A Human Resources Management System (HRMS) or Human Resources Information System (HRIS) refers to the systems and processes at the intersection between human resource management (HRM) and information technology. It merges HRM as a discipline and in particular its basic HR activities and processes with the information technology field, whereas the programming of data processing systems evolved into standardized routines and packages of enterprise resource planning (ERP) software.
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On the whole, these ERP systems have their origin on software that integrates information from different applications into one universal database. The linkage of its financial and human resource modules through one database is the most important distinction to the individually and proprietary developed predecessors, which makes this software application both rigid and flexible.
To reduce the manual workload of these administrative activities, organizations began to electronically automate many of these processes by introducing specialized human resource management systems. HR executives rely on internal or external IT professionals to develop and maintain an integrated HRMS. Before the client–server architecture evolved in the late 1980s, many HR automation processes were relegated to mainframe computers that could handle large amounts of data transactions.
In consequence of the high capital investment necessary to buy or program proprietary software, these internally developed HRMS were limited to organizations that possessed a large amount of capital. The advent of client–server, application service provider, and software as a service (SaaS) or human resource management systems enabled increasingly higher administrative control of such systems. Currently human resource management systems encompass.
According to www.oracle.com using an electronic or computerized Human Resource System has several benefits. First is, Automate Key Processes,leverage workflow and internet-based processes to speed and optimize recruitment, hiring, budgeting, compensation, termination, performance, skills, collective agreements, and more. Perform rules-based HR budget control. Second, Get a Single Source of Truth, to maintain global HR data in a single instance for better availability and accuracy of information, with a global single repository of employee data. Third is, Manage Total Compensation, to attract and retain with the right combination of salary and benefits. Set limits and warnings.
Control budgets by department, position, or role. Deploy absence and termination policies. Fourth is, Locate and Manage Talent Globally, to manage recruitment, hiring, and deployment on a global basis and address local country requirements at the same time. Manage address information, currency, data formats, banking details, and payment methods for any country. Conduct competency profiling and management. Lastly, Integrate Intelligence with HR Management,to integrate intelligence with HR management to align the workforce with corporate objectives.
According to www.nefsis.com using cloud-based video conferencing helps human resources staff leverage state-of-the-art communications and online collaboration tools to advance the HR agenda. Now, online training, employee benefit meetings, and job candidate interviews can be conducted in private and group virtual conference rooms anytime, anywhere.
Using Video Conferencing has many benefits, to cut travel expenses for job candidate interviews, to shorten the hiring process, especially for distributed businesses, to improve the reach of employee benefit meetings to those that missed in-person sessions and those traveling, working from home, or at remote offices, and lastly to create a better online platform for employee benefits, safety, and regulatory compliance training.
Nowadays, there are a lot of manual systems being renovated to computerized one. Just like the Human Resource (HR) departments, many companies have evolved to a new computerized system, and also there are companies that still working on a manual based system. The function of Human Resource (HR) departments is generally administrative and common to all organizations. Organizations may have formalized selection, evaluation, and payroll processes.
Efficient and effective management of “human capital” progressed to an increasingly imperative and complex process. The HR function consists of tracking existing employee data which traditionally includes personal histories, skills, capabilities, accomplishments and salary. Also the Human Resource (HR) department is in-charge of identifying the potential applicants (Applicant Hiring).
Being a Human Resource (HR) department, it is humiliating that they do not have a permanent system or database that can store their employee or applicant’s information day by day. Sometimes, many companies encounter different problems related with the employee or applicant’s information.
Using Ms Excel or Manual Filing is not advisable for storing or tracking employee or applicant’s data, using those kind of tracking or storing may cause of loss of file, unreliable data, time consuming, heavy manual workload, heavy human work force, and etc. on payroll, time and attendance, performance appraisal, benefits administration, HR information management system, recruiting/learning management, performance record, employee self-service, scheduling, absence management and analytics.
The Human Resource (HR) department encourages the proponents to develop a system that will help or solve the existing problems regarding Human Resource (HR) department and also to decrease the human workforce.
1.2 STATEMENT OF THE PROBLEM
1.2 .1 What is the profile of the respondents in terms of?
184.108.40.206 Educational attainment
220.127.116.11 Years of service
1.2.2 What is the existing system in terms of?
18.104.22.168 Processing of documents
22.214.171.124 Transmittal of information
126.96.36.199 Tracking of records
188.8.131.52 Evaluation criteria
184.108.40.206 Generation of reports
1.2.3 How effective the existing system in terms of?
1.2.4 Is there a significance difference of the perception of the respondents
in terms of? 220.127.116.11 Information of system
18.104.22.168 Processing of documents
22.214.171.124 Transmittal of information
126.96.36.199 Tracking of records
188.8.131.52 Evaluation criteria
184.108.40.206 Generation of reports
1.2.5 What are the problems encountered of the existing system in terms of? 220.127.116.11 Processing of documents
18.104.22.168 Transmittal of information
22.214.171.124 Tracking of records
1.2.6 What is the system to be developed?
1.3 SYSTEM OBJECTIVES
1.3.1 General Objectives
To enhance the ability of the human resource management to leverage and absorb new and emerging opportunities and challenges in the business horizons.
