HRIS implementation challenges and solutions,

COIMBATORE

PROJECT REPORT

Submitted by

YAGA PRIYA.R

Register No: 711017631042

In partial fulfillment for the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

in

MANAGEMENT STUDIES

INFO INSTITUTE OF ENGINEERING

COIMBATORE - 641 107

MAY 2019
 INFO INSTITUTE OF

ENGINEERING COIMBATORE -641

107

Department of Management Studies

PROJECT REPORT

MAY 2019

This is to certify that the project entitled

HRIS implementation challenges and
solutions done by

YAGA PRIYA.R

Register No: 711017631042

of MBA (Management Studies) during the year 2017-2019.

Project Guide Head of the Department

Submitted for the Project Viva-Voce Examination held on

Internal Examiner External Examiner

CERTIFICATE
 CERTIFICATE
This is to certify that the project work titled “HRIS implementation challenges and solutions”
is the bonafide work
of YAGA PRIYA.R Reg.No:711017631042 who carried out the same under my supervision.
Certified further that to the best of my knowledge the work reported herein does not form part of
any other Project work or dissertation on the basis of which a degree or award was conferred on
an earlier occasion of this or any other candidate. This Project work is submitted to Anna
University Chennai in partial fulfillment of requirement for the award of degree of Master of
Business Administration.

Signature and Name of the Guide

Mr. G. ASHOK KUMAR

Assistant Professor of Management Studies

Signature and Name of the Director/ HOD

Dr. S. BANUMATHI

Director, Department of Management Studies

DECLARATION
 DECLARATION

I affirm that the project work titled ‘HRIS implementation challenges and
solutions” being submitted in partial fulfillment for the award of MBA is the original work carried
out by me. It has not formed the part of any other project work submitted for award of any degree or
diploma, either in this or any other University.

Signature of the Candidate

YAGA PRIYA.R

711017631042

I certify that the declaration made above by the candidate is true

Signature of the Guide,

Mr. G. ASHOK KUMAR

Assistant Professor of Management Studies

ACKNOWLEDGEMENT
 ACKNOWLEDGEMENT

My sincere thanks to all the Trustees of Info Institute of Engineering for extending

constant support for the completion of the record work.

I would express my sincere gratitude to our beloved Principal Dr. N. KOTTISWARAN,

Info Institute of Engineering, for his continuous encouragement.

I also express my profound thanks to Dr. S. BANUMATHI, Director of Management

Studies, who has been a source of the inspiration for the successful completion of the practical

and record in time.

I express my due gratitude to my spirit and guide Mr. G. ASHOK KUMAR, who gave

me the guidelines and continuous support to complete this report in time. My sincere thanks to

the Faculty members, Department of Management Studies, for extending constant support

throughout the Project work.

I place my sincere thanks to, Mr. VELLINGIRISAMY (my company guide) for giving

me permission to do this project and assisted me a lot and gave valuable suggestions and

directions in completing this project.

ABSTRACT
 ABSTRACT

Many well-known examples of the use of information technology as a competitive

advantage include systems that connect the company to suppliers, distribution networks or
customers. In general, these systems use information or computing resources of one
organization to enhance the efficiency of another or to enhance relationships between
organizations. Declining the cost of collecting and using information has combined with
rising competitive pressures to drive various developments in the use of information to
generate value. Ideas do not constitute a process that leads inexorably to a competitive
advantage.
The design and application of the human resource management method has become a
crossroads with other disciplines within organizational frameworks. The positions of
accountants, financial managers, auditors, registrars and most directors are also seen in the
execution of the duties and functions of the Human Resources Manager. The surprising
reality is, however, that most human resource managers are not well situated within
organizational frameworks.

