Human Resource Information Systems - Assignment Example

Human Resource Information Systems Insert Name Insert Grade Course Insert Tutor’s Name 13th November, 2011 Part A Question 1 Employee training is the education of new or even existing employees on the skills required to carry out their day to day work. The focal point of training is the present job at hand. Development is a more long term natured plan. Employee development focuses on training of the current staff on future jobs that the organization is planning to create. Development also includes finding solutions to employee problems so as to create better working conditions. HRIS works in three major stages; data input, its maintenance and the final output. During training, HRIS aids the process by improving efficiency and effectiveness of the process. While using HRIS, a large amount of data on new employees can be stored and the progress of each level of training per employee can be updated on a regular basis. While conducting the training, each level of the training can be input and the objective of that particular level. The performance of each employee at every level can be input and used to grade the employee after the training. At the end of the training process, overall results for each of the employees are produced as output. These results would have taken months if they were done by hand. The accuracy while using HRIS can also be trusted since results are calculated based on the input data. Using the results (output), the efficiency of the training can be gauged and changes can be made so as to improve the training process instead of replicating similar mistakes. This will, in the long term, produce better trained employees for the benefit of the company (Kavanagh, Thite, & Johnson, 2011, p. 37-56). Question 2 Training and development projects in the workplace have a less than 65% success rate. This is low if the amount of time and money invested in such projects is considered. Training and development projects have major objectives that if accomplished, the company would experience tremendous growth and improvement of efficiency at the work place. When any training is done, the expected results of the training should be looked out for. The absence of positive results can only mean that the training process had some faults that should be identified and eliminated before the implementation of the next training session. The lack of ways and means to determine the outcome of the training is the beginning of failure since the mistakes are carried forward and hence nothing is accomplished in the long run. Lack of employee motivation is also a major factor contributing to the failure. It is the immediate management’s task to ensure that employees are motivated at all time to ensure good results from their work. Unmotivated staff will go through the training just because it is a mandatory exercise and they are most likely not implement what they have learnt. The development of a functional HRIS can determine the success rate of each training session hence appropriate changes can be made. Employee motivation or lack there of can bring down the success rate of a training session. Motivating sessions should be incorporated during training so as to motivate any employee who is not feeling up to the task at hand ((Kavanagh, Thite, & Johnson, 2011, p. 37-65). Question 3 Planning entails the laying down of anticipated performance and targets. The aim is that the employees are informed of these targets and they work toward accomplishing these goals. It is advisable for the planning process to incorporate the views of the employees themselves to enhance their understanding and appreciation of the goals and objectives of the company. The first step in performance planning involves the establishment of the principles and fundamentals of the performance plans. These principles and basic fundamentals should be measurable to enable evaluation of performance. They should also be relevant to the organization’s future plans. They should also be realistic and achievable. The performance plans should be flexible enough to be implemented in the various departments of the organization (Evans, 2001, p. 65). Question 4 Performance management is very important in the modern public service as well as the private sector. The aim of performance management is to monitor the character, personality and efficiency of each employee. Performance management also helps in identification of training and development required by the employees and helps in assessment of the best candidate for a reward and/or a promotion to a certain post. Other than the general identification information input for every employee, frequent reports of performance evaluation results are also required in order to carry out an all inclusive performance check up. These reports should include comments from the assessing officers explaining where the employee fell short. The discipline of an employee is also an important factor and all indiscipline cases should be filed. For a thorough assessment to be done, performance records should be kept for a number of years since employees show growth over a period of time. In the work place, there are instance where an employee is awarded compensation. This could be due to unfair treatment, injury while at work and other instances. When handling compensation cases, the full records of reasons as to why the employee is being compensated should be supplied and the rate at which the compensation will be calculated. It is also important to file the final documents where the employee agrees to the compensation procedure and signs as receipt of the compensation. These documents can be referred to in the event disputes arise in the future. Employee benefits also generate a lot of documentation. Grading review reports are considered before any benefits can be given. The pay structure is also considered when calculating employee benefits. Indiscipline cases that may have resulted in losses to the company may be looked at and a percentage may be deducted from the benefits of the employee ((Kavanagh, Thite, & Johnson, 2011, p. 107). Question 5 A HRIS is an application that performs human resource functions. The application assembles data, processes it and outputs information that makes the day to day human resource functions easier to carry out more accurately. Since it is a computer based application, it is linked to the companies’ intranet and in large organizations; the World Wide Web is involved. There are various threats on the companies’ privacy and information security and they can be internal or external. External threats include