ISSN 2222-195 (Par) ISSN 2222-2839 (Onlin) Vol.5, No.16, 213 A Comarativ Study of th Softwar Packags Usd as HRIS by Organizations Orating in India: Human Rsourc Profssionals sctiv. Dr. Mohammd Owais Qurshi 1* Dr. Syd Rumaiya Sajjad 2 1. Faculty, Dartmnt of Human Rsourc Managmnt, Collg of Businss (COB), Rabigh, King AbdulAziz Univrsity-21911, Kingdom of Saudi Arabia 2. Had, Dartmnt of Halth and Hosital Managmnt, Assistant Profssor, Collg of Businss(COB), ), Rabigh, King AbdulAziz Univrsity-21911, Kingdom of Saudi Arabia * E-mail: mohashmi@gmail.com Abstract Th aim of th study was to do a comarativ study to find th various softwar ackags of human rsourc information systm (HRIS) usd by organizations orating in India. In this ra of information xlosion, in a dvloing count lik India, human rsourcs should b managd wll and to do so, an intgration of tchnology with th day today activitis of mloys should b th rim focus of organizations, orating in any domain. In th human rsourc managmnt domain th tchnological solution is th imlmntation and us of human rsourc information systm, which has in th last coul of dcads bcom on of th most imortant illar of modrn human rsourc managmnt. Thus for this study, a total of 71 comanis across India wr shortlistd across six diffrnt sctors namly information tchnology, ral stat, businss rocss outsourcing, financial srvics, manowr consulting and travl & tourism. Th saml siz of 385 rsondnts was dcidd, but only 355 ustionnairs wr found to b usabl and wr thus analyzd, which is a rsons rat of 96.25%. Chi-suar rsults showd that organizations in th ral stat sctor and th srvic sctor of India, diffrd significantly on th softwar ackags bing usd as human rsourc information systm (HRIS) by organizations orating in India. This study also rovidd concrt insight about human rsourc rofssionals, rsctiv about th various faturs of human rsourc information systm (HRIS) that th organization is currntly using. Rsarch Ty: Rsarch Par Kywords: Human Rsourc Information Systm, Human rsourc Managmnt, HRIS Softwar, Faturs of Human Rsourc Information Systm, India. 1. Introduction In this ra of conomic growth of th Asian and African conomis, human rsourc has bcom on of th main driving forc bhind th conomic succss of th third world countris lik India. Thus, it has bcom vn mor imortant today that human rsourcs should b managd wll and to do so, an intgration of tchnology with th day today activitis of mloys should b th rim focus of organizations, orating in any domain in a dvloing count lik India. In th human rsourc managmnt domain th tchnological solution is th imlmntation and us of human rsourc information systm, which has in th last coul of dcads bcom on of th most imortant illar of modrn human rsourc managmnt. Human rsourc managmnt (HRM) issus hav bn a major concrn for managrs at all lvls, bcaus thy all mt thir goals through th fforts of othrs, which ruir th ffctiv and fficint managmnt of ol (Dsslr, Col and Suthrland, 28). Latly, th incrasing rssur to suort stratgic objctivs and th gratr focus on sharholdr valu hav ld to changs in both job contnt and xctations of HR rofssionals (Ball,2). Similarly, Schulr & Jackson, Story, (21) and Mayfild, Mayfil, Lunc (23) notd that on such major changs includd contmora us of Information Systms (IS) in suort of th HRM rocss. In addition, according to Ulrich (1997), using HRIS rovids valu to th organization and imrovs HR rofssionals own standing in th organization. Th traditional ways of comtitiv advantag hav to b sulmntd with organizational caability i.. th firm s ability to manag ol (Ulrich and Lak 199). Human Rsourc Information Systm is thrfor a mdium that hls human rsourc rofssionals rform thir job rols mor ffctivly. (Brodrick and Boudrau, 1992). Martinsons (1994) ointd out that HRIS is normally usd for two diffrnt uross. On for siml automation lik ayroll and bnfits administration, and king th mloy rcords lctronically for administrativ uros to rduc costs and tim. Th othr us of HRIS is for analytical dcision making (Kovach & Cathcart, 1999). This rsarch ar thus, comars th various softwar ackags of human rsourc information systm (HRIS) usd by th organizations orating in India. And furthr, it draws attntion to th human rsourc rofssionals 2
ISSN 2222-195 (Par) ISSN 2222-2839 (Onlin) Vol.5, No.16, 213 rsctiv on th various faturs of HRIS, bing usd in thir rsctiv organizations. Th ar thn rovids information on th rsarch stting, th saml and th masurs usd in th study. Finally, th rsarchrs dtail th mirical rsults and discuss th significanc of th findings. 