General introduction of HRIS

Human Resource Information Systems (HRIS) have become one of the most important tools for many businesses. Even the small, 20-person office needs to realize the benefits of using HRIS to be more efficient. Many firms do not realize how much time and money they are wasting on manual human resource management (HRM) tasks until they sit down and inventory their time. HRIS is advancing to become its own information technology (IT) field. It allows companies to cut costs and offer more information to employees in a faster and more efficient way. Especially in difficult economic times, it is critical for companies to become more efficient in every sector of their business; human resources (HR) are no exception. HRIS refers to software packages that address HR needs with respect to planning, employee information access, and employer regulatory compliance. The following text begins with a discussion of human resource planning, followed by human resource management systems. Management processes, and systems. This is in contrast to the traditional emphasis on transferable resources such as equipment. Increasingly, it is being recognized that competitive advantage can be obtained with a high quality work force that enables organizations to compete on the basis of market responsiveness, product and service quality, Differentiated products, and technological innovation. The effective management of human resources in a firm to gain a competitive advantage in the marketplace requires timely and accurate information on current employees and potential employees in the labor market. With the evolution of computer technology, meeting this information requirement has been greatly enhanced through the creation of HRIS. A basic assumption behind this book is that the management of employee information will be the critical process that helps a firm maximize the use of its human resources and maintain competitiveness in its market. The first purpose of this book is to provide information on the development, implementation, and maintenance of an HRIS. The second purpose is to demonstrate how an HRIS can be used in HRM programs, such as selecting and training employees, to make them more efficient and effective. The final purpose is to provide an opportunity for you to apply your knowledge through the analysis of the cases at the end of each chap In hris management needs the flow of information back for various purposes like performance appraisal, salary fixation, providing benefits, perks, promotions, transfer and demotions, career planning, and development etc, further, feedback of information is necessary to appraise the performance of various personal programs, modern managements are widely concerned with the successful implementation of personal programs and with improving them continuously.

Personal records and respects at this juncture help the management to records the information and provide the past information to the management as and when necessary

 Human Resources is an organizational function that deals with issues such as recruitment and selection, training, appraisal, compensation and performance management of the employee.  Human beings are also considered to be resources because it is the ability of humans that helps to change the gifts of nature into valuable resources. While taking into account human beings as resources, the following things have to be kept in mind:  The size of the population  The quality  "The people that staff and operate an organization"; as contrasted with the financial and material resources of an organization.

It is a merger of HRM discipline with IT fields. The HRIS provides a method, by which an organization collects, maintains analyses & reports information on people & job. It helps HR managers perform HR functions in a more effective and systematic way using technology. The application of computers to employeerelated record keeping and reporting, and management decision making.

The Human Resources Information Systems department oversees the delivery and administration of all human resources information systems, hardware operations, and the development and support of the Center for Human Resources Web site. Our mission is to create a positive experience with the Center for Human Resources department and enhance customer interaction with our systems and processes.

Limitation of the HRIS y It can be expensive in case of system. y Its effective application needs large-scale computer literacy among the employees responsible for maintaining HRIS
y

Abecence of continuous us-dating of HRIS makes the information etc.

y An HRIS also can be a problematic for small businesses in which some employees must wear many hats. If your company big enough to have a dedicated human resources technology specialist, consider outsourcing. Some of the disadvantages of an HRIS involve human error during information input, costly technology to update your system and malfunctions or insufficient applications to support your human resources needs. There is a demand for computer and technology specialists with general information technology knowledge, and finding a qualified specialist with human resources functional area knowledge can be difficult. With such a demand, your cost to hire an HRIS specialist may be far above the average salary for a computer technology specialist. The cost per-hire for another employee in a specialized field may be a stretch for some small businesses.

Main Purpose of Human Resources Information System The main and ultimate purpose of an HRIS is to help and line managers in making decisions that "add value". 1. HRIS facilitates HR Managers to become strategic partners. 2. It helps in making analysis of important matters such as the HR costs. 3. It is an effective communication channel, complementing the employee manual or written HR polices. 4. HRIS facilitates better decision making. 5. It can contribute to employee satisfaction and productivity. 6. It implements "paperless" HR initiatives. It is fairly clear that your organization can benefit from implementing HRIS.

The system is effective and beneficial if employees can have access to accurate, timely and relevant information that are linked to the accomplishment of your organization's mission and strategic objectives. Choosing the right technology and managing it based on clearly defined policies can contribute towards cost-reduction and the formulation of strategic plans. A well-designed Human Resources Information System must satisfy the needs of your employees and organization. This can improve your strategic human resource management initiatives.