The question that has been posed is who is responsible for the management of recruitment
and the administration of staff? Are they line managers in the different departments and
other industries or the HRM unit? If it is the HRM unit, how is it responsible for HRM,
particularly when it comes to the specialization of staffing issues? This thesis is a
theoretical analysis of applied science focused on constitutions, rules , policies and
theoretical studies. It is necessary to cross-examine how the position and function of HRM
are implemented or put in public sector organizations and institutions, in particular, in
higher learning institutions – university structures.
TABLE OF CONTENTS
 TABLE OF CONTENT

CHAPTER NO PARTICULARS PAGE NUMBER

CHAPTER 1 INTRODUCTION 15

CHAPTER 2 REVIEW OF LITERATURE 20

CHAPTER 3 RESEARCH METHODOLOGY 25

CHAPTER 4 DATA ANALYSIS AND 28

INTERPRETATION

CHAPTER 5 FINDINGS AND SUGGESIONS 34

CHAPTER 6 CONCLUSION 44

BIBILOGRAPHY 49

12
LIST OF TABLES

13
TABLE 1: HRIS MINIMUM MAXIMUM AVERAGE VALUE…….18

14
LIST OF FIGURES

15
FIGURE 1: HRIS EMPLOYEE SERVICE…………………………………………23

FIGURE 2 HRIS FUNCTIONS………………………………………………………31

Figure 3: Model for Implementation and Use of the HRIS in Organizations……...40

16
INTRODUCTION

17
 INTRODUCTION

Human Resources Management will often enable companies to accomplish their goals by
highly empowering their workers, which will in essence increase the efficiency of the
organization, boost the quality of the goods, manage time well and reduce overtime. The
research also argued that HRM is a management method used in a cohesive manner as an
organizational asset, including the workforce. HRM basically deals with the process of
creating, recruiting and retaining a healthy and skilled workforce. towards the achievement of
corporate goals.
The Human Resources Information System is a system that helps you to keep track of and keep
track of all your workers. It is typically performed in a database or, more often than not, in a
collection of inter-related databases.
These systems shall contain the name of the employee and the contact details and any or more
of the following:

Meaning and Definition of HRIS

department,
job title,
grade,
salary,
salary history,
position history,
supervisor,
training completed,
special qualifications,
ethnicity, date of birth,
disabilities,
veterans status, visa status,
benefits selected, and more.
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Any HRIS shall have reporting capabilities. Some systems monitor candidates until they
become workers and others are interfaced with payroll or other financial systems. HRIS is a
management framework primarily designed to provide managers with knowledge to make HR
decisions.

Advantages of HRIS

 HRIS can reduce the amount of paperwork and manual record keeping.
 Retrieves knowledge easily and precisely
 Allows fast review of HR issues

Most HRIS Contain:

 Life history-name, date of birth, gender

 Job history-salary, first day of job, employment status, organisational roles, evaluation
data and possibly pre-organizational knowledge.
 Training and creation have been completed, both internally and externally
 Career and Mobility Plans
 Expertise Inventory-Skills, Schooling, Expertise ... Search for transferable skills.

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Pressure is placed on innovative HR technologies that directly contribute to the bottom line or
boost employee productivity and performance. Ajuwon (2002) points out that the standard HR
professional is concerned with a single phase in several different workflows. Quite frequently,
the role of HR has no meaning except to verify the process in some way and to serve as an
interruption of the workflow. In other words, the HR role is a 'gatekeeper for knowledge that is
considered too highly classified for the data owner.'

Not surprisingly, the use of employee self-service systems for records , documents, payrolls
and other functions is becoming increasingly popular. Libraries of forms can be kept online to
be accessed as and when necessary. Systems can be expanded to provide streaming video and
other new software that offers broad access to corporate content, training, etc. Obviously, e-
mail updates and newsletters can also be used to alert workers to new developments or urgent
requests.
TABLE 1: HRIS MINIMUM MAXIMUM AVERAGE VALUE

20
Not surprisingly, the use of employee self-service systems for records , documents, payrolls
and other functions is becoming increasingly popular. Libraries of forms can be kept online to
be accessed as and when necessary. Systems can be expanded to provide streaming video and
other new software that offers broad access to corporate content, training, etc. Obviously, e-
mail updates and newsletters can also be used to alert workers to new developments or urgent
requests.

Awards and Appreciation

Let us move on to another important HR tool-rewards and recognition. They are an effective
way to keep workers focused on their long-term career goals. However, incentive schemes
need to undergo improvements that are necessary and keep pace with people's dynamism. They
need to be fun for people and have an important, positive effect on the culture of the company.

21
Another critical aspect that can work to the good of the people and the company is to cultivate
a positive community that can unite, attract and maintain talent. As people become more loyal
to their organizations, there is a clear need to establish and maintain people 's relations with
them.