2. Rviw of Litratur India du to its continuous conomic growth stands at th thrshold of bcoming a mmbr of lagu of dvlod countris. And on of th major contributor towards this achivmnt is th undauntd ndavor of th human rsourcs. Thus, it has bcom vn mor imortant today that human rsourcs should b managd wll and to do so, an intgration of tchnology with th day today activitis of mloys should b th rim focus of organizations, orating in any domain in a dvloing count lik India. In th human rsourc managmnt domain th tchnological solution is th imlmntation and us of human rsourc information systm, which has in th last coul of dcads bcom on of th most imortant illar of modrn human rsourc managmnt. This savs tim and curbs costs involvd in maintaining cumbrsom human rsourc rocsss. Emloys, managrs, and HR can log into Human Rsourc Information Systm and handl thir Human Rsourc rocsss fast thn log out to concntrat on thir ral jobs growing th businss. In a rcnt study on Indian comanis found that HR rofssional had major alications of HRIS as rcruitmnt and slction (67.2% and 71.9%, rsctivly), ay roll srvic (67.2%), roviding gnral information (67.2%), comnsation (67.2%), rformanc araisal (62.5%) and job analysis and dsign (62.5%), HRIS was uit in us in cororat communication (48.2%), (Saharan and Jafri, 212). D Alwis (21) in his study on Sri Lankan indust shows that th most commonly usd moduls in HR dartmnt ar training and dvlomnt, rcruitmnt and slction and rformanc araisal and ar bing utilizd by all th comanis. Th most oular futur alications of HRIS had bn rdictd as training and dvlomnt (72.5%), carr dvlomnt (6.8%) and rformanc araisal/managmnt (58.8%) (To, Soon and Fdric, 21). Tchnology has affctd human rsourc managmnt in a numbr of ways (Kossk, 1987). With many functions to track and hug amounts of information to rocss fruntly and accuratly, human rsourc xcutivs hav turnd to information tchnology (IT) to hl thm mt thir organization s information nds. Human Rsourcs (HR) and information tchnology ar th two lmnts that many firms ar larning to us as stratgic waons to comt (Jnkins and Lloyd, 1985). Kavanagh t al. (199) dfind HRIS as a systm usd to acuir, stor, maniulat, analyz, rtriv, and distribut information rgarding an organization s human rsourcs. An Human Rsourc Information Systm is not simly comutr hardwar and associatd HR-rlatd softwar. Although an Human Rsourc Information Systm includs hardwar and softwar, it also includs ol, forms, olicis and rocdurs, and data. (sagub.com). It is imortant to not that a comany that dos not hav a comutrizd systm still has an Human Rsourc Managmnt systm; that is, th ar systms that most comanis usd bfor th dvlomnt of comutr tchnology wr still comarabl with an Human Rsourc Information Systm, but th managmnt of mloy information was not don as uickly as in a comutrizd systm. If a comany did not hav a ar systm, th dvlomnt and imlmntation of a comutrizd systm would b xtrmly difficult. sonnl Information Systms hav volvd from th automatd mloy rcordking from th 196s into mor comlx rorting and dcision systms of lat (Grardin DSanctis, 1986: 15). Th fild of human rsourc managmnt (HRM) can b charactrizd as having ncountrd frunt and numrous innovations in tchnology. Som of th trms includ th human rsourc information systm (HRIS), lctronic human rsourc managmnt (-HRM) and virtual human rsourc managmnt (VHRM) (Ngai,Law and Wat, 28). A human rsourc information systm (HRIS) is a systm usd to acuir, stor, maniulat, analyz, rtriv, and distribut rtinnt information about an organization's human rsourcs (Tannnbaum, 199). Aftr rviwing th many dfinitions of an Human Rsourc Information Systm, Kavanagh, Guutal and Tannnbaum (199) dfind it as a systm usd to acuir, stor, maniulat, analyz, rtriv, and distribut information rgarding an organization s human rsourcs. In th 196 s and 197 s, larg comanis flt a nd to cntraliz thir rsonnl data in larg art to facilitat rcord king and mt rgulato nds. Programs wr writtn on larg mainfram comutrs that actd as a cntral data rosito with littl transactional rocssing, usually only for ayroll. Rcnt dvlomnts in tchnology hav mad it ossibl to crat a ral-tim information-basd, slf-srvic, and intractiv work nvironmnt. sonnl Information Systms hav volvd from th automatd mloy rcordking from th 196s into mor comlx rorting and dcision systms of lat. (Grardin DSanctis, 1986). sonnl Information Systms hav volvd from th automatd mloy rcordking from th 196s into mor comlx rorting and dcision systms of lat (Grardin DSanctis, 1986).Th Human Rsourc Information Systm (HRIS), also know as a Human Rsourc Managmnt Systm (HRMS), bcam rvalnt in th 198 s with th oularity of Entrris Rsourc Managmnt (ERP) alications and th mov from 21
ISSN 2222-195 (Par) ISSN 2222-2839 (Onlin) Vol.5, No.16, 213 mainfram systms to clint srvr tchnology. Today, managrs and mloys ar assuming activitis onc considrd th domain of human rsourc rofssionals and administrativ rsonnl. This rrsnts a significant brak with th ast, but an imrovmnt in ovrall organizational ffctivnss. Consuntly, givn th authority and rlvant accssibl information for dcision making, both managrs and mloys rsond mor uickly to changs (Lngnick-Hall and Lngnick- Hall, 22). Thr ar multil tyologis for th classification of comutr-basd systms. On of th arlist books in th fild of comutr-basd systms (Sragu & Carlson, 1982) lacd systms undr thr basic catgoris: Elctronic Data Procssing (EDP), Managmnt Information Systms (MIS), and Dcision Suort Systms (DSS). Kovach & cathcart, (1999) rsntd th thr major functional comonnts in any Human Rsourc Information Systm: Inut, Data Maintnanc, Outut. Human Rsourc Information Systm mts th nds of a numbr of organizational stakholdrs. Tyically, th ol in th firm who intract with th HRIS ar sgmntd into thr grous: (1) HR rofssionals. (2) Managrs in functional aras (roduction, markting, nginring tc.) and (3) Emloys (Andrson, 1997) Within th last dcad, th xlosion in information systms rlatd litratur confirms that information tchnology, its imlmntation, us and bnfit is a v wll rsarchd ara in organizational studis (Robinsson, 1997). Thr aars to b shift towards stratgic alications of HRIS. Th ossibl rason could b that most of th organizations which ar using HRIS for fw yars for now, want to xlor ossibilitis of stratgic HRIS alications ovr th nxt fw yars. (To, Soon and Fdric, 21). 