Objectives of the HRIS y To store data & information for each individual employee for ready reference

y To supply data/returns to government & other public. y It is time effective. y HRIS helps in achieving equality y HRIS systems can handle a variety of tasks, including organizing your employees' employment information, qualifications, benefits, payroll records and more.

y Human resource information systems (HRIS systems) can reduce paperwork, integrate with payroll and benefits systems and help you with legal compliance issues. y Human resource information systems can save your company money through decreased HR expenses and employee turnover and increased employee satisfaction. y

Theoretical prospective A human resource information system (HRIS) is defined as a computer based application for assembling and processing data related to the human resource management (HRM) function. As in other types of information systems, an HRIS consists of a database, which contains one or more files in which the data relevant to the system are maintained, and a database management system, which provides the means by which users of the system access and utilize these data. The HRIS thus contains tools that allow users to input new data and edit existing data; in addition, such programs provide users with the opportunity to select from an array of predefined reports that may either be printed or displayed on a monitor. Reports may address any of a number of different HRM issues (e.g., succession planning, compensation planning, equal employment opportunity monitoring). HRISs also

generally include tools by which users or system administrators may generate ad hoc reports and select specific cases or subsets of cases for display. In order to understand the types of applications available to HRIS users, it is best to consider the evolving nature of human resource information systems applications. The HRM field lagged behind a number of other functional areas of management in the utilization of computer applications, but beginning in the late 1980s extensive use of sophisticated applications began to appear. Prior to that time, manual record systems often dominated in personnel or human resource departments. Computer applications used in the field were generally limited to basic record keeping and payroll management systems. Virtually all such systems were based on mainframe computers and required extensive support from information systems professionals. Thus, human resource managers had little opportunity to design sophisticated reports and computer-based analytical tools to aid in managerial decision making. In general, uses of computers in HRM fell into the category of electronic data processing applications, which generally involve the automation of relatively routine tasks (e.g., calculating pay and printing checks). A number of trends seem to have contributed to a growing reliance on computers as information-processing and decision-aiding tools in HRM. The emergence of the human resource management field (versus personnel administration) gave the human resource function greater credibility within the managerial hierarchy, necessitating more sophisticated use of information, especially as it related to the strategic management function. Firms have experienced increased competitive pressures that have translated into greater cost containment demands from upper management, leading to greater automation of the record-keeping function in the HRM field. The ready availability of microcomputers and relatively userfriendly software means, that to an increasing extent, human resource managers are no longer dependent on information system professionals to develop and implement applications (which might be assigned a lower priority than other management functions). Many HRM departments in larger organizations have also developed internal information system capabilities, so that HRIS units have been established. Another important factor has been the development of numerous HRIS products by external vendors. There are several full-featured, human resource-dedicated database management systems available, both for mainframe and micro platforms. Perhaps the best known of these is PeopleSoft, although numerous other such products exist. Many of these utilize client-server architectures, where databases reside on a central server and are accessed from individual workstations, connected to a network, via local client applications. There is also a trend toward enterprise-wide applications that integrate information system applications for various managerial functions (e.g., marketing, finance, human resources), which facilitates communication across functional areas, economizes on information system development at the enterprise level, and allows firms to collate information from multiple sources to facilitate strategic planning at the business unit and corporate levels. Examples of commonly used integrated systems that include HRIS modules are SAP and Oracle. Specialized applications, intended to supplement HRISs, are also widely available. These include modules to aid in such areas as succession planning, benefits administration, applicant tracking, job evaluation, employee performance evaluation, grievance handling, and labor relations. These products, coupled with declining costs

of computer systems (especially microcomputer systems) and the increasing userfriendliness of computer applications, have meant that the use of HRISs is increasingly attractive to practitioners. As a result of the rapid change in computer and software technology, HRIS-related products are constantly upgrading and changing. Advanced Personnel Systems, a California-based HRIS consulting firm, markets a fairly up-to-date database listing a wide-range of HRISs and supplementary programsalong with descriptions of the capabilities of these systemsto guide managers in selecting appropriate products. There are also several conferences and shows held annually around the United States that are dedicated to advances in HRM-related information technology applications, including HRISs. HRIS vendors often demonstrate products at such shows. Leading practitioner-oriented magazines, such as HRMagazine (published by the Society of Human Resource Management), review new products and carry articles highlighting changes in the field. And not surprisingly, a number of web sites document HRIS resources on the Internet. A comprehensive listing of major HRIS sites can be obtained through the "Software and Technology" section of Workindex.com, a comprehensive index of Internet resources related to human resource management. Perhaps the most significant development in the HRIS area currently is the growing use of organizational intranets as a means of managing many aspects of a firm's HRIS. An intranet is an internal network that makes use of World Wide Web technology (browsers, servers, etc.) to gather and disseminate information within the firm. Intranets may be linked to the external Internet, but are usually secured in a variety of ways so that only authorized users can access the information on the internal components. While it is quite easy to generate static extracts of HRIS data tables, queries, forms, and reports for posting on an intranet, it is also quite feasible to establish live links between an intranet and a firm's HRIS. This allows real-time collection and display of information. Thus employees can complete forms online that enroll them in benefits programs, allow them to bid on job openings, let them submit suggestions, and facilitate filing of various claims. In addition, intranet displays can be tailored to the needs of specific users. The user may check on the current status of his or her fringe benefits, vacation time, training program enrollment, or pension fund. Intranets obviously require extensive security measures to prevent inappropriate changing or accessing of data. The issues seem to have been addressed, however, and HRIS products are increasingly emphasizing their functionality in intranet environments. Another variant is the extranet. Again, relying on World Wide Web technology, such systems allow organizations to interact with clients in a secure environment that mimics the Internet. Thus a health insurance company might establish an extranet that links to the intranets of its major clients. Employees in client organizations can then connect to the insurance vendor's extranet from within the employer's intranet environment in order to check on the status of their policies, obtain coverage information, file claims, and follow-up on outstanding claims. All indications are that HRISs will continue to play an increasingly important role in the HRM field. An important driving factor is that HRISs facilitate process reengineering in the HRM area, thus promoting greater efficiency. Functions that once were carried out manually and in many steps can often be largely automated. And the business firm's continuing demand for information to facilitate planning and