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REVIEW OF LITERATURE

23
 CONCEPT AND REVIEW OF LITERATURE

It is critical that managers think globally and locally And because there are certain environmental
factors There are issues with the implementation of international HRM Local or continental HRM
conducts Chukwum. This is the The factors that affect human capital are as follows Acceptance of
management in the African continent. These are the Economic system, legal system, policy
framework,
There's always a way to get the economic system into a The country affects its implementation and
recognition of human rights Management of capital. This is happening in a variety of ways, For
example, it is suggested that there should always be more Opportunities for the growth of human
resources as well as Their technological know-how from an affluent country like this The scheme is
either free or catered to the government, and that's it. It takes the form of a democratic economic
structure. Whereas in a Capitalist economic structure, there are not many options. to improve their
human resources or technological know-how and This is combined with the high cost of the services to
be obtained Awareness and abilities.

Preparing the Organization

It is also easier for project teams to concentrate on the technical aspects of execution, which are
inefficient. For example , setting up HRIS to correctly allocate resident tax codes based on the
employee's address is simpler than having HR, benefits, payroll, and recruitment to purchase and
enforce a revamped hiring process. The HRIS project team must monitor progress not only on the
technological aspects of implementing the HRIS, but also on the softer side of managing the enterprise
as a whole in order to embrace the new business processes that come with the HRIS.

The new HRIS, with more streamlined work processes, aims to bring the relevant departments
together. Some companies understand this as they are going through the transition process and are also
introducing a new organizational framework with the HRIS roll-out. For example, HR and Payroll may

24
have reported to different areas of the organization, and parts of HR business processes have been
dispersed across departments. However, as the new HRIS is introduced, previous organizations are
transformed to report to a single authority and a shared-services department is set up to carry out
streamlined work processes that were previously fragmented. This is a normal, but often unexpected,
result of HRIS implementation.

LIVE WITH NEW HRIS (Changes in the HR User Community)

Efficient HRIS contributes to more integrated reporting of employee data that can lead to activities that
support the organization. Effective monitoring of personnel expenses, qualifications and expectations,
time-keeping and documentation, etc., provide senior managers with knowledge that can be used to
enhance the execution of HR policy or to minimize costs.
Most of the integrated HRIS packages are very advanced in their features and processes. Compared to
legacy systems or screen-based / code-based systems, the new HRIS needs a more analytical user. The
consumer can not simply be taught to place certain codes in certain fields — he / she must know the
business process and how it applies to the HRIS. In most businesses, a small portion of users will be
able to make this transition to critical thinking; others will not. The resulting shake-up has to happen,
and is most frequently traumatic – either for the workers themselves or for the HRIS support
organization.

If, during the transition phase, a more unified, streamlined HR structure does not emerge, the company
will begin to shift in that direction. The streamlined, unified HRIS appears to put together consumer
divisions. Using centralised work processes through departments that do not function under a single
authority can highlight problems related to data and process ownership. These problems, in turn, are
being moved up to HR managers or executive management. Eventually, these administrators address
the problems by the the alignment of the departments in order to balance the processes. Either way – at

25
introduction or by transformation – this degree of organizational change is often challenging.

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RECOMMENDATIONS FOR SUCCESS

With all the things that sometimes go wrong with HRIS implementations, what can be done to ensure a
smooth transition? There is no solution, no major secret to stop all the problems. As with the most
successful projects, successful implementation of HRIS involves the involvement and dedication of all
areas of the organization. The first area of engagement is the executive management of the
organization – the backers of the project. Executive management support is vital to ensure that new
business procedures are successfully adopted, to finance the project and to ensure sufficient personnel
on the project team. Without this help, the payoff of the new HRIS would most likely be undermined
and interrupt employee service.

FIGURE 1: HRIS EMPLOYEE SERVICE

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RESEARCH METHODOLOGY
28
 RESEARCH METHODOLOGY

In line with the study's objective, we assessed the status and rate of use of the human resources
management system by companies and asked employees to assess the efficiency and success of the
organization. With the follow-up of the required research techniques, we checked what kind of effect
the state of use and the rates of the human resources management system have on the enterprise.
Performance and productivity of the company and the success of employees. In addition, we have
modularized organizational productivity and measured HRIS employee utilization rate. Achievement.
In addition, we also studied the relationship and the effects of the relationship between
Employee success and company effectiveness.