3. Objctiv of th Study In an attmt to isolat and catgoriz otntial sourcs of th softwar ackags usd as human rsourc information systm and to figur out th faturs of human rsourc information systm, th availabl litratur is rviwd. On th basis of th litratur rviw, th main objctiv of th study is to find th various softwar ackags usd as human rsourc information systm (HRIS) by organizations orating in India and also to study th rsctiv of human rsourc rofssionals of th various faturs of human rsourc information systm (HRIS), bing usd in thir rsctiv organizations. To achiv th main objctiv, th following sub objctivs wr st: 1. To find th sofwar ackags of HRIS bing usd by organizations orating in India. 2. To study th rsctiv of human rsourc rofssionals rgarding th diffrnt faturs of HRIS. 4. Rsarch Mthodology 4.1 Mthodology Th study is basd on rima data collctd from human rsourc rofssionals currntly working in 71 diffrnt organization orating in India. Th rsarchrs also usd sconda data for th uros of this study. Th organization in th study ar from information and tchnology, ral stat, businss rocss outsourcing, financial srvics, manowr consulting and travl and tourism. A dscritiv rsarch dsign with a survy mthod is alid in this study. Th study was roosd on a saml siz of 385 rsondnts. 4 ustionnairs wr randomly administrd to mloys. Aroximatly 355 usabl ustionnairs wr rcivd rrsnting a rsons rat of 96.25%. Sconda data usd in this rsarch is takn from diffrnt books on th rlatd toics, wb ortals, ublic wbsits of concrnd dartmnts for data and othr statistics, various journals, nwsars and magazins, wbsits of slctd comanis includd in this survy as wll as of th diffrnt rintd matrials (brochurs, tc) collctd from ths comanis. Enough information was attainabl from ths sourcs thus allowing for aroriat analysis, comilation, intrrtation, and structuring of th ntir rort. 4.2 Survy instrumnt: A comrhnsiv ustionnair, on th toic of th study, was dvlod for data collction, from th human rsourc rofssionals working in various organizations in India. Th ustionnair was originally dvlod into English and translatd into Hindi for a high rsons rat. 4.3 Statistical tools: Th data collctd in th form of ustionnairs, from th rsondnts, was analyzd by SPSS softwar. 5. Hyothsis Thus, on th basis of litratur rviw, w roos th following tn hyothss (H): 22
ISSN 2222-195 (Par) ISSN 2222-2839 (Onlin) Vol.5, No.16, 213 H1 Maximum organizations in India us ERP as HRIS. H2 HRIS usd by th organizations is usr frindly. H3 HRIS usd by th organizations is rliabl. H4 HRIS usd by th organizations is fficint. H5 HRIS usd by th organizations is scur. H6 HRIS usd by th organizations is maintainabl. H7 HRIS usd by th organizations has clarity whil orating H8 HRIS usd by th organizations is consistnt. H9 HRIS usd by th organizations is stabl. H1 HRIS usd by th organizations is accurat. 6. Conctual Framwork of th Study Th rsarchrs finalizd th study by undrtaking th following framwork of th study. Th study analyss and rsnts th softwar ackags of human rsourc information systm imlmntd by various organizations across India. Th study also shows th rsctiv of human rsourc rofssionals rgarding th faturs of human rsourc information systm bing usd by thir rsctiv organizations. Th study shows that th various softwar ackags of human rsourc information systm bing usd by organizations in India, lay a v imortant rol in framing th rsctiv of human rsourc rofssionals towards using HRIS. 7. Conctual Framwork of th Study 7.1 Hyothsis tsting: Th rsarchr roosd tn hyothsis to b tstd in th study to arriv at th maningful conclusion. Th information was collctd from rofssionals working in svnty on (71) organizations across six diffrnt sctors. Th rsarchr roosd two objctivs to b tstd in th study to arriv at th maningful conclusion. Th roosd objctivs wr xctd to rovid a clar ictur of th softwar ackags of human rsourc information systm (HRIS) usd by organizations orating in India. Th rsults wr also xctd to show th rction of human rsourc rofssionals rgarding th faturs of human rsourc information systm bing usd in thir rsctiv organizations. Hyothsis 1: Maximum organizations in India us ERP softwar ackag as HRIS. 83.8% rsondnts intrviwd in th IT sctor and 89.3% rsondnts intrviwd in th BPO sctor rlid that thy us ERP(Entrris rsourc lanning) whil in rst of th sctors mor than 5% of th rsondnts rlid that thy us Srad sht as HRIS. It should b notd hr that only 1.5% of th rsondnt from th IT sctor and 2.7% rsondnts from th BPO sctor said that thy us Srad sht as HRIS. Chi suar was don to chck th rlation btwn th most rfrrd Human rsourc information systm and it was found that ERP is th bst HRIS that should b usd in th organizations.