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INTRODUCTION AND MEANING

“Human resource information system means the system of gathering, classifying processing,
recording and disseminating the information required for efficient and effective management of
human resources in an organization.”
NEED FOR HRIS
1. Large organizations employ a very large number of people. It becomes necessary to have
an effective information system to tackle the personnel problems.
2. In case of organizations which are geographically dispersed, every personnel problems.
3. Nowadays, salary packages are becoming very complex consisting of many allowances
and deductions. Information system is needed to store this information.
4. An employer has to comply with several lab our laws. A proper information system
would store and retrieve data quickly and correctly enabling the employer to comply with
statutory requirements.
5. With the help of information system, employee records and files can be integrated for fast
retrieval, cross referencing and forecasting the system should be oriented towards
decision making rather than towards record keeping.
IMPORTANT USES OF HRIS
HRIS

HR planning & analysis - Manpower inventory, manpower requirements, skills requirements,


Turnover analysis, Absenteeism, Placements, job matching, job decryptions workforce utillsation.
HR Development - Employee profiles, Training requirement, succession planning, career
interests& planning.
Staffing - Source of recruitment, Application tracking, job offer refusal analysis,
Compensation - Pay structure , compensation ammonization, incentive plans analysis.
Performance appraisal - Employee competency records, comparing actual performance with
standards.
OBJECTIVES OF HRIS
1. To make the desired human resource information available in the right from to the right
person and at the right time.
2. To make the required information available at reasonable cost.
3. To process the data by using most efficient methods.
4. To provide necessary security and secrecy for important and confidential information.
5. To keep the information upon date.
PROCESSES OF HUMAN RESOURCE INFORMATION SYSTEM
(A) Data collection(hris)
1. procurement function
2. Development function
3. Remuneration function
4. maintenance function
5. Integration function
Data management
1. Processing operations Classification of data
Analysis of data
Summarizing the data
Editing the data
2. Storage of data Indexing
Coding
Filing
3. Retrieval of data, whenever required
4. Evaluation i,e. judging the relevance and accuracy of data
5. Dissemination I,e, providing the required data at the right time and in the right form.
DESIGNING OF HRIS
1. System Analysis
2. System Design
3. System Engineering
4. System testing and implementation
5. System monitoring and Evaluation
ADVANTAGES TO THE ORGANIZATION:
1. Clear definition of goals.
2. Reduction the time and cost of stored human resource data
3. Available of timely and accurate information about human assets
4. Development of performance standards for the human resource department.
5. More meaningful career planning and counseling at all levels.
6. Individual development through linkage between performance reward and job training.
7. Higher capability to quality and effectively project teams for problem solving.
8. Implementation of training programmers based on knowledge organizational needs.
PERSONNEL INVENTORY
Personnel inventory data
• Name and address.
• Age, sex, marital status, dependents.
• SC/ST/OBC data
• Languages known
• Past experience, skills and abilities
• Current career information
• Transfer, promotion details
• Tran sing information.
• Level, absence information
• Salary, allowance, benefits.
• Seniority
• Increment date
• Rewards and distinctions.
• Grievance

HUMAN REOURCE INFORMATION SYSTEM


1. Transaction processing and inquiry response;
2. Management information for operational planning decision-making and control;
3. Management information for tactical planning decision-making and
4. Management information system for strategic planning and policy planning decision-
making.
The management triangle
The fig. 4.5 indicates the three levelManagement
of business actives carried out in operating a company.
Control

Operational
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s

Stages of MIS development


1. Strategic and projects planning stage.
2. Conceptual system design stage.
3. Detailed system design stage
4. Implementation, evaluation and maintenance stage
Guidelines for effective design
1. The user of the information should be included on the design team.
2. Cost of money and time of the system should be taken into account, and match them with
the benefits derived from the system.
3. Weight age should be given to relevance and selectivity over sheer quantity.
4. The system should be tested before it is installed.
5. Adequate training and documentation should be provided for the operations and users of
the system.
6. Information should be disaggregated and similar decisions should be aggregated.
7. The decision system must be though analyzed

