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 level
of business actives carried out in
operating a company.

Management
Control

Operational
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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