(chi suar:196.28, P valu:, Significant at.5), thus th hyothsis is acctd. Insrt Tabl 1 Hyothsis 2: HRIS usd by th organizations is usr frindly. 54% of th rsondnts intrviwd rlid that th HRIS thy ar using is usr frindly and 25.8% of th rsondnts rlid that thy disagrd with th statmnt. It should b notd hr that in th IT (64.8%) and BPO (58.7%) of th rsondnts rlid that thy HRIS thy wr using is usr frindly. Th rason for such a high rat of rsons for th usr frindlinss of th HRIS is bcaus th sctors focus of tchnology is uit high as comard to th othr sctors. Chi suar was don to find out its significanc and it was found out to b so (Chi suar: 62.95%, P valu:, Significant at.5%) i. th HRIS usd by th organizations in India is usr frindly, thus th hyothsis is acctd. Insrt Tabl 2 Hyothsis 3: HRIS usd by th organizations is rliabl. 5.5% of th IT rsondnts intrviwd and 61.5% of th BPO rsondnts intrviwd rlid that th rliability of th HRIS thy wr using is Excllnt whil in all th othr sctors not vn 12% rsondnts rlid that th rliability of th HRIS is Excllnt, only in Ral Estat(11.1%) of th rsondnts intrviwd rlid it to b xcllnt whil Ral Estat(6.7%),Financial Srvics(8.%), Manowr Consultancy(1%) and Travl & (5%) th rsondnts did not cross th 1% mark. Almost in all th sctors barring IT and BPO, mor than 5% of th rsondnts intrviwd rlid th rliability factor to b satisfacto. Chi suar tst justifid th findings.(chi suar:176.79, P valu:, significant at.5 lvl), thus th hyothsis is acctd. Insrt Tabl 3 Hyothsis 4: HRIS usd by th organizations is fficint. Again, it is sn that in IT (55.2%) rsondnts and BPO (66.7%) rsondnts rlid and blivd that th HRIS is fficint and rsondd with th otion xcllnt, whil in all th othr sctors th rsondnts 23
ISSN 2222-195 (Par) ISSN 2222-2839 (Onlin) Vol.5, No.16, 213 Ral Estat (66.7%),Financial srvics(8%),manowr Consultancy(75%) and Travl & (87.5%) th rly was Satisfacto. It should b notd thr that Chi suar tst justifid th findings that th HRIS usd in th organizations is fficint and furthr w found out that it is v imortant that th HRIS should b fficint as in th cas of IT and BPO sctor.(chi suar:177.96, P valu:, significant at.5 lvl), thus th hyothsis is acctd. Insrt Tabl 4 Hyothsis 5: HRIS usd by th organizations is scur. 59 % of th IT rsondnts and 82.7% of th BPO rsondnts rlid that th scurity faturs ar xcllnt. Th rason for this is that w obsrvd in tabl 1 that in both of ths sctors HRIS is a art of ERP and not a siml softwar alication lik Srad sht or a frwar softwar which is not caabl of rovidd xcllnt scurity faturs. Chi suar tst was don and it justifid th findings and w found out that it is v imortant that th HRIS should hav xcllnt scurity faturs as in th cas of IT and BPO sctor.(chi suar:182.21, P valu:, significant at.5 lvl). 61% of th rsondnts ar satisfid with th scurity faturs of HRIS, thus th hyothsis is acctd. Insrt Tabl 5 yothsis 6: HRIS usd by th organizations is maintainabl. Only in BPO whr 45.3% of th rsondnts rlid that it is xcllnt and in th IT sctor whr th rsondnts who wr intrviwd rlid that th maintainability of th HRIS is good, in all th othr sctors mor than 5% of th rsondnts rlid that it is satisfacto only. It should b notd that in IT sctor and BPO sctor as had bn found in tabl 2.6, majority of th comanis us ERP, whr HRIS is an inbuilt fatur of it. In th Manowr consultancy (2%) maintainability was found to b worst in 2% of th rlis w got from th rsondnts. Chi suar tst was don to find out if it was tru and it justifid th findings and w found out that it is v imortant that th HRIS should hav xcllnt maintainability faturs as in th cas of IT and BPO sctor.(chi suar:141.1, P valu:, significant at.5 lvl). Th hyothsis is acctd. Insrt Tabl 6 Hyothsis 7: H7 HRIS usd by th organizations has clarity. 28.1% of th rsondnts intrviwd rlid that it is xcllnt. But it should b notd that th maximum contribution to this is don by th IT (3.5%) and BPO sctor(61.3) othrwis in Ral stat th rsondnts rlid in 94.4% rsonss that is it just Satisfacto and 15% of th rsondnts in Manowr Consultancy rsondd that clarity is worst. It should b notd again hr that in IT sctor and BPO sctor as had bn found in tabl 2.6, majority of th comanis us ERP, whr HRIS is an inbuilt fatur of it. Chi suar tst was don and it justifid th findings and w found out that it is v imortant that th HRIS should hav xcllnt clarity as in th cas of IT and BPO sctor.(chi suar:153.49, P valu:, significant at.5 lvl). Th hyothsis is acctd. Insrt Tabl 7 Hyothsis 8: HRIS usd by th organizations is consistnt. In 41.9% rsonss from th intrviwd rsondnts th rly was that th consistncy is just Satisfacto but th intrviwd rsondnts of th BPO sctor rlid in 48% rlis that is Excllnt and 2% of th rsondnts from th IT also rlid th sam. In th Ral Estat sctor almost 88% rsondnts rlid with Satisfacto whil in th IT sctor 57.1% rsondnts statd that th consistncy was. 32% from th Financial sctor also rlid that it is good. Chi suar tst was don and it justifid th findings and w found out that it is v imortant that th HRIS should hav xcllnt clarity as in th cas of IT and BPO sctor.