Human resource information system


1. Personal profile:
2. Career profile:
3. Skill profile:
4. Benefits profile:
Human resource management
PROCESS OF RECRUITMENT
process begins when the personnel department receives requisitions for recruitment from
any department of the company. The personnel requisitions control detail about the position
filled number of persons to be recruited the duties to be performed qualifications expected
from the candidates, terms and conditions employment and the time by which the persons
should be available for appointment etc.
2. Locating and developing the source of required number and type of employees.
3. Identifying the prospective employees with required characteristics.
4. Developing the techniques to attract the desired candidates. The goodwill of an
organization in the market may be one techniques . the publicity about the company being a
good employer may also help stimulating candidate to apply.
5. Employing of techniques to attract candidates. There may be others of attractive salaries,
proper facilities for development etc.
6. Evaluating the effectiveness of recruitment process.
RECRUITMENT POLICY
Elements of a good recruitment policy
A good recruitment policy must contain the following policy:
1. Organizational objectives.
2. Identification of the recruitment needs.
3. Preferred sources of preferences.
4. Criteria of selection and preference.
A recruitment policy involves the employer’s commitment to such general principle as:
(i) To find and employ the best qualified personnel for each job.
(ii) To retain the most promising of those hired.
(iii) To offer promising opportunities for life time working careers.
(iv) To provide facilities and opportunities for personnel growth on the job.
Pre-Requisites of a good Recruitment policy
1. It should be in conformity with the general personnel policies.
2. It should be flexible enough to meet the changing needs of organization.
3. It should provide employers with job security and continuous employment.
4. It should integrate organizational needs and employees needs.
5. It should match the qualities of the employees with the requirement of the work
for which they are employed.
6. It should highlight the necessity of establishing job analysis.
7. It should provide suitable jobs to handicapped, women and minority groups.
SITUATIONAL FACTORS AFFECTING RECRUITMENT
1. The economic factors.
2. The social factors.
3. The technological factors.
4. The political factors.
5. The legal factors.
(i) The factories Act. 1948.
(ii) The Apprentices Act. 1961.
(iii) The Employment exchanges Ac. 1959.
(iv) The Contract lab our. 1970.
(v) Bonded lab our system Act. 1976.
(vi) The child lab our Act. 1986.
RECRUITMENT ORGANIZATION
Merits of centralized recruitment
(i) The cost of recruitment per candidate is low because of large number of
persons recruited.
(ii) It has the benefit of centralized promotion and transfer procedure.
(iii) The services of experts will be available for recruitment.
(iv) It enables broad uniformity among persons recruited.
(v) It ensures effective and suitable placement to candidates.
Merits of Decentralized recruitment
(i) The unit are well aware of the requirement of job and social and cultural
background of candidate available . it will be possible to recruit most suitable
candidates.
(ii) There may be certain area where suitable candidate are available in
decentralized system of recruitment the thrust will be to go to those places
where required persons will be available.
(iii) The recruitment can be done as and when there is a need. The delays in
recruitment under centralized system can be avoided in this method.
(iv) The units will have full information about recruitment processes and feed
back system from the employment market will help in planning this function.
(v) The units will be free to use methods to stimulate prospective candidates this
proper persons are recruited.
SOURCES OF RECRUITMENT
1. The effect of the policy on the attitudes and actions of all employees.
2. The level of specialization required of employees.
3. The emphasis on general economic policy on participation by employees at all
level.
4. The need for originality and initiative
5. Acceptance of the seniority principles.
INTERNAL SOURCES