1.3.2 Specific Objectives
To understand that the employees are also individual and have their own set of needs. To understand and define the overall objectives and goals of the organization, its mission as well as vision. To ensure proper availability of latest tools and methods for training the employees as required for their respective competencies. To select best workforce from the labor market by using the recruitment options like internal job portals, job websites, advertisements, employment agencies etc. To assign the right job to the right employee if the proper utilization of the talent is needed.
1.4 SIGINIFIANCE OF THE STUDY
This research is considered important to provide insight into the various Human Resource Management practices needed to perform BPO sector in Philippines. This study intends to investigate the role of Human Resource Management associated with firm performance, namely profitability, growth and employee management.
Also this research intends to scrutinize whether business strategy and environmental uncertainty moderate the relationship between Human Resource Management Practices and Video Teleconferencing. Lastly, this study destines to further the previous research in HRM practices using the contingency approach. Relevant to the issues above, this study contemplates to generate a new framework for further research pertaining to Human Resource Management practices – Video Teleconferencing relationships.
1.5 SCOPE AND LIMITATIONS
Employee Personal Information
Dependants and Emergency Contacts
Pay and Benefits
Pay History including bonuses and deductions
Vacation and Leave
Banking and Loans
Training and Development
Education and Courses
Awards and Recognition
Health and Safety
Incidents and Accidents
Video Teleconferencing (final interview)
Reports and Document Library
Pre-designed Letters and Forms
Over 50 Standard Reports
Confidential document storage
Mitigate your risk, have all your documentation ready
Automated Reminders and Alerts
View Employee Summary
View Pay History
View Work History
Group and User security
Block out certain information areas by user
The system will not focus in calculating the whole payroll but it will only do some parts or portions of it. The Video Teleconferencing will only have a capacity of 4 persons per conference. System will only be limited to two users: Admin and HR Managers
1.6 DEFINITION OF TERMS
Human Resources- s the set of individuals who make up the workforce of an organization, business sector, or economy. “Human capital” is sometimes used synonymously with human resources, although human capital typically refers to a more narrow view (i.e., the knowledge the individuals embody and can contribute to an organization). Likewise, other terms sometimes used include “manpower”, “talent”, “labor”, or simply “people”. Human Resource Management – is the management of an organization’s workforce, or human resources.
It is responsible for the attraction, selection, training, assessment, and rewarding of employees, while also overseeing organizational leadership and culture and ensuring compliance with employment and labor laws. Teleconferencing – Job interviews by teleconference involve setting up a conference telephone call amongst the members of the selection committee and the job applicant who can hear but not see each other. This may be appropriate where the applicant and the selection committee are in geographically remote locations, video conferencing facilities are unavailable and the applicant is agreeable to the use of teleconferencing.
Video Conferencing – Video conferencing is a combination of audio and video transmissions which allows people to communicate by way of an audio visual link (AVL). Each site or endpoint is equipped with screens, microphones and cameras which allowspeople in two or more locations to see and hear each other as if participating in a face-to-face conversation.
Security – Control of access to a computer system’s resources, specially its data and operating system files.
Versant – are computerized tests of spoken language available from Pearson PLC. Versant tests were the first fully automated tests of spoken language to use advanced speech processing technology (including speech recognition) to assess the spoken language skills of non-native speakers.
Survey – is to gather information by individual samples so as to learn about the whole thing.
Multiplexing – is a method by which multiple analogue message signals or digital data streams are combined into one signal over a shared medium.
CHAPTER 2.0 PROJECT FRAMEWORK
2.1 Theoretical Framework
Enhancing meaningful learning by integrating technology into instructional design is central to this project. The most influential theory associated with this process is the IOSR Journal of Computer Engineering (IOSR-JCE):
HUMAN RESOURCE MANAGEMENT SYSTEM proposed by A.S.SyedNavaz, A.S.SyedFiaz, C.Prabhadevi, V.Sangeetha, S.Gopalakrishnan (Jan 2013). It is based on the theory that it merges HRM as a discipline and in particular its basic HR activities and processes with the information technology field, whereas the programming of data processing systems evolved into standardized routines and packages of enterprise resource planning (ERP) software.
2.2 Conceptual Framework
The conceptual framework is built on four theoretical perspectives and prior research in conceptual model of HRMS. It is based on, but different from, existing and international HRMS models. Competitive advantage and performance are commonly noted as the ultimate needs of the organization; this study focuses on the creation of the most requisite resources to realize these targets.