The independent variable in the analysis is the human resource utilization rate. Information
management system, while the dependent variables are organizational productivity and employee
output. In addition, the model divides organizational efficiency and measures the effect of the HRIS
utilization rate on employee performance where the independent variable is the HRIS utilization rate
and the dependent variable is employee output and the intermediate variable is organizational
efficiency.

Details about the Analysis Data Collection Method

The questionnaire method was used in the analysis as a data collection tool. A questionnaire form
consisting of four parts was administered to approximately 160 senior managers, mid-level managers
and employees employed in different sectors. The first section includes personal details, and the
second includes the status of use of the HRIS modules, and the third includes the assessment of
organizational quality, and the fourth includes the assessment of personal performance.

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HRIS, also known as the Human Resources Information System or the Human Resources Management
System (HRMS), is essentially an integration of human resources and information technology by HR
software. This allows HR tasks and procedures to take place electronically. In other words, HRIS can
be seen as a way, by software, for large and small companies to take care of a variety of operations,
including those related to human resources, accounting , management and payroll. HRIS helps an
organization to prepare and handle its HR costs more efficiently and to monitor them without the need
to devote too much resources to them.

Solutions provided by HRIS Systems

A range of solutions are provided to an organization that adopts HRIS. Any of these include
preparation, accounting , HR, enforcement and recruitment strategies. Most HRIS quality systems have
modular designs that incorporate databases that are compatible with a wide range of features available.
Ideally, they would also have the ability to generate reports and interpret information rapidly and
precisely in order to make it easier for the staff to handle.

Similarly, HRIS helps staff to share information more quickly and without the need for paper by
having a centralized place for updates, external web links and company policies. This location is built
to be centralized and easily accessible from anywhere within the company, which also decreases
redemption within the organization.

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 HRIS Popular Modules

A variety of popular modules are available, including recruitment modules, such as resume and
candidate management, attendance, email alerts, self-service workers, organizational maps, benefit
management , succession planning, quick reporting, and employee training monitoring.

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32
DATA ANALYSIS AND INTERPRETATION

33
 DATA ANALYSIS AND INTERPRETATION

The human resource management system has been one of all the big organizations. It is a
computerized framework that helps to process information related to the management of human
resources. It is a platform designed to meet the needs of the company for manpower details. HRIS
assists managers in decision-making in the areas of promotion, wage fixing, recruitment , training and
development. The inputs of HRIS include information on workers, their skills , abilities, potentialities,
creative impulses, age, pay scales, various organizational roles, the skills and qualifications needed for
them, the number of employees and executives in different positions, organizational goals, policies and
procedures, etc. This knowledge is being loaded into the device. These data are translated into the most
valuable information needed by managers.

This HRIS is prepared not only for an manufacturing , service or government agency, but also for the
whole region, district, state or country. In order to eradicate the human resource issue of any sort,
HRIS offers emergency services and employs human resources, keeping a full database of human
resources. The availability of available human capital can be seen at any time. The following figure
illustrates how the HRIS functions.

FIGURE 2 HRIS FUNCTIONS

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Inputs: The input of HRIS contains details related to employees such as qualifications, age,
experience , training, employment position, current compensation, whether promoted or not, past and
present organizational policy, past and present procedures and other relevant specific information on
human resources within the company. In all ways, the computerized human resource information
system is superior to the manual system, which is time consuming and not so cost-effective. The most
important benefit of the system is that the information is available immediately as and when required.

Transformation: Information transmitted to the machine can be converted into more useful and
relevant knowledge that the organization needs. This is the conversion stage for the computerised
HRIS. The knowledge translated into a practical measurement is also very useful for managers and
organizations. This acts as a decision-making support mechanism that helps to make informed
decisions.

Production: Output refers to printouts of printed content from a machine printer, such as wage
statements, employee performance reports, budget projections, etc. Many of these may be in the form
of printouts, terminal displays, etc. A well-knit HRIS serves as a reliable decision-making support
agency of a very high quality. The high-quality production must be reliable, applicable, clear, readable
and comprehensive.

Feedback and Control: whether or not the feedback obtained is valid and useful. The way of ensuring
this is known as feedback. Feedback provides leverage over the system.