1. Present employees
(i) Transfer
(ii) Promotions
Why do organizations prefer internal source
1. Internal recruitment can be used as a technique of motivation.
2. Morale of the employees can be improved.
3. Suitability of the internal candidate can be judged better than the external
candidates as “known devils are better than unknown angels”.
4. Loyalty, commitment, a sense of belongingness, and security of the present
employees can be enhanced.
5. Employees psychotically needs for promotion, higher income can be satisfied.
6. Cost of selection can be minimized.
7. Trade unions can be satisfied.
8. Social responsibility towards employees may be discharged.
9. Stability of employment can be ensured
External sources:
1. The suitable candidates with skill, knowledge, talent etc.
2. Candidates can be selected without any pre-conceived notion or reservations.
3. Cost of employees can be minimized because employees selected from this
source are generally placed in the minimum pay scale.
4. Expertise excellence and experience in other organizations can be easily brought
into the organization.
5. Human resources mix can be balanced with different background, experience,
skills etc.
6. Existing sources will also broaden their personality.
7. Long-run benefit to the organization in the sense that qualitative human resources
be brought.
(i) Campus recruitment:
(ii) Private employment agencies/Consultants:
(iii) Public employment exchanges
(iv) Professional organizations:
Concentrate on detainment, outsource your recruitment function
Data banks
Casual applicants
Similar organization
Trade unions.
Employee referrals
Modern external sources include:
(i) Walk-in
(ii) Consult-in
(iii) Head-hunting
(iv) Body shopping
(v) Mergers & Acquisitions
(vi) E-Recruitment
Advantages of e-recruitment include
1. Low cost of recruitment per candidate.
2. Reduction in time for recruitment
3. Increase in the selection ratio i,e, recruitment more candidates.
Recruitment techniques
Recruitment
Traditional techniques
• Promotions
• Transfers
• Advertising
• Modern Techniques
• Scouting
Salary & perks
• ESOPs
These techniques are classified as traditional techniques and modern techniques
Factors affecting Recruitment
Internal factors
• Company’s pay package
• Quality of work life
• Organizational culture
• Career planning and growth
• Company’s size
• Company’s products/service
• Geo-graphical spread of the company operations
• Company’s growth rate
• Role of trade unions
• Cost of recruitment
• Company’s name and fame
External factors
Socio-economic factors
• Supply and demand factors
• Employment rate
• Lab our market candidate
• Political legal and governmental factors like reservations for SC/ST/BC and sons-of-soil
• Information system like employment exchanges/tele-recruitment like internet.
Traditional techniques include:
1. Promotions
2. Promotions
3. Transfers
4. Advertising
5. Advertising should aim at:
Management in order to achieve these objectives of advertising has to:
(i) Analyze job equipment
(ii) Decide who dose what;
(iii) Write the copy
(iv) Plan and select the media and
(v) Evaluate response
(vi) Design the advertisement
Modern techniques
(i) Scouting
(ii) Salary and perks and
(iii) ESOPs
Essentials of selection procedure
1. Someone should have the authority to select. This authority comes from the employment
requisition, as development by an analysis of the work-load and work-force.
2. There must be some standard of personal with which a prospective employee may be
compared a comprehensive job description and specification should beavailable
beforehand.
There must be a sufficient number of application from whom the required number of
employees may be selected.
Role of selection in organizational efficiency
1. Organizational efficiency is mostly determined by the productivity productivity in its turn
is mostly influenced by the employees contribution.
2. organizational efficiency is influenced by production of high quality products, rendering
superior service to the customer. Human resources is the most vital resource in producing
quality products and rending the best service to the customers.
3. Human resources is the knowledge machine technology marketing finance etc. in the
software industry.
Steps in scientific selection process