strategy formulation will necessitate further reliance on HRISs. Finally, the linking of HRISs to organizational intranets is apt to gain in popularity as a relatively inexpensive and appealing means of gathering and distributing human resource information.

The HRIS (human resource management) is also classified in many parts like following are:

A. HUMAN RECOURCE RECORDS: Introduction of HRE Meaning and types of records Types of information Importance of Records Essentials of a Good Record Performa of Employee record Than the information Performa of personal records Purpose of personal records Company record to check personal practice HR Records, Audit, Research and information system Principles of record-keeping HR records

B. Human resource Audit: Introduction Objectives of HR: Need for HR Audit Areas of HR Audit Advantages of HR audit Ratio of analysis HR Audit Statements

C. Human Resource research Characteristics of human resource research Objectives of HR research

Need for Human resource research Approaches to Human resource research The process of human research

D. Information system. Introduction Essential Features of an information system\ The organization as an information processing entity System Guidelines for effective Design

HUMAN RESOURCE RECORDS

Introduction Management needs the flow of information back for various purposes like Performance appraisal, salary fixation, providing benefits, perks, promotions, transfers And demotions, Career planning and development etc. Further, feedback of information is necessary to appraise the performance of various personnel programmers. Modern managements are widely concerned with the successful implementation of personnel programmers and with improving them continuously. Personnel records and reports, at this juncture help the management to record the information and provide the past information to the management as and when necessary. Meaning and Types of Records Records refer to the informational documents utilized by an organization to carry out its functions. A record is a piece of writing or a chart which provides ready information and which preserves evidence for future reference or use. Records provide tangible evidence of the past activities of an organization. Personnel records and reports record and provide the information relating to various aspects of human resources of an organization. These aspects include information and data about employment, wage and salary levels, absenteeism, productivity, employee exit or turnover, social security, employee welfare, job satisfaction and Morale Surveys.

Types of Information Personnel records preserve the information in files, documents, magnetic diskettes. These records are prepared and compiled from reports, orders, minutes, procedural documents etc. The records are meant for long term use. In other words, records are created even before the establishment of an organization and are continued even after the death of that organization they contain information of employees, employer, trade unions, government, employment bodies, body shoppers, consultants etc. the type of personal information and data included in records covers, jog design, analysis, specification, description information, human resource planning,

recruitment, selection, placement, induction/socialization, test and interviews across employment decision, performance appraisal scores, performance defiercless training and develop needs, transfer, promotions, demotions, grievance recess disciplinary action wages, salaries, benefits, pensions, gratuity, provident fund, medical benefits, expenses, safely programs, industrial accidents, industrial disputes trade union activities, collective agreements, cost of employment, cost of refraining participative management, quality circles, absenteeism, working hours, work allocations, employee turnover, suggestion etc.

Importance of Records The importance of personnel records is clear from the following saying: Trust a pencil a piece of paper rather than your mind. Records help the management to make right and timely decisions by providing data and information for conduction personnel research and study the importance of personnel records can be further understood from the following: 1. To supply information required by the management for developing and modifying personnel policies. 2. To identify training needs and design training programs 3. To use them for succession planning by having a records of manpower skill inventory. 4. To know the validity of employment tests and interviews. 5. To takes personal decisions such as transfer, promotion, layoff, suspension, dismissal etc. 6. To compensate the employees for their services to the organization. 7. To maintain up to-date data on leaves, training, promotion, transfers, lay-offs, dismissals, retirements, strikes, lockouts etc.

Essentials of Good record Essential of a good record include: 1. The objects for which it is maintained should be clearly and adequately started. 2. It should be consistent with it is maintained should be which it is maintained and should be easily available. 3. Its upkeep and maintenance should not be costly it should be kept under lock and key to ensure that it is not mislaid or pilfered or tampered with. 4. It should be maintained in such a manner that the information it contains is easily accessible. 5. It should be easily indentified and differentiated from another record. 6. The records of different kinds of information should be kept and maintained in separate files and dockets for ready reference. 7. Duplication of entries in different records should be avoided. 8. Some particular person should be entrusted with the responsibility of maintaining records.

9. A procedural manual should be entrusted with the responsibility of maintained, detailing the procedure to be followed for maintaining and dealing with records.