2.3 Project Paradigm
This area explains the directions that the proponents should follow to accomplish the goals of the system, this will be a fine guide that will lead us to the aptness of the system.
2.4 Review of Related Literature
This chapter presents the review of related literature and studies. It contains a review of books and studies on the subject matter conducted here and abroad and their relation to the present research.
The researcher looked for a number of related foreign and local literatures that will help us in developing our proposed project.
2.4.1 Local Studies and Literature
Human Resource Management (HRM) has shifted its function within organizations over the last few years. Its function has grown considerably and has shifted into a more strategic role rather than providing support for administrative paperwork.
There has been a shift too, in terminology, with the term Strategic Human Resource Management (SHRM) becoming more common. Since the rapid development of technology, software developers are continuously creating new and sophisticated softwares that can help companies execute day-by-day HR administrative tasks as well as enabling them to perform fast and effective recruitment process, performance management, compensation & benefit, etc. OPUS Management (April, 2010). Human Resource Information System: Enabling your Human Resources Information System to Support HR strategic roles, volume 13, pages 101-116.
This 21st century, companies are committed to provide world-class products and services to meet customer requirements and satisfaction. This can be attached if companies could attract, employ and retain world-class people. Today, HR (Human Resource) departments continue to ensure that highly qualified employees / workers get the right job assignments, trainings, learning opportunities and maintain competency assessments to prepare them for a clear career path.
There are even international trainings and seminars offered / given to employees as well as virtual transfer-of-technology from foreign expatriates to ensure efficiency and productivity. With the recent trends of companies vying for accreditation and certification from the ISO body, the HR’s active participate in the education of its employees/workers rests on its move to ensure that the company’s Quality Policy is a commitment of everyone in the organization so that they may strictly implement it through effective communication, review and improvement.
Magsino, B.V. (August, 2010). Human Resource Management (HRM): Gaining a Competitive Advantage, pages 19-22.
There are many purposes of Human Resource Information System in our environment, first is, HRIS helps us to manage all of the employees information, second, it conducts reporting and analysis of employees information, third, it contains company-related documents such as employee handbook, emergency evacuation procedures, and safety guidelines, fourth, it benefits administration including enrollment status changes, and personal information updating, fifth, it has a complete integration with payroll and other company financial software and accounting systems, lastly, it is also responsible for applicant tracking and resume management.
By automating Human Resource practices, HRIS saves time and money, effectively reallocates work processes and thus provides competitive advantage and add strategic value to the organization. Pelones, M. (July 14, 2013). Human Resource Information System.Retrieved August 29, 2013, from http://www.slideshare.net/Pilmathe2001/module2-human-resource-information-system-24215973?from_search=23.
HRM refers to the policies, practices and systems that influence employees’ behavior, attitudes and performance. Many Companies refer to HRM as “involving practices”. The strategy underlying these practices needs to be considered to minimize its influence on company performance. HRM practices include analyzing and designing work, determining human resource needs (HR Planning); attracting potential and qualified employees (Recruiting); choosing employees (Selection); teaching employees/workers how to perform their jobs and preparing them for future (Training & Development), rewarding employees (Compensation); evaluation their performance (Performance Management); and creating a positive work environment (Employee Relations).
HRM Practices are strategic. Effective HRM has been found to enhance performance company performance by contributing to employees and customers’ satisfaction, innovation, productivity and development of a favorable reputation in the business community. The potential role of HRM on company performance has only recently recognized. Gayno, H.C. (2010). Processing a Turnaround, “Human Resource Management”, p.11. The Human Resources of the Philippines Aside from natural resources is one of the basis of economic development.
Its people is the most important resource of any country. It is important to understand how people utilize and develop natural resources based on their character, diligence, and creativity. In fact, humans serve as the “driver” of the world since the direction of it depends on them. Julian (July 23, 2009). Human Resources of the Philippines. Retrieved September 06, 2013 from, http://www.slideshare.net/juilian/human-resources-of-the-philippines
2.4.2 Foreign Studies and Literature
The complexities of the European environment differentiate much of Europe from the United States and also from much of East Asia. Moreover, there are apparent cross-national differences with respect to the impact of SHRM approaches on firm performance. Much of the empirical research demonstrating a positive connection between SHRM and firm performance has taken place in the United States (Wright & Boswell, 2002).
Studies conducted in a variety of Asian countries also have shown HPWSs exerting a positive effect on firm performance (e.g., Bae& Lawler, 2000; Bae et al., 2003; Björkman& Fan, 2002; Lee & Miller, 1999; Morishima, 1998). In contrast, research is less supportive of the effective transference of American-style SHRM approaches to European countries (Doeringer, Lorenz, &Terkla, 2003; Harzing&Sorge, 2003; Rodríguez & Ventura, 2003).