Advantages to HRIS

1. It gives you reliable details.

2. Quick processing of information

3. Acts as a valuable tool for strategic planning and execution

4. It serves as a support mechanism for decisions

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5. Time is effective

6. It allows for good control of management

7. It's not very costly,

The Employee Recruitment/Selection Process

Recruitment begins by specifying the human resource requirements that are the typical result of job
analysis and human resource planning activities. Conceptually, job analysis precedes human resource
planning, it is necessary to specify the work to be done and the personal characteristics needed to do
the work before it is possible to specify the number and types of people needed to do the work. For
recruiting and selection methods for new hires are likely to vary greatly depending on whether the
organization is selective in hiring; say, new sales people are finding applicants who are willing to
conduct cold calls for potential customers rather than serving existing, long-term clients

MAINTAINING DATA INTEGRITY THROUGHOUT HRIS IMPLEMENTATION

Integrity of data is essential in every aspect of every company, particularly as it relates to human
resources. If HR data is wrong or inaccurate, it can affect employee paychecks, employee performance
reports, training and growth, productivity monitoring as well as real efficiency, the credibility of the
organization and the bottom line.
Unfortunately, it is easy to compromise data integrity when converting manual systems to automated
systems during HRIS implementation or when transitioning to a new system. A number in the wrong
place or an incorrect formula could jeopardise the credibility of a number of pieces of information.

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(a) Develop Good Vendor Support Connections
It may seem like this should be the last resort, but it may actually be very beneficial to develop good
vendor ties and set up a support system through the vendor as a first step. Vendor support staff are
experts when it comes to your new apps, and they are likely to help with any problems you might
have. Although you should try to iron out bugs in your new system before finally contacting vendor
support, getting a good relationship with support before you need help is a plus.

(b) Run Trials before entering Real Information

Before finally transferring all of your information to a new HRIS, try entering a few pieces of
information and executing the different functions available in the information system. If the reporting
process is right and everything looks fine, move on. However, if anything is wrong, contact the vendor
or your own in-house experts to find out what's wrong before starting the full implementation process.

(c) Select Data Entry Professionals

It may be tempting to appoint younger or lower-level workers to perform the tedious tasks associated
with data entry, but HR professionals should actually be the ones completing this phase. HR experts
would be less likely to make crucial mistakes, since they truly understand the information entered and
are familiar with the way the data is used.

d) parallel testing of the new framework

When switching from a legacy system or a manual system to a high-tech HRIS system, it is beneficial
to run both systems concurrently while everyone is getting used to the new system. Simultaneous
testing in this way can help to distinguish mistakes caused by a lack of familiarity with the new system
that may have been difficult to detect if the old system had been scrapped immediately. If there are any

37
differences in the data generated by the two systems, it is likely that these anomalies will be caused by
formula or data entering errors with the new system that would be easier to find with the aid of the old
system.

E) Spot Check Results Regularly

After the new HRIS has been fully introduced, parallel testing has been smoothly carried out and the
system appears to be running without a hitch, it is still necessary to see the results and reports
produced. Although it will seem like the new system is running the way you want it to be, it is always
possible for a period to make errors due to a lack of familiarity. Spot checking reports periodically
after the introduction of the new HRIS will help you ensure that the data integrity continues to be
protected.

BEST WESTERN PRACTICES WHEN Introducing NEW HRIS

When the organisation has agreed on a new HRIS, it's time to introduce the framework. Unfortunately,
substantial strides are not being made in the HRIS implementation process in many organisations, and
the transition to the new system is becoming tedious and burdensome – also reducing the benefits that
the business gets from the purchase of the new system. Here are some of the best practises that can
help businesses get the most out of their HRIS in terms of both functionality and ROI.

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FINDINGS AND SUGEESTIONS
39
 FINDINGS AND SUGEESTIONS

Evolution of HRIS:

. The first computerized use of human capital in industry was carried out at General Electric in the
early 1950s. A 1984 survey of 1,000 workers journal subscribers, which yielded 434 available returns,
found that 99.7% of respondents used computers in one capacity or another for human resource
purposes. A related study conducted in 1988 found that 99.8% of respondents had automated one or
more human resource functions.