Advantages of seniority based promotion


1. It create a feeling of discipline and respect for senior persons.
2. it recognizes the right of senior persons for promotions.
3. The employee can know the future protects of their job.
4. This system cerate more peace in the organization because such promotions will be
acceptable to all.
5. This is the cheapest of recruitment.
6. This system is very simple to operate.
Advantages of merit based promotions.
1. It recognizes and reward competence, knowledge and initiative of employees.
2. It leads to better performance because employees feel that their performance will be
rewarded.
3. Able and competent persons will stay in the organization.
4. It is a logical and scientific system of promotions.
Disadvantages of promotions
2. Employee referrals
3. Former employees
4. Previous applicants
Merits of internal sources
1. Improves morale
2. Proper evaluation
3. Economical
4. Promotes loyalty
5. Motivation technique
6. Social responsibility
7. Stability of employees.
8. Trade union’s support.
Demerits of internal sources
1. Internal source often leads to inbreeding and discourages new blood from entering into an
organization.
2. There are possibilities that internal sources may dry up it may be difficult to find the
requisite personal from within an organization.
3. since the learner does not know more than the trainer, no innovations worth the name can
be made. There fore, on jobs which require original things this practice is not followed.
EXTERNAL SOURCES
1. Advertisement
2. Employment Exchanges.
3. Unsolicited Applicants.
4. Professional organizations.
5. Data banks
6. Similar organization
7. Casual callers
8. Lab our Contractors.
9. Trade unions
10. Gate recruitment
11. Campus recruitment
12. Recruitment agencies
13. Walk-ins, write-ins and talk-ins
14. Displaced persons
15. Competitors.
METHODS OF RECRUITMENT
1. Direct methods
2. Indirect methods
3. Third party methods.
CONSTRAINTS AND CHALLENGES OF RECRUITMENT
1. Image of the organization
2. Unattractive job.
3. Internal policies of the organization
4. Budgetary support
5. Government interference
RECRUITMENT PRACTICES IN INDIA
(i) Internal sources
(ii) Public employment exchanges
(iii) Lab our contractors
(iv) Candidates introduced by friends and relative.
(v) Candidate brought by present employees
(vi) Casual lab ours
(vii) Private employment agencies/consultants
(viii) Campus recruitment such as institutes of management, institutes of technology
engineering colleges, university campuses etc.
(ix) Sons of soil
(x) Reservations.

Approaches to job design


(i) Engineering Approach
(ii) Human Approach
(iii) Job characteristics Approach
Job enrichment
(i) Creation of natural or logical work units
(ii) Combining several duties, requiring various skills into each job
(iii) The employee should have direct contact and knowledge about the people for whom
his product is meant.
(iv) Vertical job loading is to incorporate some planning and controlling duties into job
and

Techniques of job enrichment


• increasing the responsibility of the activity
• Providing wider scope, more sequence and increased pace of the work
1. MERITS
• Individuals and organization will be more flexible.
• Individuals will be more committed to the organization
• Checks companies from overstaffing
• Company will have competitive advantage
• Can be a powerful tool to create a learning organization.
2. DEMERITS
The process may initially reduces productivity.
Employer may not involve in support functions.
Attrition rates are higher.
Requires high investment in terms of time and money.
Managing people is difficult due to high empowerment.
• Giving a natural unit of work either to an employee or group of employees.
• Providing the freedom of work by minimizing controls when the employees are clearly
accountable for attaining defined goals.
• Allowing the employees to set their own standards or targets.
• Providing the employees the control of information and a lowing them to monitor own
performance.
• Encouraging employee participation in planning innovations and creations.
• Introducing new, difficult creative tasks to the employees and
Steps in job Enrichment:
• Selecting those jobs which permit close relation between motivation and job
performance,
• Introducing a pilot scheme basis,
• Starting with the assumption that these jobs can be changed
• Brainstorming a list of changes that may enrich the jobs
• Concentration on motivational factors such as achievement, responsibility, self-control
etc.
• Introducing with care as job enrichment programmers may be restricted.
• Providing adequate training guidance, encouragement and help,
Process of job i) Analysis
Strategies:
• The extent of employee involvement in job analysis
• The level of detail of job analysis
• Timing and frequency of analysis and
• Past-oriented vs future0oriented job analysis

Resource, Recruitment and selection


• Company strategies
• Collection of information
• Process of information
• Drafting job description
• Drafting job specification
2.
* Human resources planning
* Team building
* Recruitment & selection
* Training & Development
* Career planning &Development
* Performance analysis & development
* Development
* Job evaluation
* Wage & salary level
* Internal mobility
* Health & safety
Collection of background information
Selection of representative position to be analysis
Collection of job analysis data
Developing job description
Developing a jobs specification
Developing employee spec fiancé
5,3: JOB ANALYSIS INFORMATION AND FACTS
JOB DESCRIPTION
Contains information and facts about
• Job identification :job title location job code short name department and units
• Job summary: brief job contents its authority responsibility hazards etc.
• Relation to other jobs with superiors peers, subordinates.
• Supervision gen/taken location in the hierarchy.
• Machine tools and equipment used
• Materials and from used.
• Hazards (accident hazards)
JOB SPECIFICATION
Education
• Experience
• Training
• Judgment
• Initiative
• Physical
• Physical skills
• Communication skills
• Emotional characteristics

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