Purpose of personal records The basic purpose of personal records is to store the information and data provide them to the management in right time for decision-making. The information and data will be useful for solving various personal problems. Further the data and information will also be useful for personal research and studies and for checking personal practices. The purposes of personal records are: 1. Records provide an evidence of events that have taken place in the organization. 2. Records are useful for taking important decisions in the future. 3. Records facilitate evalution of performance of various personal programs, policies and practices. 4. Personal records are also required to be maintained under the provisions of various industrial and labor laws. In order to achieve the above mentioned objectives, record keeping must have regard to the following essential points: (a) Simplicity: there should be simplicity in record-keeping records keeping records should be maintained according to the requirement of the organization so as to facilitate comprehension. (b) Accuracy: Records should be preserved accurately so as to reduce the chances of errors and frauds. (c) Economy: The cost of maintaining and providing record is also an important factor which the personal manager has to keeping mind. (d) Usefulness: Record should be useful for better management of the affairs of the business. Record-keeping should avoid retention of papers not needed. The records of employees are maintained form the time they are employed or hired till they retire or leave the organization. In some cases, records of candidates not employed are also to be preserved to prove accuracy of the selection procedure. According to Michael, the following precautions are necessary while maintaining personal records.

HR Records, Audit, Research and information system: 1. All hiring information for each employee may be placed in a folder and subsequently additional data concerning the employee such as merits rating, job and rate changes, educational or training achievements, disciplinary actions, if any etc. are placed in the same folder. 2. In addition to a folder, a card recapitulating important information in the folder may be filed separately so as to make the employee record-the sources of information about an individual employeeavailable at the point of use. 3. In some cases, where the number of employees is very large, data processing equipment may used for keeping or maintaining records.

Principle of records-keeping While maintaining personal records, the following principles may be followed: 1. The purpose for which the records, kept must be justifiable. The objectives of keeping the record have been enunciated above. If the records are maintained without any justifiable purpose, it will amount to a waste of time, money and space. 2. Records must be capable of verification. A record which is not capable of verification e.g: record kept on here say, is of little value. 3. Records must be classified. Records may be classified: 1. According to time or chronologically. 2. According to subjects so as to be useful for analysis.

4. The requisite information must be available when needed. The main objective of keeping the records id to provide the information when needed with speed and accuracy it is no use to keep records if they are not available when asked for.

5. Records must be produced and maintained at a reasonable cost of the maintaining and providing records should be justified in their usefulness for

taking decisions. That valuable space is not wasted. 6. Records must be precise. Records should be maintained in a concise form so that valuable space is not wasted. 7. The system of record-keeping must be eslastic in capacity so that may be expanded or contracted accounting to the circumstances.

Reports A report is an account or statement describing in detail an event, a happening or evaluating an enterprise or product that is proposed to be manufactured, reports are submitted to top management or to the superiors. Therefore, employees have to prepare an effective report. The essential conditions of an effective report are: 1. It should deal with a specific objective. 2. It should dwell on the issues referred to the person making it. 3. The person who makes the report should collect the data and interpret it honestly. 4. A report should contain data all the aspects of data personal management. 5. It should make specific recommendation. 6. It should be timely, so that proper action may be taken on it. 7. It should be clearly worded and easily comprehensible. 8. It may include illustrative points to strengthen the observation made in it. 9. It should be reader-oriented.

Human Resource Audit Introduction An audit is review and verification of completed transaction to see whether they represent a true state of affairs of the business or not. Thus, an audit is an examination and verification of accounts and records. Human resource audit refers

to an examination and evaluation of policies, procedures and practices to determine the effectiveness of HRM in essence, HR audit refers to: 1. The measurement of the human resource managements mission, objectives, strategies, policies, procedures, programs and activities. 2. The deter is to nation of what should or should not be done in the future as a result of such measurement.

Objectives of HR Audition as :

1. To review the whole system get answer, m to management programmers in which a management develops, allocates, and supervises human resources in an organization with a view to determining the effective of these programs; 2. to seek explanation and information ; the s to get answer to such answers to such questions as : why did it happens ? and what happened ? 3. To evaluate the extent to which line managers have implemented the policies which have already been initiated; and 4. To evaluate the personnel staff and employees. According to greasy, the primary purpose of personnel audit is to know how the ns for various unit are functioning and how they have been able to meet the policies and guidelines which were agreed upon; and to asset the rest of the origination by identifying the gap between objectives and results for the end-product of an evaluation audhould be to formulate plans for correction or adjustment Need for hr audit Though there is no legal obligation to audit the HR programs and activities, Organization audit the HR programmed due to the following needs. (A) The number of employees very small units , because of the very small number of person they employ, require comparatively little in the way of a formal audit. (b) Organizational structure: - continuing feedback is facilities if an organization has a HR I department. (c) Communication and feedback: - and an effective two way communication system often reduces the need for a formal audit. (d) Location and dispersion: - the need for a formal and audit is directly related to the number of isolated plan.