First Generation:

The first generation of computerized HRIS includes the transfer of the Manual Information
Management System to a computerized system. The resulting systems were also run by a broad
external service office. In the case of very large companies and in-house mainframe computers. Big,
expensive processor crunched payroll and other data and end-uses had very limited access to the
system. Data shifted from a file cabinet to a mysterious mainframe. The data on human resources were
now in the hands of a computer company that was either in-house or contracted outside. Requests for
information from human resources staff had to be made via a computer network. This method resulted
in a substantial decrease in the time needed to generate most documentation, but it also made human
resource staff feel dependent on the computer community. Many human resource managers have
regretted not getting direct access to their own data. Some also yearned for the old days of paper
papers.

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Second generation:
As the 1970s progressed, the second generation of computerized HRIS was introduced with the advent
of a mini-computer. Mini-computers accommodate a network of simultaneous applications and
provide several input and output machines. Mini computer allowed the transition from purely batch
processing to interactive processing.
At the same time, mainframe and mini computer systems were made much more usable and user-
friendly. From a technical point of view, though, human resource managers have done their job in the
same straightforward way they have always done. The one big difference was that computerization
allowed them to do more and do it more quickly.

Third generation:

Moving the data repository from a mainframe or a computer community to a laptop created a lot of
excitement in the human resource industry. Professional human resources have started to see the
potential of new technologies for computers. Rather than actually computerizing what was done
manually, they visualized ways to use machines to radically change the way they did the job. The main
concept was to combine all of the various roles of human resources.
Technology vendors have recognized the needs of specialized human resources and have started to
build solutions to incorporate the different fields of operation. The result was the third generation of
computerized HRIS, a feature rich, broad-based, self-contained HRIS. The third generation took the
framework well beyond mere archives of data and generated tools with which human resources
practitioners could do much more. The degree to which the company has established its HRIS varies
from organization to organization.

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Organization culture:

The organization’s culture plays a key role in deciding the framework that will be suitable. The
attitude of the company towards involvement and risk-taking would have an effect on the decision on
the number of levels and the delegation of authority. Congruence between culture and structure is very
significant. Lack of congruence can result in mixed signals across the organization. Example is when
the organization declares its intention to provide an atmosphere of freedom and yet the most routine
issues have been introduced. Such lack of congruence could result in the loss of efficiency of senior
and middle management. To reiterate, it is important to ensure that there is a balance between culture.

Structure changes can result in shifts in roles and responsibilities. The new functions need to be clearly
defined; so do the design changes. Let us consider, for example, the case of a company that switches
its customer service activity from a cost centre to a benefit centre. This may have an effect on
reporting relationships within the organizational context and even on interactions with the customer.
The role and authority of the Head of Customer Service will shift dramatically. This may have an
influence on the structures and procedures in the company. This is the case where a change in strategy
results in improvements in the organization’s structure, processes and interfaces.

OBJECTIVE

1) Learning about the human resource management system.

2) Understanding the uses of the implementation of HRIS in the business.
3) To inquire about HRIS Succession Planning
4) Understanding the organizational effect of the introduction of the HRIS

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CHALLENGES HRIS IMPLEMENTATION

Acquiring and introducing a new HRIS software system can be exciting as businesses and their
workers consider how the new technology can help their everyday lives and save time. However,
several businesses are making the mistake of getting bogged down in potential benefits and failing to
resolve adequately the problems that come with the introduction of HRIS. Understanding some of the
key obstacles to HRIS implementation and how to resolve them will ensure greater progress in its
implementation.

(a) Recruitment of staff and supervisors

The importance of educating workers and managers to use a new method should not be
underestimated. Also the most intuitive systems can seem intimidating when workers and managers
are unfamiliar with the design and functions of the system. Employees and managers should be
involved as much as possible in the development and introduction of the system, and a reasonable
amount of time should be set aside for employees and managers to learn how to use the new system.

(b) Control of employee transition

The management of change is different from teaching, but can be discussed during HRIS training
sessions. Additional assistance should also be available after training to help staff adapt to the new
system on a regular basis. Managers should make it clear how and when workers will reach out to
address problems with new developments, such as emails or regular working hours.

c) In the sense of change management , managers should be prepared to discuss:

 Why a change (new system) is needed
 What adjustments are really going to be made
43
  What impact the move will have on individuals
 What steps must be taken to make a good transition?

d) Setting up the HRIS for Optimal Function

HRIS also has so many options available to use that businesses are confused and stick to the basics.
This will help to get used to the system at first, but it will not allow businesses to optimize their ROI.
After the initial step of implementation, it could be useful to have an expert set up the system to submit
warnings and automatically print reports that can help with labor management, compliance, recruiting
and hiring, and efficiency.