viruses, hackers and worms that could adversely affect the use of the HRIS. Internal threats include the leaking of sensitive information to the wrong persons in the company like the payment of top management that could cause tension at the work place. A company cannot be fully protected from these risks but it can take measures to reduce the risks. Firewalls and antivirus software will keep off external threats. To curb inside information leakage, password protection of sensitive files should be implemented and the passwords only supplied to the relevant parties (Huselid, Jackson, & Schuler, 1997, p. 178). Question 6 The Privacy Act, 1988 ensured that there is trust between the people and the system. Before collection of personal information, the person should be informed of the reasons for collecting their personal information before they start the collection process. When the company requires sensitive information, they are required to seek consent before collection thus one can determine how much private information he/she should give. It is the right of everyone to have access to their personal information and be able to make amendments personally if required. Employers are also obligated to ensure that everyone’s personal information is kept safe and is not used in an inappropriate manner. This creates employer-employee trust which is vital for the success of any company. A credit provider is not allowed to provide a person’s credit information to the Credit Reporting Agency without notifying the person in advance and the Credit Reporting Agency is restricted to the kind of information they are allowed to have. It should only be information regarding the credit history of the person and nothing more. The enactment of the Privacy Act helped protect the identities of persons. It helped outline the basics of the HRIS design which also aimed at collection of relevant personal information only and protection of this information. This has built employee trust in the system (Mulvey, & Edwards, 2000, p. 320). Question 7 The business world is continuously evolving and so is the human resource sector. Laws have changed, employee demands have changed and the human resource department has no option but to change its operations to incorporate these changes. There is continued need for the incorporation of the employee’s ideas both in the public and private sectors. The success of any organization demands input from the entire workforce. The voice of the employee can be heard through training seminars which are interactive. The role of the human resource in this case is to capture the ideas voiced out by the employees. These ideas can then be later on discussed by the relevant management and changes incorporated. HRIS are a great aid when it comes to collection and storage of these ideas. Since the system is a computerized application, a section for suggestions can easily be created and all suggestions input here. It will therefore be very easy to look at all the suggestions and make decisions fast. The human resource department is also transforming its operations so as to contribute to the bottom line of the company. Assessments of employees to determine their value in the company is very important. Since employees are a great asset, the target of the human resource team is to pick out the strong employees for promotions and identify the areas in which the employees need to be trained on to improve performance. The HRIS can do quick analysis of employee performance for a number of years and produce results that would make the decision making process very fast and accurate. The HRIS also aids in the recruitment and training of new employees thus ensuring that every new employee is going to add value to the organization (Savage, & Kurlender, 2005, p. 34). Question 8 Service Oriented Architecture is a discipline that evaluates business requirements alongside the current business functions and processes with the aim of improving the business process. It is the architecture of software that aims to incorporate the business logic in the services of the business. The functions of the SOA are based on standards therefore, a standardization process is required. HRIS being a computerized application is directly enhanced by SOA. The aim of HRIS is to aid in human resource functions but as discussed above, the human resource functions are evolving with the aim of increasing profitability of a company. Since the SOA aims at incorporation of the business sense into the services, it directly involves the employees in the execution of the business goals. The HRIS also aims at communicating the goals of the company to the employees and monitoring the success of implemented ideas. The SOA will aid in outlining the goals of the business and the indicators of success that the HRIS will be designed to look out for. The designing of the HRIS is greatly influenced by the outcome of the Service Oriented Architecture. When using the HRIS to carry out employee evaluations and appraisals, the standards looked for are set by the SOA. We therefore can conclude that HRIS aid the organization by helping steer the employees toward achieving the company’s goals but in conjunction with SOA, the goals are laid out more clearly thus the probability of success is higher (May, & Banks, 1997, p. 450). Question 9 Web 2.0 presents three main advantages to the users; it is a do it yourself kind of avenue where input is collected from everyone who cares to post comments, it provides a great web user experience and it is a light weight model of web development. On a DIY (do it yourself) platform, information is shared very easily; experts will write articles in their fields of expertise which can be accessed by everyone else. This way, anyone in need of that information does not necessarily have to look for the expert; the article posted will provide the information. Corrections to the ideas in the article can be posted as comments by other experts. This can lead to discussions that will generate a better argument. The incorporation of Web 2.0 in the Human Resource Information Systems greatly aids by improving communication lines with way lesser time used to deliver information since all one has to do is post it and the others will read at will. Solutions to problems can be found through the discussions that happen virtually. This takes lesser time than the endless meetings that would have taken place to discuss the matter. It also provides a great avenue for employees to give their input on various issues. Web 2.0 incorporates advanced applications such as Adobe Flex which revolutionize the way data is input and results produced