(e) Status of an individual relation manager: - if the participate in top management plans , reports, discussion and decisions, the need for a formal audit may be less frequently felt. (f) Administrative style : - the greater the delegation of authority and decentralization of a power, the greater the value of a regular and formal audit.

Areas of HR Audit

The areas of HR audit include: 1. Mission statement relating to human resource management. 2. Objectives, goals, and strategies of human resource management. 3. Accomplishments of human resource management

4. Programs of human resource management including the detailed practices and Procedures. 5. Human resource management policies. 6. Human resource management philosophy, its practices and values. 7. Responses of employees, trade unions and government to the practices and achievements. 8. Role of human resources in total quality management 9. Role of human resources management in achieving organization's mission, objectives, goals and strategies.

Human Resource Management Objectives vs. Performance: Performance of the HRM should be evaluated against the' objectives and strategies formulated earlier. HRM auditor, therefore, should formulate the questions to be asked based on the HRM objectives. Each activity of HRM should be assessed by framing the questions. At this juncture the questions suggested by Robert D. Gray may be used as model questions The questions suggested by Robert D. Gray are as follows? (1) What Is the philosophy underlying the function? (2) What principles of management are being followed in carrying it out. (3) What policies have been established for this function? (4) What procedures have been established? Are they in line with philosophy, principles and policies? (5) Are the procedures, policies, management principles and philosophy of each function consistent with those of other, related functions?

Who will be asking these questions in the formal evaluation, and how? There are at least five agents and methods to choose from, and, in fact, all or any combination may be used: (1) Observation by higher management. (2) Formal appraisal by higher management (3) Group discussion among "customers" of the personnel department. (4) Opinion polls.

(5) Use of a consultant In every function or activity of the personnel division at very major step such questions as the following must be raised and answers sought: (1) What is being done? (2) How is it being done? , (3) Who is doing it? (4) Where is it being done? (5) How much is It going to cost? (6) What is the return? (7) Is it a worthwhile investment? (8)How does it affect people? (9)Do we know of a better way of doing it? ' (10)Who will be responsible for it? (11)Are we achieving the results we planned to achieve? (12)How do the results compare with the objectives? (13) What modifications are necessary in the light of experience or More knowledge? Constant vigilance is necessary in personnel administration, because people are dynamic and unpredictable. Before you know, programmes may be rendered obsolete and you are left behind. After these omnibus questions, we shall suggest some specific questions in various activities and sub-functions of human resources management.

(A) Personnel Philosophy 1. Is there a well-defined and written statement of personnel philosophy of the organization? 2. Is it unique and relevant to meet the peculiar needs of the people of the organization, industry* region and nation? 3. Does everybody understand and operate by the philosophy?

4. Are there checks and balances in the statement to lake care of the contingencies, deviations and emergencies?

(B)Personnel Policies and Procedures a. Is there a written statement of policies and procedures for the organization? b. Do they meet the needs of the organization and the people? c. Docs everybody understand and operate by the politic and procedures? d. Is there a systematic periodic review and monitoring system? e. Is the statement based on the state of the art consideration?

(C)Human Resources Planning (HRP) a. Is there a good system of IIRP involving the key executives to sufficiently long period, say 5 years or 7 years 10 years? b. Is it dovetailed to the corporate business plan? c. Does it achieve the objectives of forecast demand and supply, career and succession planning, and promotion? d. Does it highlight trouble spots early enough to take necessary action? e. Does it generate enough resources internally to meet the needs of the organization?

(D) Selection 1. is there a scientific selection process and procedure? 2. Don it places the ring man on the right job? 3. Are all relevant line and staff executives trained and involved in The process? 4. Does it utilize properly the appropriate instruments of selection Objectively?

5. Is it reasonable and cost effective? 6. Is it legal and non-discrimination oriented? 7. Does it induct and follow-up properly?

(E) Human Resource development 1. Is there good system of HRD involving all people at all levels in the process of developing their subordinates? 2. Are the strategies appropriate? 3. Does the system generate and provide for people at all levels, skilled, supervisory, managerial-wherever necessary and assure a steady source of supply of a well trained and developed people at all levels? 4. Does it use the right techniques and pedagogical approaches to develop people? 5. It is reasonable and cost effective? 6. Is everybody committed to the developmental approach? 7. Does it meet the needs of expansion and diversification? 8. Does it meet with the individual and organizational needs of growth?

(F) Promotion, transfers and performance appraisals 1. Is there written statement of policies of promotion, transfer and appraisal? 2. Does everybody understand and operate by the objectives, criteria and policies in their areas? 3. Does the system yield the right kind of people at the right places? 4. Are individual and organizational interests achieved? 5. Does the system result in the promotion and retained of people in the organization? 6. Are the executives well in there activities?

(G) Morale

1. Is there a system of attitude and morale surveys in order to measure morale among personal? 2. Is there a morale improvement program? 3. How effective is it? 4. Are people trained in the scientific and technical aspects of Morale measurement and improvement? 5. Does Morals result into increased productivity and efficiency?