(e) Evaluating the consistency and accuracy of information

Data is only reliable and useful when the right formulas are used to extract the information and the
right limitations and cross-references are used to interpret the data. It may be difficult for businesses
who have never used HRIS to decide how to evaluate the accuracy and consistency of the information.
HRIS analysts or vendor representatives can be invaluable in meeting this obstacle.

(f)Security of data
As SaaS and cloud-based HRIS applications become increasingly popular, businesses must ensure that
data is secure right from the start. In order to determine the security of a new system, organisations
should ask vendors about the protection of data in transit and data at rest and consider what data
security management systems are in place. Just as essential, businesses should take care to ensure
password protection and ensure that only people with clearance are able to access such confidential
information.

44
Figure 3: Model for Implementation and Use of the HRIS in Organizations…42

45
Recommendation:

1. The management of the shall allocate sufficient resources for implementation and Maintaining the
structure. HR managers should play a constructive role in promoting the introduction of HRIS And
their organizations. Top managers and other line managers should be persuaded of the importance of
Implementation of the HRIS so that the time and budget needed for the implementation of the HRIS
could be obtained. This is the Top management has to be informed of the principles and strategic
advantages of HRIS in order to be able to do so. Grant the necessary financial and non-financial
support for the implementation of HRIS.

2. The results of the study show that information technology literacy is the most important factor in
HRIS Admission to the Ministry of Human Resources at Kenyan Universities. That being the case,
there is a need for Management to promote and support the preparation of HRIS workers employed in
the HR departments. Training should be directed towards developing the skills and awareness of
workers on how to prepare. Integrate HRIS into human resource management practices. Since HRIS
skills will not be the only one This inevitably leads to an increase in the human resource role.

3. Diversification of the use of human resource information systems in human resources

Department of public and private universities. This will make it possible for universities to be effective
and productive Effectively address human resource management problems and many other
opportunities.

4. This study is expected to support managers in the preparation , implementation and use of HRIS as a
result. Extensive consideration needs to be paid to HRIS applications, with a view to concentrating on
the aspects required for HRIS applications. Promote the decision-making process, rather than just
functional processes.

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5. Since various types of human resource information systems have been adopted by the universities,
Systems need to be incorporated and data shared in order to improve efficiency and readiness
Information to help top management and the level of operations.

Recommendations and Suggestions:

The factors listed above are imperative and should therefore be carefully considered.
Considered for conducting an e-HRM conducting.

The essential measurements that need to be taken into account are illustrated here:

1. Cross-cultural recruitment of human resources staff – Techniques to be developed

Ensure cross-cultural training of workers in the HR Department so that they recognize other cultural
backgrounds and people and prevent conflict of interest.

2. Morale -The morale of workers is needed so that they can continue to do so.
Be part of the organization and contribute more of their ideas to the advancement and growth of the
existing organization. It should be borne in mind that, apart from financial motivation, training and
growth, Opportunities, work satisfaction and other motivating factors should be taken into account
It's on record.

3.Adaptibility-HR can adapt to the can climate and Technology and should opt for appropriate and
sustainable technology Supportability of equipment and personnel.

4. Flexibility – The systems implemented by HR should be scalable and versatile in order to ensure
that they remain flexible. Adapt the changes to the current paradigm shift. This is the Demands for a
changing economy should be taken into account when designing new ones Policies or improvements to

47
current policies.

5. Professional training-Changes in the workplace also call for Implementation of supplementary

training for staff. As training and development is usually the HR department, this poses yet another
challenge for human resource managers. HR must first decide what training is required and then
introduce training steps to ensure that all staff are able to keep up with technological changes. Human
resource managers will need to decide when to train current staff and when to look for new staff to fill
skilled roles within the company.

6. Communication-To ensure the smooth implementation of the system; Organizations must ensure
the need to resolve potential problems, such as Calculation of the organizational effect and effective
coordination of the different Training plans for workers.

