HUMAN RESOURCE INFORMTION SYSTEM The Human Resource Information System (HRIS) is a software or online solution for the

data entry, data tracking, and data information needs of the Human Resources, payroll management, and accounting functions within a business. Human Resource Information System is a system designed to supply information required for effective management of an organisation. Any organisation is managed by taking various decisions at its various decisions at the Various level of its management hierarchy is needed to take these decisions. Therefore,desigining of an effective Information System is vital for the efficient working of an Organisation. HRIS is designed to supply information required for effective management of human resources in an organisation. COMPUTERISED HUMAN RESOURCE INFORMATION SYSTEM A computerised HRIS is designed to monitor ,control and influence the movement of people from the time they join the organisation till the time they separte from the organisation.HRIS is very vast and it include the following sub-systems:1.Recruitment sub-system information 2.Manpower planning Sub-system Information 3.Personnel Administration Sub-system Information 4.Training Information Sub-system 5.Maintenance Sub-system Information 6. Appraisal Sub-system Information 7.Payroll Sub-system Information 8.Personnel Research Sub-system Information 9.Job Analysis and Design Sub-system Information. OBJECTIVES OF HRIS 1.To make the desired information available in the right form to the right person and at the right time. 2.To supply the desired information at a reasonable cost. 3.To use the most efficient method of processing data. 4.To provide necessary security and secrecy for important and/or confidential information. 5.To keep the information up-to-date

FUNCTIONING OF HRIS It can be brodaly classified into two processes:1.Data Collection-who should collect what data and in what form and how often the nature and form of data will vary from organisation to organisation depending upon its objectives. After collection of data,the irrelevant data should be filtered out and the relevant data should be properly classified and tabulated 2.Data Management-It involves the following sub-system: Data Management-A goodd data management system involves editing the data. Processing Operations viz,classifying,analysing ,summarising and editing the data. Storage of data viz,indexing,coding and filing of information.so that it can be used easily when needed. Retrieval of data, whenever required. Evaluationi .e, judging the usefullness of information in terms of its relevance and accuracy. Dissemination i.e,providing the required data in the right form at the right time.

DESIGNING OF HRIS It consists of the following steps:1.Planning of system-It requires the identification of objectives of the system.This further requires a clear formulation of objectives of the organisation,spelling out of the activities required to be carried out,work relationships,work patterns. 2.Organising Flow of Information-The system designer should study what is the prevailing flow of information and compare it with what should be flow of information.It based on following premises: The managers need the information he wants for decision making. Better communication between manager will improve organisational performance.

3.Implementation-This phase deals with the fitting in HRIS into the organisation structure.The varipous alternative available in this connection are: The old information flow may be allowed to continue as it ia ang new system may be installed to meet the requirement of the new operation. The manager needs the information he wants for decision making. If a manager has the information he needs,,the decision-making will improve.

Better communication between managers will improve organisational performance. A manager does not have to understood how his information system works,only how to use it.

4.Feedback-The regular feedback regarding the actual functioning of the HRIS is a must for the designers to fill up the gap between its planning and implementation.Hence the system should be continously reviewed in the light of changes in the environment both within the organisation and outside the organisation. APPLICATIONS OF COMPUTERISED HRIS 1.Job Description-Produce printouts that describes jobs according to user specifications and information input into the system. As a minimum job description includes job title,purpose, duties and responsibilities, the computer program should allow the authorized users to update and reformat job descriptions 2.HR Planning-Forecast demands for key jobs as well as employees turnover and patterns of inter organisational mobility. 3.Staffing-Address recruitment,selection and placement functions and can include thefollowing modules: Applicant tracking Job posting Job requirements analysis Job person matching

4.Succession Planning-Report information on the avalaibility if competent candidates for key positions.It can help in identifying candidates for each key positions and the development needs of candidates where they fall short of the requirements for a target job. 5.Training and Development-It includes the following: Carrer planning. Development needs analysis. Development advisor.