(H) Communication and suggestion systems 1. Do people understand company policies and operation clearly enough to Make a contribute to the organization? 2. Is there a three way flow of communication: top down, bottom up and horizontal? 3. Is there a proper understanding, cooperation and contribution among people, departments and union and management? 4. Does the system generate suggestion, idea and solution to take care of Productivity, efficiency, profits, costs, and quality of working life? 5. Do people believe official communication or only rumors and grapevine?

(I) Wage and salary Administration 1. Is there a good system of wage and salary administration? 2. Done the system provide adequate incentives for people to give off their bestas well as stay with the organization? 3. How does it compare with those in the same industry region and community? 4. Does it reward the outstanding and punish the poor perform? 5. Does it have enough flexibility to take care of the peculiar needs and situations in organization? 6. Is it based on a good job evaluation system? 7. Is there a systematic periodic review of the system, based on surveys and research? 8. Does it meet with the legal requirements?

(J) Employee Benefits and Services

1. Is there a good system of benefits and services based on the needs of the people and the organization? 2. Does it meet with all statutory requirements? 3. Does it promote the health, safety and welfare of the employee? 4. How does it compare with those of the industry, the region and the community? 5. Does it improve employee morale, productivity, efficiency and motivate them to do best? 6. Is there a cost benefits analysis done? 7. Does it retain the personal?

(K) Human Relations and Motivation 1. Is there is a good system of human relation and motivation? 2. Do employees take pride in their organization because of its human relations policy? 3. Is there job satisfaction, job security and job enrichment? 4. is there a system to understand and take care of the attitude motives, feelings and needs of employees and evolve motivational systems? 5. Are people treated with individual dignity, respect, and decorum? 6. Does the system lead to self actualization and individual fulfillment? 7. What is the correlation ship between human relation, motivation and high performance, efficiency and productivity?

(L) Union Management Relations 1. Are union management relation smooth, peaceful and harmonious based on the philosophy of bipartisam? 2. Are there long term agreement which regulate their relations? 3. Are they able to solve their dispute across the table? 4. Is there effective joint consultation machinery?

5. Is there an continuous dialogue between union and employees and management on all matters of mutual interest?

(M) Employee Grievance Redressed 1. Is there a formal system of grievance redressed? 2. Are the employee grievances redressed speedily and satisfactorily?

(O)Employee Discipline 1. Is there a system for the promotion of employee discipline based on individual dignity and self-respect? 2. Are the rules and regulation and disciplinary procedure clearly stated and understood by the employees? 3. Does the system promote order, discipline and decorum in the organization and prevent acts the indiscipline? 4. Are domestic inquiries technically and legally correct?

Audit Report

The HR auditor after examining various aspects of human resource management compiles his observations, analysis, findings and recommendations in the form of a report the reports are prepared in the form of written reports the contents of the reports include: 1. Table of contents. 2. Preface starting the background of the evaluation and audit. 3. Objectives of the audit methodology of the audit program. 4. Analysis of data and information. 5. Findings 6. Summary and conclusions, in which the entire report is summarized for top executives.

7. Recommendations for further improvement. 8. Appendix this includes supporting data and information.

Advantages of HR audit Every organization should look back in order to proceed ahead. The evolution and the study of the existing objectives, policies and practices of human resource management indicate to what extent they contribute to the organizational goals further, they indicate to what extent the practices are in accordance with the objectives. Audit enables the management to review the HRM policies in the light of the result of the audit and the changing environmental factor affecting HRM audit per vides accurate and reliable information to the management at all levels. The advantages of personal audit include. 1. It served as a check on the activity of personal management department.
2. It generates wide understanding of the both policy and practice in manpower

management . 3. It highlights the need for line-self co-operation. 4. It focuses attention on what is being done and what needs to be done. 5. It assists staff in convincing highrt management of the need for manpower policy and practice

HUMAN RESOURCE RESEARCH Introduction: The study of human resource practices and activities gives the extent of success or failure of policies and practices. Research on HRM activities Provides an understanding of what does work, what does not work, what needs change, the nature and the extent of change. Personal research is the task of searching for, and analyzing of facts to that personal problem may be solved or principle and laws governing their solutions derived.

According to Dale Yoder. Research is a shortcut to knowledge and understanding which can replace the shower, more precarious road of trail and error in experience. It implies, searching investigation, re-examination, reassessments and revolutions. It is a purposive and systematic investigation designed to test carefully considered hypotheses or thoroughly framed questions.

Characteristics of Human resource research 1. Human resource research is purposive. In order words, it seeks to answer specific questions. 2. HR research is objective. It recognizes and limits bias and prejudice in every step of the process. 3. It is systematic. It beings with a comprehensive plan or design. Investigation is conducted based on that design. 4. HR research is parsimonious. It identifies methods and techniques for the solution of the problem with the minimum cost. 5. HR research is repeatable. It can be used by different researches at the same time. 6. It is planned and designed investigation and analysis. 7. It is conducted in a systematic manner to check or verify or disprove clues, assumption or hunches.