(chi suar:14.49, P valu:, significant at.5 lvl). Thus th hyothsis is acctd. Insrt Tabl 8 Hyothsis 9: H9 HRIS usd by th organizations is stabl. Again w s as almost similar attrn of rsonss from th rsondnts bing intrviwd in tabl 1. Rsondnts from th BPO sctor( 58.7%) rlid that it was xcllnt and 28.6% rsondnts from th IT sctor rlid th sam. Also 43.8% rsondnts from th IT sctor rlid that it and from th ral stat sctor almost 4% rlid it to b. But Financial (72%), Manowr Consultancy(55%) and Travl & (8%) rlid it to b just Satisfacto. It should b notd hr that Ral Estat sctor and IT sctor ar th only sctors whr th rsondnts intrviwd rlid with mor than 4% rsonss in favor of. Chi suar tst was don to find out if it was tru and it justifid th findings (Chi suar:124.63, P valu:, significant at.5 lvl). Hnc, th hyothsis is acctd. Insrt Tabl 9 Hyothsis 1: HRIS usd by th organizations is accurat. 45.8% of th rsondnts intrviwd rsondd that th accuracy of th HRIS is Excllnt, out of which 68.6% and 8% rsondnts wr from th IT and BPO rsctivly. It should b notd that 66.7% of th rsondnts from th Ral stat sctor and 55% rsondnts from th Travl and sctor rlid that it 24
ISSN 2222-195 (Par) ISSN 2222-2839 (Onlin) Vol.5, No.16, 213 was. It is surrising to not that 68% of th rsondnts from th Financial sctor rlid that it was just Satisfacto. Chi suar tst was don to find out if it was tru and it justifid th findings and w found that indd is on of th most imortant factor. (Chi suar:178.19, P valu:, significant at.5 lvl). Hnc, th hyothsis is acctd. Insrt Tabl 1 7.2 Findings: Th rsarchrs roosd tn hyothss to b tstd in th study to arriv at th maningful conclusion. From th rsults and analysis th rsarchrs rsnt th following highlights of th findings. Summa of hyothsis and brif findings. (1) (2) (3) (4) H1 Ys Maximum organizations in India us ERP as HRIS Acctd H2 Ys HRIS usd by th organizations is usr frindly. Acctd H3 Ys HRIS usd by th organizations is rliabl Acctd H4 Ys HRIS usd by th organizations is fficint Acctd H5 Ys HRIS usd by th organizations is scur Acctd H6 Ys HRIS usd by th organizations is maintainabl Acctd H7 Ys HRIS usd by th organizations has clarity whil orating Acctd H8 Ys HRIS usd by th organizations is consistnt Acctd H9 Ys HRIS usd by th organizations is stabl Acctd H1 Ys HRIS usd by th organizations is accurat Acctd NOTES: Column hadings ar as follows: (1) hyothsis, (2) Corrlation (3) rsults, (4) hyothsis rjctd/acctd. 8. Discussion In th currnt study th rsarchrs roosd tn hyothss to tst, through which two objctivs would b achivd. In this sction th rsults of th study and objctivs ar discussd. Th first objctiv of th study was to find th softwar ackags of HRIS bing usd by organizations orating in India. Tabl 1 dicts th softwar ackags usd for HRIS in organizations orating in India. It givs th fruncy analysis and r valu of ach sctor (IT, Ral Estat, BPO, Manowr Consultancy, Financial Srvics and Travl & ) with rsct to th tool usd by th human rsourc rofssionals intrviwd in this survy. Th analysis shows that:- Majorly IT and BPO comanis us ERP as HRIS, whil in all th othr sctors HRIS bing usd majorly is SPREAD SHEET. Furthr analysis From Tabl 3, Tabl 4, Tabl 5, Tabl 6, Tabl 7, Tabl 8, Tabl 9, w conclud that th organizations using Srad sht can also b th rason as to why th human rsourc rofssionals majorly from all th sctors, xct IT and BPO, bliv that HRIS is not bing usd to th fullst caabilitis. Tabl 2 shows that th Human Rsourc Profssional from th Manowr organizations and Travl & majorly bliv that th HRIS bing usd is not usr frindly, on of th rason is that th organizations us Srad sht. Th scond objctiv of th study was to find out th rsctiv of human rsourc rofssionals rgarding th diffrnt faturs of HRIS. About Usr Frindlinss: Th analysis of Tabl 2, shows that majorly all th HRIS usd in all th organizations is usr frindly xct for Manowr Consultancy and Travl & whr th majority of th rsondnts blivd that it is not usr frindly and disagrd with th statmnt of usr frindlinss. It should b notd that in Tabl 1, w analysd that th tool usd by Manowr Consulting and Travl & sctor is not ERP but Srad sht and ERP is majorly bn usd by th IT and BPO sctor only. Whil in th IT,BPO and Ral stat sctor mor than half of th rsondnts blivd thir HRIS to b usr frindly, lss than half of th rsondnts from th Financial sctor blivd so. About Rliability: Furthr analysis of Tabl 3, shows that majority of th organizations in th diffrnt sctors think that th Rliability of th HRIS is only Satisfacto, whil at th sam tim organizations from IT and BPO show that majority of th rsondnts think that th rliability of thir HRIS is Excllnt. Th highst rcntag of rsondnts from Travl & said that thy think that th HRIS is only satisfacto. And also almost a uartr from th Manowr Consulting bliv that th rliability of HRIS in us is. On should not forgt hr that all th organizations whr th lvl of satisfaction in trms of rliability of th HRIS is satisfacto ar organizations whr th tool for HRIS in us is Srad sht. About Efficincy: Analysis of Tabl 4, shows that majority of th rsondnts from IT and BPO sctor stat that th fficincy of th HRIS in us is Excllnt whil th human rsourc rsondnts from all th othr sctors 25
