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PRESENTED BY-: NAVNEE RANASHIVANI SHARMA

MAUREEN PAWAR

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Human Resource Information System refers to thesystems and processes at the intersection betweenhuman resource management (HRM) and informationtechnology. It merges HRM as a discipline and in

particular its basic HR activities and processes with theinformation technology field, whereas the

programming of data processing systems evolved intostandardized routines and packages of enterpriseresource planning (ERP) software.

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HRIS includes:

Payroll

Time and Attendance

Appraisal performance

Benefits Administration HR management Information system

Recruiting

Performance Record

Employee Self-Service

Scheduling

Absence Management

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Operational HRIS:

Operational human resource information systems provide the manager with data tosupport routine and repetitive human resource decisions. Several operational-levelinformation systems collect and report human resource data. These systems includeinformation about the organizations positions and employees and aboutgovernmental regulations.

Employee Information Systems:

1. One part of this employee information system is a set of human resource profilerecords. It usually contains personal and organization-related information, such asname, address, marital status, citizenship, seniority data, education and training,employment history within the organization, salary and retirement etc Theemployee inventory may also contain data about employee preferences forgeographical locations and work shifts. Another part of an employee informationsystem is an employee skills inventory. The skills inventory contains informationabout every employee, such as work experience, work preferences, test scores,interests, and special skills or proficiencies.

2.

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Position Control Systems

A job is usually defined as a group of identical positions. A

position, on the other hand, consists of tasks performed by oneworker. The purpose of a position control system is to identifyeach position in the organization, the job title within which theposition is classified, and the employee currently assigned tothe position. Reference to the position control system allows a

human resource manager to identify the details about unfilledpositions.

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1. Applicant Selection and Placement Information Systems

After jobs and the employee requirements for those jobs have beenidentified and after a suitable pool of job candidates has been

recruited, the candidates must be screened, evaluated, selected, andplaced in the positions that are open. The primary purpose of theapplicant selection and placement information system is to assisthuman resource staff in these tasks.

1. Performance Management Information Systems

Performance Management Information Systems include performanceappraisal data and productivity information data. Performancemanagement information systems data is frequently used as evidencein employee grievance matters. Careful documentation of employee

performance and of how the performance was measured and reportedis critical to acceptance of appraisal information in grievancehearings. Performance management information can lead to anumber of decisions beyond merely supporting the operationaldecision to retain, promote, transfer, or terminate a single employee.

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Tactical HRIS:

Tactical information systems provide managers with support fordecisions that emphasize the allocation of resources. Within the humanresource management area, these decisions include recruitment decisions;

job analysis and design decisions, training and development decisions, andemployee compensation plan decisions

Job Analysis and Design Information Systems :

The information inputs to the job analysis and design information systeminclude data from interviews with supervisors and workers and affirmative

action guidelines. Inputs also include information from sources external tothe firm, such as labor unions, competitors, and government from sourcesexternal to the firm, such as labor unions, competitors, and governmentagencies. The outputs of the job analysis information system are jobdescriptions and job specifications. These outputs provide managers with

the basis for many tactical human resource decisions.

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Recruiting Information Systems :

To direct the recruiting function, the organization needs to develop arecruiting plan. The plan specifies the positions to be filled and the skillsrequired of the employees for these positions. To develop the plan and tomonitor its success, a recruiting information system is necessary to collectand process the many different types of information needed to construct theplan, including a list of unfilled positions; the duties and requirements ofthese positions; lists of planned employee retirements, transfers, orterminations; information about the skills and preferences of currentemployees; and summaries of employee appraisals. Other inputs to the

recruiting plan include data about turnover rates and about the success ofpast placements.

Compensation and Benefits Information Systems

The Compensation and Benefits Information Systems may support a varietyof tactical human resource decisions, especially when compensation andbenefits information is related to information from internal and externalsources. Compensation and benefit plans can play an important part inimproving an organizations productivity. Tying employee productivity to payor encouraging increased productivity with incentive pay plans can oftenimprove an organizations productivity substantially.

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Employee Training and Development Systems :

The training offered by the employee training and

development systems must meet the needs of jobs availablein the organization as identified through the positioncontrol system and the job analysis and design system. Thetraining should also be directed at those persons interested

and capable of benefiting from it, as identified by the skillsinventory and human resource files.

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Software that organize the various human resource informationsystems into integrated software referred to comprehensive HRIS

The computerized form of HRIS is integrated database of humanresource files. Position files, employee files, skills inventory files, jobanalysis and design files, affirmative action files, occupational health

and safety files, and many other human resource files are constructedin a coordinated manner using database management systems softwareso that application programs can produce reports from any or all of thefiles.

Helps to produce reports listing internal candidates for open positions

by running an application program that queries position files, jobrequirements files, and skills inventory files

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Information Systems Supporting Workforce Planning :

Information systems that support workforce planning serve this

purpose.

Information Systems Supporting Labor Negotiations : The

human resource team completing the negotiating needs to be able to

obtain numerous ad hoc reports that analyze the organizations and

unions positions within the framework of both the industry and thecurrent economic situation.

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Numerous commercial software packages are sold for use on

mainframes, minicomputers, and microcomputers that are

designed to handle one or a small number of human resource

functions.

Microcomputer versions of these single-function software

packages are relatively inexpensive and easy to operate and allow

the human resource manager to automate a function quickly and

easily.

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Applicants Benefits

Bonus

Category

Company Property

Dependents

Disciplinary Actions

Education

Position

Skills

History Job Openings

Leave

Licenses

Pay

Performance

Stock Options

Training

Vacation

Visa

Workers Comp

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HRIS make vital contributions to knowledge management byadvancing organizational learning.

Example HRIS facilitates double loop learning feedback thatenables organizational change and discussion, intra

organizational communication and decision-making, andshared visions.

Knowledge management through HRIS involves relevanttraining, which can be delivered in both cost and timeeffective ways.

Also total quality management of highly skilled professionalssuch as physicians can be enriched with a carefully plannedHRIS.

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Knowledge-based organization is centered around three attributes :a. its principal mission is to acquire, manipulate and deploy

information and knowledge

b. it strives to be a earning organization in which its members, bothindividually and collectively, are continuously enhancing their

capacity to produce results and adapt to changing circumstances

c. it is guided by a commitment to organizational excellencethrough such pursuits as bench-marking, best practices and thefostering of collaborative relationships among its variousstakeholders.

Knowledge based organizations competitive advantage comes fromhaving and effectively using knowledge.

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A knowledge-based organization has four characteristics which

can be summarized In terms of

a. Process refers to the activities within an organization, some ofwhich are directly involved with making a product or selling aservice and others that are ancillary but no less important.

b. Place refers to the boundaries of the organization, which for thepurpose of sharing and creating knowledge often go beyondtraditional legal boundaries.

c. Purpose refers to the mission and strategy of the organization how it intends to profitably serve its customers.

d. Perspective refers to the worldview and culture that influencesand constrains the decisions and actions of an organization.

Each of these elements forms a basis for evaluating the degree towhich knowledge is an integral part of the organization and the

way it competes

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