6.Performance Appraisal-Help managers direct employees to achieve organisational goals and develop their competencies.It includes the following: Performance assessments Goals accomplishments

Reward management

7.Job Evaluation-Computer assisted job evaluation system helps managers determine job evaluation points or classification levels and job hierarchies. 8.Compensation-Track, analysis and report compensation information on pay grade structures,merit guidelines,support salary budgeting. Human Resource Audit? A human resource audit evaluates the personnel activities used in an organization. The audit may include one division or entire company. It gives feedback about : The function of operating managers. The human resource specialists. How well managers are meeting their human resource duties. In short, the audit is an overall quality control check on human resource activities in a division or company and how those activities support the organizations strategy Benefits of A Human Resource Audit Identifies the contribution of the personnel departments to the organization Improves professional image of the personnel department Encourages greater responsibility and professionalism among members of the personnel department Clarifies the personnel departments duties and responsibilities Finds critical personnel problems The Scope of Human Resource Audits 1) Audit of Corporate Strategy: Corporate Strategy concerns how the organization is going to gain competitive advantage. Human resource professionals do not set corporate strategy, but they strongly determine its success. By assessing the firms internal strengths and weaknesses and its external opportunities and threats, senior management devises ways of gaining an advantage, such as : stresses superior marketing channels, low-cost production, etc. Understanding the strategy has strong implications for human resource planning, staffing, compensation, employee relations, and other human resource activities

2) Audit of the Human Resource Function: Audit touches on Human Resource Information System, Staffing and Development, and Organization Control and Evaluation. a) Human Resource Information System
- Human Resource Plans : Supply and demand estimates; skill inventories; replacement charts and summaries - Job Analysis Information : Job standards, Job descriptions, Job specifications - Compensation Management : Wage, salary, and incentive levels; Fringe benefit package; Employer-provided services 2. Staffing and Development Recruiting : sources of recruits, availability of recruits, employment applications Selection : selection ratios, selection procedures, equal opportunity. Training and development : orientation program, training objectives and procedures, learning rates Career development : internal placement, career planning program, human resource development efforts 3. Organization Control and Evaluation Performance appraisals : standards and measures of performance, performance appraisal techniques, evaluation interview. Labor-Management Relations : Legal compliance, management rights, dispute resolution problems. Human Resource Controls : employee communications, discipline procedures, change and development procedures,

3) Audit of Managerial Compliance: Reviews how well managers comply with human resource policies and procedures.Compliance with laws is especially important. When safety, compensation, or labor laws are violated, the government holds the company responsible.If managers ignore policies or violate employee relations laws, the audit should uncover these errors so that corrective action can be started. 4) Audit of Employee Satisfaction: To learn how well employee needs are met.
Employee satisfaction refers to an employees general attitude toward his or her job. When employee needs are unmet, turnover, absenteeism, and union activity are more likely. To learn how well employee needs are met, the audit team gathers data from workers. The team

collects information about wages, benefits, supervisory practices, career planning assistance, and other dimensions of job Tasks of Auditors Identify who is responsible for each activity. Determine the objectives sought by each activity. Review the policies and procedures used to achieve these activities. Prepare a report commending proper objectives, policies, and procedures. Develop an action plan to correct errors in each activity. Follow up the action plan to see if it solved the problems found through the audit Research approaches to audits 1. Interviews with employees and managers are one source of information about human resource activity. Employees and managers comments help the audit team find that need improvement. Another useful source of information is the exit interview. Exit interview are conducted with departing employees to learn their views of the organization 2. Questionnaires/surveys Through questionnaire surveys, a more comprehensive picture of employee treatment can be developed. Questionnaire may also lead to more candid answers than face-to-face interviews. employee attitude about supervisors Employee attitude about their jobs Perceived effectiveness of human resource department 3. Historical analysis/ compliance approach :Not all the issues of interest to human resource audit are revealed through interviews or questionnaires. Sometimes insight can be obtained by an analysis of historical records, such as: Safety and health records Grievances records Compensation studies Scrap rates

Turnover and absenteeism records Selection records Affirmative action plan records Training program records 4. External information : Outside comparisons give the audit team a perspective against which their firms activities can be judged. Through Department of Labor, industry association, professional association numerous statistics and report are compiled. These organizations regularly publishes information about future employment opportunities, employee turnover rates, work force projection, area wage and salary survey, work force demography, accident rates, and other data that can serve as benchmark for comparing internal information.