CHP-1

What is an HRIS?
The Human Resource Information System is a system used to collect and
store data on an organization’s employees, like their name, address, age,
salary, benefits, time and attendance, performance reviews, and more.
This data is valuable input for data-driven decision-making in HR.

HR Activities:
Three main HR Activities
Transactional- Transactional HR is essentially handling the day-to-day
administrative functions, such as preparing workplace policies, recruiting
and processing new employees, and handling benefits administration and
other workplace functions.
Traditional- It focuses on functional activities such as human resource
planning, job analysis, recruitment and selection, maintaining employee
relations, performance appraisals, compensation management, and
training and development.
Transformational- Transformational HR expands the traditional HR role
into the arena of management, so it becomes a tool to develop business
interests and growth. The aim is to turn HR management into a force that
can help an organization reach its business objectives and instill those
objectives in employees.
Difference Between E-HRM and HRIS
1. E-HRM-electronic Human Resource Management Reflects the way
in which HR is delivered.
2. More focussed on how HR functionality is delivered, for example,
e-Recruitment and e-Training (e-Learning).
3. Organizations that apply e-HRM use technology as a tool to enable
the HR function to function effectively and more efficiently.
4. E-HRM: Improves employee engagement, communication,
collaboration, and strategic decision-making.

1. HRIS-Human Resource Information System HRIS reflects the

computerized system used
2. HRIS is more focused on the systems and technology underlying
the design & acquisition of systems supporting the move to e-HRM
3. Comprises of technology and processes underlying the e-HRM way
of conducting Human Resource Management
4. HRIS: Improves efficiency and accuracy in HR administration.
Different Types of HRIS
The Value and Risks of HRIS
An HRIS can add value to HR in many different ways.
1. providing a comprehensive information picture as a single,
integrated database; this enables organizations to provide structural
connectivity across units and activities and to increase the speed of
information transactions.
2. increasing competitiveness by improving HR operations and
management processes;
3. improved timeliness and quality of decision making;
4. streamlining and enhancing the efficiency and effectiveness of HR
administrative functions;
5. shifting the focus of HR from the processing of transactions to
strategic HRM; and
6. improving employee satisfaction by delivering HR services more
quickly and accurately.

Effectiveness and efficiencies from HRIS depend

on:
1. Size of the organization
2. Top management support and commitment
3. Availability of resources (time, money, and
personnel);
4. HR philosophy of the company
5. Managerial competence and
6. Ability and motivation of employees in adopting
change
7. Good internet and networking systems
8. Dedicated IT and R&D department
9. Trained and expert IT staffs
The implementation of an HRIS doesn’t come without risks, though. As
with any information system, there are potential dysfunctional impacts
that may occur when an HRIS is implemented (Stone, Stone-Romero,
& Lukaszewski,2003). These include the following:
1. Management by computer and substitution of technology for
human judgment: Managers may begin to base performance
evaluations exclusively from the data captured by the HRIS. Thus,
soft skill behaviors such as teamwork and customer service may
not be fully
considered.
2. Privacy concerns: Employees and applicants may feel that their
data are being accessed and used by those internal and external to
the organization.
3. System rigidity and lack of flexibility: Standardization of HR
processes can benefit the organization, but some systems may not
allow for the inevitable exceptions that arise and as the HR legal
environment changes.
4. Employee stress and resistance to the use of electronic
performance monitoring.
5. Performance reduction in complex tasks when performance
monitoring systems are used
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The Differences between Data, Information, and Knowledge:

Database Management Systems:

A DBMS is a set of software applications (i.e., computer programs)
combined with a database. DBMS electronically allows
organizations to effectively manage data. Managing data means
1. identifying the data needed to create information that is
necessary to make HR decisions;
2. defining the characteristics of those data (e.g., number data vs.
character data);
3. organizing those data in a manner that promotes integration,
data
4. quality, and accessibility; and finally
5. restricting access to the data to the right personnel
Data Sharing Between Different Functions:
A database management system (DBMS) is the software that interacts
with end users, applications, and the database itself to capture and analyze
the data.
Relational DBMSs enable data integration across different functions,
allowing each to access its own data and other data. This has increased the
feasibility and popularity of integrated business applications, known as
enterprise resource planning (ERP) business applications. ERP software
applications are a set of integrated database applications that perform
common business functions like HR, general ledger, accounts payable,
accounts receivable, order management, inventory control, and customer
relationship management. These applications are integrated through a
common set of definitions and a common database, making them more
efficient and effective in large organizations.
Data Sharing Between Different Levels:
1. Operational employees, managers, and executives share data but
have different objectives and information needs. They focus on data-
processing transactions, such as updating employee timecards, to
ensure smooth business operations and provide timely, accurate
information to managers and executives.
2. Managers, on the other hand, are more interested in summary data,
such as reports generated from daily operational data that can be
summarized into daily, weekly or monthly reports on hours worked
by employee or absences by employee.
3. Executives rely on information produced at an even more
aggregated level to evaluate trends and develop business strategies.
For example, executives might ask for reports that compare turnover
statistics across business groups and over time
Designing an MS Access Database:
The design process begins with analyzing the data and information needed
for database users to perform their tasks. This is done by interviewing end-
users, examining entities, attributes, and relationships, and observing their
work processes. Existing forms and reports may be used as guidelines, but
changes may be made or discarded based on the intended business
changes.
Step:
Determine what the users want from the database: What questions need
to be answered? What information needs to be tracked? What reports are
produced? What data are needed to provide the basis for those results?
Identify the data fields needed to produce the required information; in
doing so, we also identify rules that define the integrity of the data,
including data type (number, character) and data limits (e.g., if we are
storing days, we might only allow the numbers 1 to 31).
Group related fields into tables (entities).
Determine each table’s primary key.
Normalize the data: Make sure the data for an entity are really associated
with only that entity.
Determine how the tables are related to one another and include
common keys.
Create the relationships among the different entities and ensure
referential integrity.
Create queries to define data needs that are not handled by only looking
at individual tables.
Create reports to provide a structured view of the data.
Create forms, and in doing so, identify a common design for the forms:
Typically, we create a form for each table along with a “main menu”
form that allows the user to navigate to each form associated with a table
and to view queries and reports.
Enter test data to verify the quality/accuracy of the system design.
Test the system: Do all the queries work correctly? Are the forms easy
to use? Are the end users happy?
Enter or populate the database.
Big Data is a term that illustrates the challenges faced by organizations.
Big Data is described by four dimensions: volume, variety, velocity, and
Veracity.
Volume refers to the amount of data, often measured in terabytes
that organizations collect today. Most large organizations in the United
States have at least 100 terabytes of data. The HR function produces and
consumes increasing amounts of data on activities such as payroll, talent
management, social media, email, I-9 forms, and so on.
Variety refers to the different forms of data. Although relational DBMSs
provide a very structured view of a critical segment of HR data, HR
managers also need to store and access unstructured documents such as
resumes, performance reviews, disciplinary actions, images, video email,
and many others.
Velocity refers to the speed at which data is coming into the organization.
Sensors that track employees movement, audit logs of information access,
and many other sources of information stream with increasing speed and
must be captured and stored.
Veracity refers to the quality of the data collected by the organizations.
HR is plagued by inconsistencies and inaccuracies, and these problems
must be fixed in order for planning and prediction to be meaningful.