ISSN 2222-195 (Par) ISSN 2222-2839 (Onlin) Vol.5, No.16, 213 bliv that it Satisfacto or. Highst numbr of rsondnts from th Travl & sctor bliv that th fficincy of HRIS in us is just Satisfacto. On should not forgt hr that all th organizations whr th lvl of satisfaction in trms of fficincy of th HRIS is satisfacto ar organizations whr th tool for HRIS in us is Srad sht. About Scurity: Analysis of Tabl 5, dicts that majority of th rsondnts from IT and BPO sctor stat that th scurity of th HRIS in us is Excllnt whil th human rsourc rsondnts from all th othr sctors bliv that it Satisfacto or. Highst numbr of rsondnts from th Ral Estat sctor bliv that th scurity of HRIS in us is just Satisfacto. On should not forgt hr that all th organizations whr th lvl of satisfaction in trms of scurity of th HRIS is satisfacto ar organizations whr th tool for HRIS in us is Srad sht. About Maintainability: Analysis of Tabl 6, shows that majority of th rsondnts from IT and BPO sctor stat that th maintainability of th HRIS in us is Excllnt or whil th human rsourc rsondnts from all th othr sctors bliv that it Satisfacto or. Highst numbr of rsondnts from th Financial sctor bliv that th maintainability of HRIS in us is just Satisfacto. On should not forgt hr that all th organizations whr th lvl of satisfaction in trms of consistncy of th HRIS is satisfacto ar organizations whr th tool for HRIS in us is Srad sht. And also almost a uartr from th manowr consulting bliv that th maintainability of HRIS in us is. About Clarity: Analysis of Tabl 7, shows that majority of th rsondnts from IT and BPO sctor stat that th clarity of th HRIS in us is Excllnt or whil th human rsourc rsondnts from all th othr sctors bliv that it Satisfacto or. Highst numbr of rsondnts from th Ral Estat sctor bliv that th clarity of HRIS in us is just Satisfacto. On should not forgt hr that all th organizations whr th lvl of satisfaction in trms of consistncy of th HRIS is satisfacto ar organizations whr th tool for HRIS in us is Srad sht. And also almost a uartr from th Ral Estat bliv that th clarity of HRIS in us is. About Consistncy: Analysis of Tabl 8, shows that majority of th rsondnts from IT and BPO sctor stat that th consistncy of th HRIS in us is Excllnt or whil th human rsourc rsondnts from all th othr sctors bliv that it Satisfacto or. Highst numbr of rsondnts from th Ral Estat sctor bliv that th Consistncy of HRIS in us is just Satisfacto. On should not forgt hr that all th organizations whr th lvl of satisfaction in trms of consistncy of th HRIS is satisfacto ar organizations whr th tool for HRIS in us is Srad sht. And also almost a uartr from th Ral Estat bliv that th consistncy of HRIS in us is. About Stability: Analysis of Tabl 9, shows that majority of th rsondnts from IT and BPO sctor stat that th stability of th HRIS in us is Excllnt or whil th human rsourc rsondnts from all th othr sctors bliv that it Satisfacto or. Highst numbr of rsondnts from th Travl & sctor bliv that th stability of HRIS in us is just Satisfacto. On should not forgt hr that all th organizations whr th lvl of satisfaction in trms of stability of th HRIS is satisfacto ar organizations whr th tool for HRIS in us is Srad sht. And also almost a uartr from th manowr consultancy bliv that th consistncy of HRIS in us is. About Accuracy: Analysis of Tabl 1, shows that majority of th rsondnts from IT, BPO, Travl & and Ral Estat sctor stat that th accuracy of th HRIS in us is Excllnt or whil th human rsourc rsondnts from all th othr sctors bliv that it Satisfacto or. Highst numbr of rsondnts from th Financial sctor bliv that th stability of HRIS in us is just Satisfacto. On should not forgt hr that all th organizations whr th lvl of satisfaction in trms of stability of th HRIS is satisfacto ar organizations whr th tool for HRIS in us is Srad sht. 9. Conclusion and Practical Imlications Th conclusion has bn drawn basd on th data analysis of 355 rsondnts (as rsntd in th rsarch mthodology). From th forgoing study and analysis th rsarchrs unvild th softwar ackags of human rsourc information systm (HRIS) usd by organizations orating in India. Th rsarchrs found that srad shts ar bing majorly usd by organization in all th sctors xct th IT and BPO sctor and this could also b th rason as to why in all th othr sctors HRIS is not bing usd majorly for all th activitis rlating to HRIS. Th rsarchrs also found that th human rsourc rofssional from th manowr organizations and Travl & majorly bliv that th HRIS bing usd is not usr frindly and almost all th rsondnts from all th othr sctors xct IT and BPO bliv that th HRIS bing usd is not also rliabl, fficint, has not good scurity faturs, has maintnanc roblm, is not consistnt, stability is an issu and also is not accurat, on of th rason is that th organizations us srad shts. Thus, for making sur that th HRIS bing imlmntd imacts human rsourc managmnt and th organization is abl to gt th most out of th intgration btwn 26
