PROJECT REPORT ON HUMAN RESOURCES INFORMATION SYSTESM

Presented by: Manpreet Kaur

HUMAN RESOURCES INFORMATION SYSTESM

INTRODUCTION All larger firms have a human resources function that handles much of the specialized processing concerning the firms personnel. The conceptual system that it used in managing the personnel is called the human resource information system or HRIS. For many years, top management place little emphasis on the HRIS. However, government legislation, aimed at ensuring equality in firms personnel practices, prompted top management to give the HRIS the attention that it deserved. Enjoying its new status the HRIS began to migrate from IS to HR, and in the process it took advantage of microcomputer technology.

HUMAN RESOURCES FUNCTION

The organizational structure of most firm include a unit that is responsible for many of the activities related to the personnel resource. The term personnel was originally given to these units, but the practice today is to use the name human resources (HR). HR can be a department or division within a functional area, or it can have functional status equal to marketing manufacturing, finance, and HS. We use the title of HR director to describe the person in charge of HR. The HR director can be member of the executive committee.

Primary HR Activities
Recruiting Hiring Education and Termination Benefit administration

Potential employees

Employees

Retired employees

Data Management

Fig. The human resources function facilitates the how of the personnel resource

HUMAN RESOURCES INFORMATION SYSTEM (HRIS)

Each firm must have a system for gathering and maintaining the data that describes the human resources, transforming the data into information and then reporting the information to users. This system has been named the human resources information system (HRIS). The name human resources management system (HRMS) is gaining popularity, but we will stick to HRIS, since it will probably remain the most widely used.

EVALUATION OF THE HRIS

Till recently, management did not pay as much attention to personnel data as it did to data describing money and material resources. The stimulus for elevating the status of personnel data was provided by such government legislation or initiatives as EEO (Equal Employment Opportunity), OSHA (Occupational Safety and Health Administration), and AAP (Affirmative Action Program), which were enacted during the 1960s and 1970s. Firms were required to provide the national government with statistics that showed the extent in which the firms personal practices complied with the laws. The firms quickly learned that they could not keep up with the increasing reporting requirements without the aid of >computer-based systems.

MODEL OF A HUMAN RESOURCES INFORMATION SYSTEM

One feature of the HRIS that distinguishes it from other functional information systems is the wide variety of applications that it performs. This variety is reflected in the six output subsystems in the model illustrated. In devising our model, we use the same general format of input see, stems, database and output subsystems that we have used for the other functional areas. The outputs subsystems are the standard combination of data processing, research, and intelligence. In most firms, the database is housed in computer storage. Only 5.7 per cent of the HRSP firms reported using a non-computer database.

ACCOUNTING INFORMATION SYSTEM (AFS)

The data that is handled by the HRIS is a blending of personnel and data elements. Personnel data elements are relatively permanent and are non-financial in nature. Example are employee name sex, date of birth, education and number of dependents. They personnel data elements are created by HR at the time of employment and are kept current as long as the employees work for the firm. Similar data is also kept for retired employees. Accounting data elements are primarily financial and tend to be more dynamic than personnel data. Examples of accounting data elements are (hourly rate monthly salary) current gross earnings, and year-to-data income tax. The AIS makes the accounting data available to the HRIS so that the database contains a complete picture of the personnel resource-financial as well as non-financial.

MAN RESOURCES RESEARCH SUBSYSTEM

Human resources research subsystem gather data by means of special research projects. Examples of such research succession studies, job analysis and evaluation and grievance study. Succession studies are conducted for the purpose of identifying persons in the framework times that become available. Perhaps a department head is retiring and top management units to considered promotion to that position. Job analyses and evaluation study such job in an area for the purpose of defining its scope and identifying the knowledge and skills that are required. Grievance studies follow upon complaints filed by employees for a variety of reasons. In each of these examples, a need exists for certain information there cannot be produced from the HRIS a special study is conducted to gather the data.

HUMAN RESOURCES INTELLIGENCE SUBSYSTEM

Government Intelligence: The government provides data and information that assist the firm in complying with the various employment laws. Supplier Intelligence: The supplier include such firms as insurance companies, which provide employee benefits, and university placement centres and employment agencies, which serve as sources of new employees. Labour Union Intelligence: Labour unions provide data and information that are used n administering the labour contracts between the unions and the firm. Global Community Intelligence: The global community provides information that describes such local resources as housing, education and recreation. This information is used in recruiting employees on an area, national and international scale and in integrating current employees into their local communities.

HRIS DATABASE
The increasing complexity of personnel related issues, which is caused by mounting governmental legislation and an expending selection of benefits, has made it those a necessity to maintain the data in the computer. For the computer-based HR database, several alternatives exist interims of contents, location, management, and data entry. Database Contents HRIS database can contain data describing not only employees but also organizations and individuals in the firms environment. The environmental elements that influence human resources in some way.

Location of the HRIS Database

Figure illustrates the relative popularity of these locations. As the trend to organizational end user competing continues, it is expected that more database with the shifted from their central location to HR.
342 350 300 250 200 150 100 50 0 Firm's central computer

174

52

32

HR computer

Operating

Outside Service System

HRIS OUTPUT
Basic Forms of Output HRIS users usually received their output in the form of periodic reports and responses to database queries. Mathematical models were used in some extent, and there was come use of expert systems. Figure shows the percentage of firms reporting each of the output types.
94.5 100 80 84.4

60
40 20 0
Periodic reports Database queries

34.7

8.7

Mathematical models

Expert systems

WORK FORCE PLANNING SUBSYSTEM

Work force planning involves all of those activities that enable management to identify future personnel needs. Table shows the applications in this subsystem in sequence based on the number of firms that have put them into use. The table also identifies the number of firms that were in the process of implementing the applications. The figure at the bottom of the table indicates the percentage of firms that had operational applications. This percentage provides an indication of relative popularity of the subsystem. This tabular format will be followed for all of the output subsystems.

WORK FORCE MANAGEMENT SUBSYSTEM

In terms of the number of applications, this was the largest subsystem with sever listed in Table.
Application Name Performance appraisal Training In Use 244 216 Being Developed 60 102

Position control
Relocation Skills/ competency

177
11 115

108
33 107

Succession
Disciplinary Totals

110
63 1046

102
39 551

Percent application in use

65

CURRENT STATUS OF HRIS

When asked how top management view on the HRIS, the HRSP respondents gave the answers shown in Figure. In 242 (47.2 per cent) of the firms, the executives value the HRIS on a par with other functional systems. This is a healthy situation, and the twenty-nine firms in which the HRIS enjoyed a preferred position is encouraging. But the 225 firms in which the HRIS was viewed as having less value then the other systems is distressing to those who regard the firms personnel as its most valuable resource