There are many factors that might explain why these techniques are not so effective in Europe, including political and cultural constraints, stronger unions, the regulatory environment, extensive use of works councils, and general resistance on the part of European management.
Whatever the case, the apparently more limited efficacy of SHRM approaches in Europe provides one explanation as to why SHRM approaches seem less likely to be adopted there. Chen, S.J., Lawler, J., Bae, J. (2011). CONVERGENCE IN HUMAN RESOURCE SYSTEMS: A COMPARISON OF LOCALLY OWNED AND MNC SUBSIDIARIES IN TAIWAN, page 238.
To develop a software application that supports the application specific to the HR automation in an intranet specific to a company there by allowing the integration of all the employees pertaining to that organization. To keep track of all the other departments related to that organization such as marketing, development etc. To allow the HR of an organization to update the employee details when ever there is a change in the employee profile pertaining to that organization.
The HR center is a powerful application designed to allow companiesto streamline their human resource tasks and manager their employees more efficiently,
Employee and Company Information
Employee Time, Attendence, and Leave Request
HR Documentation Management (i.e. insurance forms, W-2’s etc.)
The HR Center includes a comprehensive employee informationdatabase, work information, beneficiary information, and more for each employee. It comes standard with employee self-service access allowing employees to update their personal information, request time off or input their daily timesheet entries. It also has role –based access level control that is functionally based on whether a user is an employee, a manager, or an HR admistrators. With HR center managers and HR admistrators can manage a track.
Srikanth, T. (2012).Human Resource Management System. Retrieved August 29, 2013, from http://www.slideshare.net/chetanmbhimewal/3263270-humanresourcemanagementsystemshrms?from_search=8
The paper titled “HUMAN RESOURCE MANAGEMENT SYSTEM” is basically concerned withmanaging the Administrator of HUMAN RESOURCE Department in a company. A Human ResourceManagement System (HRMS), refers to the systems and processes at the intersection between human resource management (HRM) and information technology. It merges HRM as a discipline and in particular its basic HR activities and processes with the information technology field, whereas the programming of data processing systems evolved into standardized routines and packages of enterprise resource planning (ERP) software.
The main objective of this paper is to reduce the effort of Administrator to keep the daily events such as attendance, projects, works, appointments, etc.This paper deals with the process of identifying the employees, recording their attendance hourly and calculating their effective payable hours or days. This paper should maintain the records of each and every employee and their time spend in to company, which can be used for performance appraisal. Based on that transfer, removal, promotion can be done. A.S.SyedNavaz, A.S.SyedFiaz, C.Prabhadevi, V.Sangeetha, S.Gopalakrishnan (Jan 2013).
IOSR Journal of Computer Engineering (IOSR-JCE): HUMAN RESOURCE MANAGEMENT SYSTEM, volume 8, Issue 4, pages 62-77. For some years interviews for promotional custodial positions have been primarily conducted by video conferencing in order to reduce travel and recruitment time and costs. It is anticipated that more interviews for noncustodial jobs will be conducted by video conferencing as part of an ongoing CSNSW strategy to streamline recruitment activities and to have an outcome more quickly. In the main entry-level Correctional Officer and Probation and Parole Officer interviews, arising from campaign advertising, are conducted face-to-face.
Based on the above considerations, the selection committee has the flexibility to utilise teleconferencing, video conferencing and face-to-face interviews. Human Resources Division will confer with the selection committee convenor about the mode of interview.
(November 2012). Human Resource: Job Interviews – Video conferencing and Teleconferencing –Policy and Guidelines, pages 1-4.
(Electronic Data Processing) at the primary level, an organization may be interested in automating processing of routine information. It is an exercise of automating routine paperwork at the operational level. (Management Information System) in this phase focus is shifted from EDP level to MIS level with more inquiry and report generation flexibility. This is intended for middle level manager to control the operation, matching budget or projection. (Decision Support System) facilitates decisions at the higher level in the organization. At this stage HRIS is more interactive and capable of developing decision model on many strategic issues.
It is important to mention that all these types of HRIS are equally important for an organization. Without EDP, i.e, the basic data storage of employees information and payrolls, MIS can not be developed. Because at MIS stage, middle level managers, duly retrieving information, try to enforce control at the operational level. Similarly, without EDP and MIS, DSS can not develop decision models, examining decision alternatives, as at the corporate level, inputs from EDP and MIS reinforce DSS with enhanced interactivity.
Ojha, P.K (April 19, 2013). Human Resource Information System. Retrieved September 05, 2013, from http://www.slideshare.net/PranavKumarOjha/human-resource-information-system-19158875?from_search=10