7. Monitoring and feedback – Efficient implementation must also be pursued Daily and occasional
follow-up. This will ensure that it is understood and resolved The problems faced after implementation
and, accordingly, the measures could be taken. Taken in order to further develop or change the
method.

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49
CONCLUSION

50
 CONCLUSION

The final stage in the decision-making process, as demonstrated, includes comparing the levels of
success achieved against those set as the basis for the project in the decision-making and planning
stages. Measuring real results against expected or budgeted performance is a fairly common
methodology used in most conventional planning approaches. Performance metrics may include
timescales, goal delivery dates, use of resources, costs incurred or other related productivity and
effectiveness indicators.
The original decision-maker, or those subsequently responsible and accountable for the execution of
the decision, will continue to track the output levels achieved both during the implementation process
and during the initial and subsequent operation. For these purposes, monitoring can be geared towards
the evaluation of both performance and effectiveness. Since commercial companies rely on the
efficiency of their processes to sustain or boost profitability, a significant proportion of the information
processing activities of any enterprise are generally dedicated to promoting performance assessment
and monitoring.

In a variety of ways, the company may implement a continuous performance management mechanism
as part of the transaction processing framework. This may include daily documentation of expenses,
sales, time spent, resources used, and so on, in its operations. A prerequisite for performance
measurement is the establishment of clearly defined objectives or targets that may be linked to!
Desired levels of output as key metrics ( e.g. benefit level forecasts or normal costs). The following
may be established:

1 The actual level of performance required will be specifically specified

2 It can imply certain minimum appropriate standards of performance
3 The goals may be implied rather than specifically specified.

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Irrespective of the approach used to set performance expectations, the information obtained will be
used to determine whether the output meets or deviates from the intended goals. The size of any
deviation observed would affect both the degree of urgency viewed as appropriate and the extent of
any corrective action to keep the process under control — that is, within the expected output
parameters.

REACTIVE AND Process Methods

It is important to understand the difference between reactive and pro-active management methods, as
both have different implications for the information system of the organization.
In the previous approach, the management of the company reacts to current deviations from scheduled
operations or performance levels. Managers shall act to correct the deviations or to avoid such
deviations from harming the future interests of the company.

In a constructive approach, management is actively identifying possible causes of future deviations

with a view to introducing the appropriate preventative or risk mitigation steps in advance. The
consequences of a proactive approach to the information system are that the information requirements
will be more geared towards future events, and decision support tools and software will be more
geared towards forecasting, modeling and sensitivity analysis, providing management with
assessments that will help to respond to what if? type of question.

Overall, the HR role is still mainly administrative and common to all organizations. Most companies
have formalized collection, assessment and payroll processes to varying degrees.

The benefit management module helps HR practitioners to efficiently monitor and track employee
participation in compensation programmers ranging from health care provider, insurance scheme and
pension plan to profit sharing or stock option plans.

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The HR Management Module is a part that covers all other aspects of HR from implementation to
retirement. The system records basic information and addresses data, collection, training and growth,
qualifications and qualifications management , compensation planning records and other related
activities. Leading edge systems have the ability to "read" applications and insert relevant data into
appropriate database areas, inform employees and provide job management and job monitoring.

Human Resources Information Systems (HRIS) may play an important role in the HR process of an
organization. After all, in the digital age, we live , work and play. The introduction of an effective
HRIS can be sure-fire for HR to remain on the cutting edge of its bid to provide more reliable and
streamlined operation. The key conclusion of this paper is that the use of computerized HRIS is more
effective than a manual because it helps to keep data more reliable in less time. It is also true that the
roles of HRIS boost HRM for functional and analytical purposes.

HRIS is not restricted to computer hardware and software programmers that form the technological
part of the system: it also includes the personnel, policies , procedures and data needed to handle the
HR process.

53
Limitations:

Strategic concerns and the scope of research are rather broad. From now on, just few
The specific roles of HRM shall be included in the framework of the study. The Limitation
They are as follows:

 The analysis is limited to the effect of technology on the core functions of HRM;
This has a huge influence on the functioning of the organizations.
 The reach of the e-HRM is wide and only only a few of the functions are available.
It was addressed. Due to time, not all tasks could be addressed in depth.

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55
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