Objective of HR Research

The basis objective of human resource research is to enquire into the present status of HR practices and activities against the HR objectives and policies. The specific objectives are:

1. To measure and evaluate present conditions. 2. To predict future conditions, events and behavioral patterns. 3. To evaluate the effects and result of current policies, programs, practices and activities.

4. To provide an objectives basis for a revision of current policies, programs, practice, and activities. 5. To appraise proposed policies, programs, and activities. 6. To discover ways and means of strengthening the abilities and attitudes of employees at a good or high level and on a continuous basis. 7. To evaluate and review the linkage and knitting between organizational strategies and HRM strategies.

Need for Human Resource Research

Understanding human resource research is often crucial in solving HR problems as it is difficult to make effective decisions without accurate information the human resource research due to the following reasons: 1. To build upon existing knowledge: Growth of the knowledge is a continuous and a never ending process. Human resource knowledge grows at a faster rate HR research contribute significantly for building up of the existing HRM knowledge.

2. Evaluation of proposed programs, practices and activities: The proposed programs, practices and activities are need to be apprised thoroughly, before implementation. HR research provides necessary information for evaluation.

3. Evaluation of current and new policies and practices: The action research provides for implementation of policies and practices based on the results of the research.

4. Anticipation of personal problem:

The HR problem are the outcome of employees dissatisfaction over several issues. These problems will lead to industrial disputes. The HR research can predict the possible problem and suggest measures for their prevention.

Approaches to human resource research The approaches to human resource research include: 1. Historical studies. 2. Case studies. 3. Survey research. 4. Statistical studies. 5. Mathematical models. 6. Simulation. 7. Field or action research. 8. Exploratory studies. 9. Experimental studies.

The process of Human resource research The HR research process begins from the stage of a sign of grievance of employee the management to be proactive should identify the possible future employee problem and offer solutions to prevent them. If, prevention of problems id not possible the management should conduct research for solving the HRM problem. The stages of HRM/HRD research include: 1. Formulation of a problem 2. selection of hypothesis 3. Formulation of objectives 4. Design of experiment or enquiry 5. Description of Methodology including sampling procedure 6. Collection of secondary and primary data 7. Preparation of working guide 8. Analysis and interpretation 9. Report writing and submission to the top management for action Management Information System Management requires complete information relating to a problem or issue in right time in order to make effective decisions The proper collection, handling and providing

the right information to the right manager in right time not only reduce The risk of wrong decisions but also work as an effective controlling technique. Complexities involved in business and economic activities and voluminous government regulations create the need for supply of right information to the right manager in the right time. Management Information System (MIS) it defined as, "a formal method of making available to management accurate and timely information necessary to facilitate the decision-making process and enable the organizations planning, control and operational functions to be carried out effectively."" "The system provides information on the past, present and projected future and on relevant events inside and outside (he organization." Generally, an organizations MIS consists of a series of information systems of varying degrees of complexity, competence and scope. They are: 1. Transaction processing and inquiry response; 2. Management information for operational planning, decision making and control; 3. Management information for tactical planning and decision-making; and 4.Management information system for strategic planning and policy planning ' and Decision-making. An organizations information system must provide the various types of information required by managers at the various levels of organizational hierarchy with different levels of operational responsibilities, operational control, management control and strategic planning.

The number of computer based information systems in private and public sector (organizations have grown exponentially During the past two decades. To build computer based information systems new computer products and service industry has developed to supply the tools necessary. While a large number of people are employed to design and operate information systems, many more individuals are involved as users or "consumers" of information systems. Users include individuals from a broad spectrum of occupations ranging from workers in a factory to the top management of a corporation Use of an information system includes the accept of a report, the submission of input for a system and the operation of a terminal or a similar activity. Most individuals encounter these systems in other activities, in addition to work experiences with computer based Information systems Credit and use is of a bank, travelers making reservations and many other confront computer based systems directly or indirectly.

In today's complex society, knowledge of computer based Information systems is vital for an educated individual, particularly for the professional manager it has been estimated that l/3rd or of the gross national income of the United States is currently

attributed to production and distribution of information. This trend is a departure form a traditional economy based on the production and distribution of tangible goods. This clearly shows that we are entering an information age for most organization in the future if not already the determining factor in competition will be the processing and analysis of information.

Information system An information system is a set orgnised procedures which when executed provides information to support decision making information can be defined as a tangible or intangible entity which serves to reduce uncertainly about some future status or event.
User Decision

Output

Processing

Input data

Data collection

A schematic representation of an information system is diagrammed In We should note information is not Just raw data. Rather, data are processed In some way, for example, collected and summarized to produce output which is interpreted as information by the user decision-maker. Formal organizations, from the stage of their inception require information systems in order to operate successfully. Deposits, advances, economic development, financial, personnel and external data on consumers and markets are vital to the successful operation of most modem banks. Essential Feature of an Information System An information system combines related operations and procedures to perform a major organization and management activity (such as document production). The efficient and success of the system depend on careful planning, organization, and control by the supporting staff of a bank. The objectives of an information system include:

1. Decision making ny supplying the best possible current information to management. 2. Eliminating duplication of work. 3. Saving time by using more efficient methods. 4. Establishing uniform procedures. 5. Identifying responsibility for work and performance. 6. Improving service, including providing necessary training for all who operate within the system

The Organization as an information processing entity There is one feature that all organizations have in common they ,must acquire and analysis information and take action based on their interpretation of information. Every organization needs to process information whether it manufactures a project or sells a service. Most business need to have information on markets, sales, competitors and costs. In addition to the above information, manufacturing firms need information on manufacturing process itself. Government agencies are also confronted with substantial information processing requirements.

