technology has seen the growth of Employee Service
Portal (ESP) implementations. Employee Service Portal (ESP) is an intranet solution that
provides on-line communications direct to users, while interfacing with other HR information
systems. Broadly speaking, ESP enables employees to view and update personal information,
apply for training, resignation, leave, or holidays, and choose or renew flexible benefits
packages. [1]
Managers tend to have more access and authorization privileges to ESP systems than employees,
and can access employee information, authorize HR transactions, and generate relevant reports
on-line. These reports can be made from a desktop, or remotely, such as benefits enrolment
information, job-postings and personal data on new recruits and employee pension provision
(eHR.com, 2002). [2]
By embracing ESP, organizations can claim benefits that derive from employees and managers
helping themselves. While the concept of ESP is relatively new, its use can be adapted to
operate within an intranet or via an interface with the internet (Trapp, 2001). [3]
Essentially, ESP systems have the potential to give employees more control over their personal
information, and to increase the transparency of HR transactions. However, the drivers of ESP
implementation tend to centre on the desire for cost reductions and efficiency, so organizational
justifications for using it may appear quite calculative. [4]
But other organizational drivers also include: empowering employees to have information at
their fingertips; creating more flexible ways of work; and striking a balance between using
technologies to foster a strong sense of community, and delivering a personalized HR service to
employees (Davis, 2002). [5]
The business case for adopting ESP systems suggests that devolving administrative HR activities
to managers and employees can produce a number of benefits. These include: speeding up of HR
processes and decision-making; increased organizational flexibility; customized HR service
delivery; innovations/efficiencies in HRM (Manchester, 2002; Mitchell, 2002). [6]

However, there is little academic research evidence to support these claims, so measuring HRs
contribution is difficult, as is quantifying outcomes that HR interventions produce (Gartner,
2001). [7]
Evidence from one HR consultancy suggests that ESP adoption is marginal in the U.K., currently
limited to IT companies and large multi-divisional organizations, and only gradually trickling
down to other sectors (Watson Wyatt, 2001). [8]
But a growing deployment of ESP technology in HR service delivery is seen in the U.S.
Department of Defense, who implement an employee/member self-service targeted at the
military, civilian employees and retirees. This service gives employees access to their records,
and some element of privacy when doing so, as stipulated by legislation (U.S. Department of
Defense, 2002). [9]
A U.S. survey of ESP initiatives indicates a 100% return on initial investment, an average overall
labor cost reduction of 60%, and a reduction in headcount of up to 75% within one year of
adoption. However, in Europe, 90% of HR managers/directors are unable to determine returns on
investment of adopting ESP (Gartner, 2001). [10]
The tangible and intangible benefits of ESP solutions have been well documented
(Alexander,2002; McKenna,2002; Webster & Buchanan,2002;Wiscombe, 2001) and include
reduced administrative overheads, freeing up HR staff for more strategic activities, improved
data integrity, and empowerment of employees. [11]
One report identified a major benefit as the provision of HR services to employees in a
geographically decentralized company (NetKey, 2002). Other tangible Hawking, Stein, & Foster
1021 measures include reductions in administrative staff by 40%, reductions in transaction costs
of up to 50% (Wiscombe, 2001) and the reduction in processing activities from several days to a
few hours (NetKey, 2002). [12]
Ordonez (2002) maintains the theme of information delivery in presenting ESP as allowing
employees access to the right information at the right time to carry out and process transactions.
ESP further provides the ability to create, view and maintain data through multiple access
technologies. Companies such as Toyota Australia are extending this functionality beyond the
desktop by providing access to electronic HR Kiosks in common meeting areas. In Australia
approximately 50 companies have implemented SAPs ESP functionality: including, Westpac,
RMIT, National Australia Bank, Siemens, Telstra, and Linfox. [13]