from the HRIS making the whole experience faster and more pleasant (Accenture, 2007, p. 67). Part B Case study 1: Compensation, Benefits and Payroll Question 1 Cooperate culture is the manner in which both the employees and the employers of a company feel about the company. The culture should evoke a sense of belonging to the company and brings pride to the employers and employees alike. The cooperate culture of a company is composed of factors like employee motivation, their loyalty to the company, operational styles and the general organization structure of the company. Performance management is very vital in the establishment and maintenance of cooperate culture in a company. The performance of employees can indicate whether they are motivated or not; motivated employees always have great results in whatever they do. Poor performance indicates low motivation levels or even lack of loyalty to the company and the company’s objectives. This is corrected in order to create a cooperate culture in the company. If performance management is not done often, such indicators may be missed and the objectives of the company as a whole may not be achieved (Hagan, & Berardin, 1998, p. 88). Question 2 Compensation and benefits are awarded to employees as a strategy to aid in the implementation of building a competitive workforce and thus a high performance oriented cooperate culture. Awarding benefits for exceptional work motivates not only the awarded employee to work even harder, but also the other employees as they aim towards the awards. The creation of an awards scheme is in itself a motivator for employees. Awards may also be offered to the most outstanding departments and departmental head so as to promote team work in every department. When considering the creation of a cooperate culture, awards should be factored in so that the workforce does not rest until they have the award. This will see the efficiency rise drastically and is a dream come true for every employer. The competition in the air will continuously fuel hard work (.Gould, 2001, p. 50) Question 3 For global companies with branches in various parts of the world, it is important for the Human Resource to standardize their processes to fit all their branches despite the difference in labor markets and customs. For a successful cooperate culture to be created, it is important for ell the employees to feel as though they belong to the same ‘family’. The geographical differences should not create a rift where one branch may feel like the other branch gets better treatment from the headquarters. Togetherness is very important in the creation of a cooperate culture. When carrying out performance evaluations, the goals set should be attainable by all the employees no matter what branch they are in. the task here is standardization so that everyone feels equal. The compensation should be standardized as well with awards set in globally acceptable terms and the amounts of the awards standardized (Hall, & Cohen, 2005, p. 108). Question 4 In order to achieve the standardization mentioned above, a common HRIS is required. Through this common avenue, information can be communicated to all the branches at the same time in the same form. The standards set by the company are clearly highlighted here thus the employees know what is expected of them during every evaluation process. This way, there will be no complains of branch or geographical favoritism. Due to the diversity in language, the HRIS designed to translate to any language when necessary. If performance evaluations are done differently in every branch in accordance to the customs of that location, the computation of the final results could take years since the HR department have to first acquaint themselves with the laws and customs of each area before evaluating the performance records. The paper work involved would be massive and the level of accuracy, very low. With a common HRIS, the HR department has way less paper work to deal with and the results produced are very accurate (Peters, & Waterman, 1982, p. 78). Question 5 For Grandview to implement a global performance management system, it has to first standardize the performance goals so that they fit for all the branches. This is to ensure that the performance evaluation tests for similar things and are applicable in all the branches. This should be done in consultation with the management of every branch so as to make sure no branch is side lined. The performance evaluation should be recorded in a uniform format in every branch; for instance, a form can be designed where the managers doing the assessment can just tick the appropriate already set options. This will make the evaluation simpler. The mode of assessment should then be communicated to all managers in every branch for their input and comments. Once everyone is in agreement with the new performance goals, the performance evaluations can be done (McDonnell & Brink, 2001, p. 34). Question 6 A global reward system is very vital if Grandview is to achieve its corporate culture goal. Again in this section, standardization is very important. Since the operations of all the branches of the company are the same and the services offered are similar, the acts that deserve a reward should also be similar. Rewards should be globally acceptable like money tokens, salary increments, holiday packages and so on. In the case where the reward is a money token, the reward should be in a similar currency to ensure that the amount of money awarded for the same action in every branch is the same. The aim of this standardization is to equalize the competition (McDonnell & Brink, 2001, p.69). Question 7 Just like the reward system and the performance management systems, standardization for the benefits system is key. Benefits should be awarded for similar cases. This can be very difficult to standardize since the conditions are not similar in any of the branches but it has to be done. Lack of standardization will lead to uneven working conditions and this may affect the employee motivation levels and the loyalty of the employees. The situations where benefits are awarded should be clearly communicated to the staff to avoid benefit claims that cannot be awarded (Linda, 2006, p. 19). Question 8 A global HRIS would be the best solution for Grandview if they are to manage all these functions and instill a corporate culture in the employees. The HRIS should be accessible to all the staff in all the branches at all times. This will force the company to use the internet. The information posted should be relevant for all employees; this will enhance the feeling of togetherness among all the