Members of organization

Public

Stockholders

Government and regulatory agencies

Dissemination

Interpretation Action Information External data on the economy markets ELC

Processing

Customers

Data Completions

Organizations products and services

Data collection Inter operations

I In; organization collects data from a number of sources, including its own internal operations and customers. most organizations also attempt to gather data on their competition and on other phenomena external to the organization, such as the economy. Many government prepared statistics are used by organizations, and these data are classified as externally derived. The organization must process all these data and the output may take many forms, such us tabular reports or graphic displays. It is likely that the output is interpreted and action is taken on the basis of information. For example, a bank might offer a new service based on the information derived from its market research study. Most of this interpreted information is disseminated within the organization for use by its members; production control, accounting and budgeting information fall into this category. Many banks must make information available to the public, depositors as well, for example, to stock holders. Though processing information clearly is not the ultimate goal of most organizations, it Is one vital component of their operations. Individuals who are or will become the members of organizations need to understand the Importance of information. In a modern organization, the processing of information contributes significantly to the success of the enterprise and managers should be knowledgeable! about information processing tools, techniques and concepts. Decision-making, including the process leading up to the decision, can b j termed as planning, and management can be defined as the planning and control of the physical and human resources of the company In order to achieve the objectives of the company. Referring back to the MIS definition, we can simplify It by saying that"MIS is a system that aids management in performing its jobs." ., The term MIS is well conceived in that if one understands the three words that comprise It, one can have a basic understanding of the whole.

Management

Management has been defined in many ways, but for our purpose we define it as the process of planning, organizing and controlling of the physical and human resources in order to achieve the objectives of the company. Managers plan by setting objectives and goals and selecting the best course of action to achieve the plan. the task, necessary for operational plans are organized and set up into homogeneous groups. The performance of the work is controlled by setting performance standards and avoiding deviations from standards.

As the decision-making is such a fundamental prerequisite to each of the foregoing processes, the job of an MIS becomes that of facilitating decisions necessary for planning, organizing and controlling the work and functions of the business.

The Management Triangle

Strategic Planning Management control

Operational control

The process performed to control the basis products or services produced by the company are indicated the physical sorting , recording and posting of checks etc.

Management control being at the second level indicates processes or functions that facilitate the management of those processes delegated to the operational control level.

The top level of the tringle represents strategic planning process the processes that determine what product or what provide in first place or even more broadly what market or business the company should be in currently or plan to be the future.

Summaries the interaction of the three levels top management establishes the policies plan and objectives of the company as well as a general budget framework under which the various departments will operate these factors are passed down to middle management where they are translated into specific revenue cost and profit goals. Once these are reviewed analyzed and modified in accordance with the overall plans and policies thee middle management the lowest level operation control has the job of producing goods. And services required to meet the revenue and profits goals which in turn will enable the company to achieve its overall objectives.

Information the second term in management information system is recognized as an increasingly valuable commodity required by management to plan and control business operations effectively information can be detained as a tangible or intangible entity which serves to reduce uncertainly about some future state or event.

Data must be distinguished from information. Data are facts and figures that are not currently being used in a decision process. An example of data would be number of deposits and total number of accounts in a bank on the other half information is use for informative purpose or as a basis for forecasting or decisionsmaking.

System

A system can be defined as set of interrelated elements working towards common purpose. A subsystem is part of larger system with which we are concerned and all systems are parts of larger systems.

While we have achieved a very high degree of automation and joining together hardly applied the scientific mechanical and factory manufacturing operations we have hardly applied the system pprinciples to business system the concept of synergism applies to the integration of the system through information interchange this concept of synergism has not generally been applied to business organization by connecting the operating subsystems through the medium of information exchange.

The objective of MIS is to provide information for decisionmaking in planning organizing and controlling the operations of the subsystems of the firm and to provide a synergistic organization in the process.

Generally an organization MIS consists of a series of information system of varying degree of complexity, competence and scope they are:

1. Transaction processing and inquiry response.

2. Management information for operational planning decision-making and control.

3. Management information for tactical planning and decision-making and control

4. Management information system for strategic planning and policy planning and decision making

An organization information system must provide the various types of information required by managers at the various levels of organizational hierarchy with different levels of operational responsibilities, operational control management control and strategic planning.

Guidelines for effective design

1. The user of the information should included on the design

team.

2. Cost of money and time of system should be taken in account and match them with benefits derived from the system.

3. Weightage 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 decision should be aggregated.

7. The decisions system must be thoroughly analyzed.