ISSN 2222-195 (Par) ISSN 2222-2839 (Onlin) Vol.5, No.16, 213 th two th human rsourc information systm should b usr frindly and lss comlicatd to us. Th human rsourc rofssional should b abl to work on th human rsourc information systm with v lss ruirmnt of data nt which would in turn man fwr rrors or dlays. Th finding rsnt that th human rsourc rofssional from th manowr organizations and Travl & majorly bliv that th HRIS bing usd is not usr frindly, on of th rason is that th organizations us srad shts. It is worth mntioning hr that th study found that, majority of th rsondnts from IT and BPO sctor stat that th scurity of th HRIS in us is Excllnt whil th human rsourc rsondnts from all th othr sctors bliv that it Satisfacto or. Highst numbr of rsondnts from th Ral Estat sctor bliv that th scurity of HRIS in us is just Satisfacto. On should not forgt hr that all th organizations whr th lvl of satisfaction in trms of scurity of th HRIS is satisfacto ar organizations whr th softwar ackag usd as HRIS is a sradsht. And also, th rsults showd that still many organizations orating in India do not hav an ERP in us. Th rsarchrs confidntly conclud that this study has ractical and olicy imlications for th organizations in th information tchnology (IT), ral stat, businss rocss outsourcing, financial srvics and travl & tourism sctors, rsctivly. 9.1 Practical Imlications For Comanis: Th comanis in all th svn sctors undr study in this rsarch should shift from a srad sht basd HRIS latform to a ERP basd latform, so as to significantly facilitat in imroving th ractics of human rsourc managmnt. For th Govrnmnt: Govrnmnt should ncourag ducational institutions to dvlo indust orintd tchnical courss with a focus on dvloing a cours on latst softwar ackags bing usd as human rsourc information systm. 1. Limitations and Futur Rsarch Dirctions Th rima limitation of th study was that th organizations and thir human rsourc rofssionals wr stringnt on th grounds of maintaining th confidntiality of th dtails. Anothr significant limitation has bn to only sak to th Emloys as th managmnt would always b around whil intrviwing th Emloys. Th study was conductd in th srvic sctor and ral stat sctor only, which could hav bn collctd from othr sctors also. Furthr th survy is subjctd to th bias and rjudics of th rsondnts. Hnc 1% accuracy can t b assurd. And also, futur rsarchrs can tak u studis on human rsourc information systm (HRIS) by including th abov mntiond limitations. Acknowldgmnt W would lik to xtnd our thanks to ovrall administration of CMJ Univrsity and th olicy of King Abdulaziz Univrsity in gnral, in ncouraging and romoting th rsarch activitis. Rfrncs Andrson R. Wayn (1997) Th futur of Human Rsourcs: Forging Ahad or Falling Bhind in Tomorrow s Human Rsourc Managmnt Ball Kirsti S. (2) Th us of human rsourc information systms : a survy Brodrick R., Boudrau J.W., Human rsourc managmnt, information tchnology and th comtitiv advantag, Acadmy of Managmnt Excutiv 6 (2), 1992, 7 17. D Alwis, A. C. (21). Th Imact of Elctronic Human Rsourc Managmnt on th Rol of Human Rsourc Managrs. E + M Ekonomi A Managmnt, 4, 47-6.htt://www.konomimanagmnt.cz/download/1331826738_3c7/4_alwis.df (March, 213). Dsslr Ga, Col Nina D., and Suthrland Virginia L. (28) Human Rsourcs Managmnt In Canada svnth dition. Prntic-Hall Canada Inc. Scarborough, Ontario Grardin DSanctis Human Rsourc Information Systms- A Currnt Assssmnt MIS Quartrly Vol. 1, No.1 (March, 1986),. 15-27 Introduction to Human Rsourc Managmnt and Human Rsourc Information Systm. Availabl at htt://www.sagub.com/um-data/2545_ch1.df. Accssd on Stmbr 5,212 Kavanagh, M. J., Guutal, H. G., & Tannnbaum, S. I. (199). Human rsourc information systms. Boston: PWS-Knt Kossk, E. (1987) `Human Rsourcs Managmnt Innovation` Human Rsourc Managmnt, Vol. 26 (1), 1987,.71-92. Kovach, K. A., and Cathcart, C. E., Jr. (1999). Human Rsourc Information Systms (HRIS): Providing Businss with Raid Data Accss, Information Exchang and Stratgic Advantag. Public sonnl 27
ISSN 2222-195 (Par) ISSN 2222-2839 (Onlin) Vol.5, No.16, 213 Managmnt, 28(2), 275-281. Lngnick-Hall Mark and Lngnick-Hall Cynthia A. Human Rsourc Managmnt in th Knowldg Economy Nw Challng; Nw Rols; Nw Caabilitis San Francisco: Brrtt-Kohlr Publishrs, 22 Martinsons, M. G. (1994). Bnchmarking Human Rsourc Information Systms in Canada and Hong Kong. Information & Managmnt, 26(6), 35-316. Mayfild M., Mayfild J., Lunc S., Human rsourc information systms: a rviw and modl dvlomnt, Advancs in Comtitivnss Rsarch 11, 23, 139 151 Ngai, E. W. T., Law, C. C. H., and Wat, F. K. T. (28). Imortanc of th Intrnt to Human Rsourc Practitionrs in Hong Kong. sonnl Rviw, 37(1), 66-84. Ralh H. Sragu, Eric D. Carlson, 1982, Building ffctiv dcision suort systms, Prntic-Hall Robinson D. (1997) HR information systms: stand and dlivr Institut for Emloymnt Studis, Rort 335, IES, Brighton Saharan, T., and Jafri, S. (212). Valuation of HRIS Status an Insight of Indian Comanis sctivs. in Kundu, S.C., Punia, B.K., Narwal, K.P. and Singh, D. (Eds), Businss Managmnt: Ky Rsarch Issus, Excl Books, Nw Dlhi,. 113-27. Schulr, R.S., Dolan, S. and Jackson, S.E. (21), Introduction, Intrnational Journal of Manowr, Vol. 22,. 