MANPOWER PLANNING
Project On
MANPOWER
INFORMATION SYSTEM [HRIS]
SUBMITTED BY
Nitin Borhade125
Vitthal Labade 148
Sanjeevan Rokade164
SUBMITTED TO
Prof.Raheja
Part-Time Masters in Human Resources Development Management
4ndSem. Year 08-11
MUMBAI EDUCATIONAL TRUST (MET)
Man Power Information System
INTRODUCTION
This project presents a comprehensive model of human resource information systems (HRIS) functions. Management scholars contend that enhanced theoretical rigor is necessary to bridge the gap between research and practice. In response, this model is drawn from HRIS studies, organizational learning and general systems theory, human resources development research, and other relevant work in organizational behavior and information systems literature. The model underscores the role of HRIS as the operational link between strategic organizational vision and human resources implementations. Management scholars have long called for stronger and more explicit paths between strategic planning and applications in human resources. Yet implementation guidance for this vital connection has proved elusive. We contend that HRIS is a powerful tool in forging this link, and increased understanding must be gained to develop its maximum potential.
BACKGROUND
Human resources operations challenge organizations with a dualistic yet interdependent set of outcomes. One summons organizational change that may be perceived as a threat to the status quo, while the other set of outcomes gives highly valuable potential benefits for organizational performance. This paradox stems from the requirement for U.S. businesses to improve productivity from their skilled workers in order to satisfy the demand shift from manufacturing to technological and intellectual innovations. This transformation means that both organizational productivity gains and competitive advantage depend on high quality worker competence. In other words, increasing productivity through people is now paramount. Consequently, essential human resource functions have recently become even more critical to general organizational well-being.
To achieve these complex objectives, many organizations have turned to information systems technology. The reliance on technology has deceptively been prompting the false assumption that HRIS is synonymous with computerized human resource information systems. In reality, computer technology is not required for a successful HRIS function, and many HRIS activities still defy computer automation.
Nevertheless, computer based information technology serves as a tremendous tool for operational zing HRIS applications. Many related tasks such as rapid information dissemination and feedback would be impractical or impossible without computerized support.
With this major charge, information systems technology has introduced wide spread implementation of human resource information systems that more fully allow organizational members to participate in information sharing and decision-making. Indeed, past studies have shown that over 90 percent of organizations have a formalized and separate HRIS department or an equivalent function. Nearly all organizations have actually implemented some form of HRIS Anonymous,
However, these applications vary widely from organization to organization, and there is equal diversity in the resultant benefits Preliminary research shows that successful HRIS operations are identified by such outcomes as organizational competence; i.e., meeting strategic goals.
Furthermore, successful HRIS functions support such key processes as executive decision-making, employee training, technology selection, interdepartmental integration, and organizational reporting structures. While such studies provide valuable insights into HRIS implementation, their generalizability is limited due to the absence of a comprehensive foundation in which to contextually base these findings.
Equally important, the development of any such framework should also be practical, applicable in current organizational issues, and flexible enough to address emergent trends. Foremost, and a key pacesetter among these trends, is knowledge management, or the belief that Intellectual capital is the core competitive asset in contemporary organizations.
Knowledge management assumes that knowledge and its complement, learning, are the forces that optimize organizational performance. Furthermore, organizational knowledge can be more closely observed in its currency, intellectual capital, which has been defined as both "hard" and "soft" assets. Both of these categories are distinct, yet clearly interdependent. "Hard" intellectual capital assets refer to legal documents, software, and databases; while their "soft" counterparts are people-centered organizational strengths including skills, expertise, culture, and commitment.
Manpower Information Systems
Human Resource Information Systems (HRIS)
Definition
A system which seeks to merge the activitiesassociated with human resource management (HRM) and information technology (IT) into one commondatabase through the use of enterprise resource planning (ERP)software. The goal of HRIS is to merge the different parts of human resources, including payroll, labor productivity, and benefitmanagement into a less capital-intensive system than the mainframes used to manage activities in the past. Also called Human Resource Management Systems (HRMS)
Definition
A Human Resources Information System, is a system that lets you keep track of all your employees and information about them. It is usually done in a database or, more often, in a series of inter-related databases.
These systems include the employee name and contact information and all or some of the following:
1.department,
2.job title,
3.grade,
4.salary,
5.salary history,
6.position history,
7.supervisor,
8.training completed,
9.special qualifications,
10.ethnicity,
11.date of birth,
12.disabilities,
13.veterans status,
14.visa status,
15.benefits selected,
and more.
They include reporting capabilities. Some systems track applicants before they become employees and some are interfaced to payroll or other financial systems.
Also Known As: HRIS, HRMS, Human Resources Management System
Examples:
Our installation of a Human Resources Information System has reduced our HR costs and produced our government-required reports more quickly.
Database:
Hide links within definitions Show links within definitions
Definition
Systematically organized or structuredrepository of indexed information (usually as a group of linked data files) that allows easy retrieval, updating, analysis, and output of data. Stored usually in a computer, this data could be in the form of graphics, reports, scripts, tables, text, etc., representing almost every kind of information. Most computer applications (including antivirus software, spreadsheets, word-processors) are databases at their core. See also flat database and relational database.
What is a HRIS?
A HRIS, or Human resource information system, is a software solution for small to mid-sized businesses to help automate and manage their HR, payroll, management and accounting activities.
A HRIS generally should provide the capability to more effectively plan, control and manage HR costs; achieve improved efficiency and quality in HR decision making; and improve employee and managerial productivity and effectiveness.
A HRIS offers :
HR, payroll, benefits, training, recruiting and compliance solutions
1