195-7. Schulr R.S., Jackson S.E., Story J.J., HRM and its link with stratgic managmnt, in: J. Story (Ed.), Human Rsourc Managmnt: A Critical Txt, scond d., Thomson Larning, London, 21. To, T. S. H., Soon, L. G.., and Fdric, S. A. (21). Adotion and Imact of Human Rsourc Information Systms (HRIS). Rsarch and Practic in Human Rsourc Managmnt, 9(1), 11-117. Ulrich D., Human Rsourc Chamions: Th Nxt Agnda for Adding Valu to HR Practics, Harvard Businss School Prss, Boston, MA, 1997 Ulrich,D., and D.Lak.(199). Organizational caability. Nw York:Wily. Vnkata Ratnam C.S., (26) Industrial Rlations. Oxford Univrsity Prss India. Annxur: Tabl(s) Tabl-I. Ty of softwar ackag usd as HRIS IT Ral Estat BPO Financial Srvics Manowr Consulting Travl and Total Chisuar Srad 11. 1.5 35. 77.8 2. 2.7 16. 64. 12. 6. 29. 72.5 15. 33.9 196.28 sht 2. 1.9 2. 4.4 3. 4. 3. 12. 3. 15. 4. 1. 17. 5.5 softwar 88. 83.8 5. 11.1 67. 89.3 2. 8. 2. 1. 2. 5. 166. 53.5 ERP I don t 4. 3.8 3. 6.7 3. 4. 4. 16. 3. 15. 5. 12.5 22. 7.1 Know Total 15. 1. 45. 1. 75. 1. 25. 1. 2. 1. 4. 1. 31. 1. *Significant at.5 lvl 28
ISSN 2222-195 (Par) ISSN 2222-2839 (Onlin) Vol.5, No.16, 213 Tabl-2. About Usr Frindlinss of HRIS Tabl-3. About Rliability of HRIS IT Ral Estat BPO Financial Srvics Manowr Consulting Travl and Excllnt 53. 5.5 5. 11.1 46. 61.3 2. 8. 2. 1. 2. 5. 11. 35.5 176.7 9 37. 35.2 3. 6.7 24. 32. 3. 12. 2. 1. 3. 7.5 72. 23.2 Satisfacto 12. 11.4 35. 77.8 3. 4. 17. 68. 12. 6. 33. 82.5 112. 36.1 3. 2.9 2. 4.4 2. 2.7 3. 12. 4. 2. 2. 5. 16. 5.2 Total 15. 1. 45. 1. 75. 1. 25. 1. 2. 1. 4. 1. 31. 1. *Significant at.5 lvl Total IT Ral Estat BPO Financial Manowr Travl and Total Chisuar Srvics Consulting Agr 68. 64.8 26. 57.8 44. 58.7 11. 44. 7. 35. 13. 32.5 169. 54.5 62.95 Strongl 5. 4.8 3. 6.7 22. 29.3 2. 8. 3. 15. 2. 5. 37. 11.9 y Agr Disagr 26. 24.8 14. 31.1 7. 9.3 8. 32. 8. 4. 17. 42.5 8. 25.8 Strongl 6. 5.7 2. 4.4 2. 2.7 4. 16. 2. 1. 8. 2. 24. 7.7 y Disagr Total 15. 1. 45. 1. 75. 1. 25. 1. 2. 1. 4. 1. 31. 1. *Significant at.5 lvl Chisuar Tabl-4. About Efficincy of HRIS IT Ral Estat BPO Financial Manowr Travl and Total Chisuar Srvics Consulting Excllnt 58. 55.2 5. 11.1 53. 7.7 2. 8. 3. 15. 2. 5. 123. 39.7 177.96 35. 33.3 8. 17.8 18. 24. 3. 12. 4. 2. 3. 7.5 71. 22.9 Satisfacto 1. 9.5 3. 66.7 2. 2.7 14. 56. 1. 5. 32. 8. 98. 31.6 2. 1.9 2. 4.4 2. 2.7 6. 24. 3. 15. 3. 7.5 18. 5.8 Total 15. 1. 45. 1. 75. 1. 25. 1. 2. *Significant at.5 lvl 1. 4. 1. 31. 1. 29
ISSN 2222-195 (Par) ISSN 2222-2839 (Onlin) Vol.5, No.16, 213 Tabl-5. About Scurity of HRIS IT Ral Estat BPO Financial Srvics Manowr Consulting Travl and Total Chisuar Excllnt 62. 59. 5. 11.1 62. 82.7 2. 8. 2. 1. 3. 7.5 136. 43.9 182.21 28. 26.7 4. 8.9 9. 12. 2. 8. 7. 35. 3. 7.5 53. 17.1 Satisfacto 13. 12.4 32. 71.1 2. 2.7 17. 68. 9. 45. 25. 62.5 98. 31.6 2. 1.9 4. 8.9 2. 2.7 4. 16. 2. 1. 9. 22.5 23. 7.4 Total 15. 1. 45. 1. 75. 1. 25. 1. 2. 1. 4. 1. 31. 1. *Significant at.5 lvl IT Ral Estat Tabl-6. About Maintainability of HRIS BPO Financial Srvics Manow r Consultin g Fr Fr Fr Fr Excllnt 22. 21. 2. 4.4 34. 45. 2. 8. 2. 1. 3 59. 56. 4. 8.9 31. 41. 3. 12. 3. 15. 2 3 Satisfacto 22. 21. 26. 57. 8. 1. 18. 72. 11. 55. 8 7 2. 1.9 13. 28. 2. 2.7 2. 8. 4. 2. 9 Total 15. 1 45. 1 75. 1 25. 1 2. 1..... *Significant at.5 lvl Tabl-7. About Clarity in HRIS Travl and Fr 2. 6.1 64. 9. 27. 19 3. 2. 6. 15 6. 2. 6.1 25. 33. 1 33.. Total 21. 1 36. 34. 7 8.3 1. Chisua r 141. 1 IT Ral Estat BPO Financia l Srvics Manow r Consulti ng Travl and Total Chisuar Excllnt 32. 3.5 3. 6.7 46. 61.3 2. 8. 2. 1. 2. 5. 87. 28.1 153.49 Satisfacto Total 15. 44. 41.9 2. 4.4 21. 28. 3. 12. 3. 15. 3. 7.5 76. 24.5 27. 25.7 38. 84.4 6. 8. 17. 68. 12. 6. 32. 8. 132. 42.6 2. 1.9 2. 4.4 2. 2.7 3. 12. 3. 15. 3. 7.5 15. 4.8 1. 45. 1. 75. 1. 25. 1. 2. *Significant at.5 lvl 1. 4. 1. 31. 1. 3
ISSN 2222-195 (Par) ISSN 2222-2839 (Onlin) Vol.5, No.16, 213 Tabl-8. About Consistncy of HRIS IT Ral Estat BPO Financial Srvics Manowr Consulting Travl and Total Chisuar Excllnt 21. 2. 2. 4.4 36. 48. 2. 8. 2. 1. 3. 7.5 66. 21.3 14.49 Satisfacto Total 15. 6. 57.1 2. 4.4 25. 33.3 8. 32. 3. 15. 4. 1. 12. 32.9 22. 21. 39. 86.7 12. 16. 13. 52. 13. 65. 31. 77.5 13. 41.9 2. 1.9 2. 4.4 2. 2.7 2. 8. 2. 1. 2. 5. 12. 3.9 1. 45. 1. 75. 1. 25. 1. 2. *Significant at.5 lvl 1. 4. 1. 31. 1. Tabl-9. About Stability of HRIS IT Ral Estat BPO Financial Srvics Manowr Consulting Travl and Total Chisuar Excllnt 3. 28.6 2. 4.4 44. 58.7 2. 8. 2. 1. 3. 7.5 83. 26.8 124.6 3 46. 43.8 18. 4. 21. 28. 3. 12. 4. 2. 2. 5. 94. 3.3 Satisfacto Total 15. 27. 25.7 22. 48.9 7. 9.3 18. 72. 11. 55. 32. 8. 117. 37.7 2. 1.9 3. 6.7 3. 4. 2. 8. 3. 15. 3. 7.5 16. 5.2 1. 45. 1. 75. 1. 25. 1. *Significant at.5 lvl 2. 1. 4. 1. 31. 1. Tabl-1. About Accuracy of HRIS IT Ral Estat BPO Financial Srvics Manowr Consulting Travl and Total Chisuar Excllnt 72. 68.6 4. 8.9 6. 8. 2. 8. 2. 1. 2. 5. 142. 45.8 178.1 9 25. 23.8 3. 66.7 12. 16. 4. 16. 8. 4. 22. 55. 11. 32.6 Satisfacto 6. 5.7 8. 17.8 2. 2.7 17. 68. 8. 4. 13. 32.5 54. 17.4 2. 1.9 3. 6.7 1. 1.3 2. 8. 2. 1. 3. 7.5 13. 4.2 Total 15. 1. 45. 1. 75. 1. 25. 1. 2. 1. 4. 1. 31. 1. *Significant at.5 lvl 31
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