employees. The awards system and benefits system should be clearly stated to show the employees that they are in a fair competitive zone and no branch has advantage over the other. The HRIS should provide an avenue for communication between staff from various branches so that they can share experiences. This will further bond them together and they will get a chance to see that other branches are similar. Training and development ideas can also be lifted by management from these interactions. The development of a global HRIS will greatly enhance the formation of a corporate culture in all the branches alike (Brendan & Eleni, 2007, p. 129). Case study 2: HRIS and HR Administration Question 1 As the CEO of CalleetaCO, Jan is faced with various business issues. To start off, the shareholders were unhappy due to the slow financial returns. There are concerns that RFID production might lead to illegal tracking of the items a person has bought. Some people are afraid that hackers may use RFID to steal peoples’ identities. This could be a major blow to the business if the company does not contain these fears. In addition to these issues, the board wants her to deal with the over-paid staff and the large Human Resource department that is costing the company. She needs the over-paid workers since they are the best in the market and are probably her only option in her quest to find a solution to give to the doubtful market. She needs to explain to the board the need to have these overpaid employees (Cable & Graham, 2000, p. 56). Question 2 The HR operations at the company are very efficient. They first and foremost ensure that the employees enjoy personalized services. John understands that these employees are the best in the market since they made it through his rigorous recruitment. Since he obtains the best in the market, their ideas are the best in the market and due to the enormous benefits, they are motivated and their production is at its peak. Due to this, the company has been doing well. In order for him to meet the board’s demands, John can launch a HRIS that will do all the tasks that the human resource department has been handling like performance appraisals. John also has to consider the other two branches in Vietnam and Mexico and since there have been complains that the HR services are not the same with those in the U.S outlets, the HRIS will handle that issue since everyone, US or outside, will use the same system. John could also hire a HRO firm to take care of the outlets in Vietnam and Mexico (Judge, 1996, p. 250). Question 3 Hiring a HRO firm to provide services may be expensive and the quality of services offered may not be up to John’s standards. This option will not tamper with the company’s output. The best option John has is to launch a HRIS. This will take care of two problems, one, it will standardize the HR experience in all branches, U.S, Vietnam and Mexico and two, it will drastically reduce the cost of HR services that were 20% above other companies. This should please the Board. This option however may interfere with the motivation levels of the staff in U.S who were used to personalized service but the impact may not be huge since they an access all the information they need from the HRIS at any time. John could incorporate a reward system to deal with this motivation problem (Wright & McMahan, 1992, p. 301). Question 4 For her presentation to the Board, Jan has to find solutions to balance the score card. She can argue that the present staff is the best in the market hence the recent success in business. The need to provide them with hefty benefits is to make sure that the company retains them and they are not pouched by other companies. She can also argue that the group of employees that she is working with is the only group most qualified to find a long lasting solution to the recent doubts in the market. Assuming John took on the HRIS idea, Jan can argue that a he chunk, 20% of expenditure has been eliminated by HRIS. This should relax the money tension on the Board (Morley, Gunnigle & Sullivan, 2006, p. 610). Case study 3: HRIS and Recruitment and Selection Question 1 Rudiger must provide guidelines that would be useful in the communication of recruitment objectives. First, the communication should be clear and to the point indicating all the roles and the desired qualifications for each post. This move will reduce the number of unqualified applicants hence the selection job will be simpler. The pay scale should be mentioned to save time that could be used bargaining salary scales with the new recruits. Important facts like the location of each post and the benefits attached to the post are important. Required working hours should be included as well (Ford & Baldwin, 1998, p. 69). a. Face to face recruitment requires the presence of a board to vet each and every applicant personally. This may take weeks to finish. Online recruitment saves that time as data is sent online. The recruiting panel does not have to leave their jobs for days to do the vetting and they can do the vetting at the comfort of their own offices. Submitted applications can be stored in the company’s database immediately for future recruitments. This is not possible when recruitment is done face to face. There are some disadvantages to online recruitment. There is a possibility of employing persons of poor character since only their applications are available. This may impact the company negatively (Dawson, 1998, p. 65). Question 2 When an HRIS is used for selection and assessment of potential employees, it is important to incorporate character judgment evaluation to assist in the judgment of the new employees’ characters. The HRIS should also be able to sift through the applicants and separate the qualified ones from the non-qualified ones (Ceccon, 1999, p. 49). a. Education and work background can be done online. References should be provided for confirmation if need be. A face to face interview is necessary to judge the person’s character (Ceccon, 1999, p. 50). b. Selection via the internet is dependent on the honesty of the applicant. Unless all the information required is verifiable, one cannot fully trust anything uploaded. To avoid this, all non-verifiable information should be supplied on a face to face basis. This way, one can easily identify a lie or ask questions to confirm whether the information is true (Ceccon, 1999, p. 52). c. To ensure that all HRIS selection applications have undergone a utility analysis, a panel should be formed to carry out short evaluations by giving the applicants tasks and rating them from the results of these tasks ((Ceccon, 1999, p. 55). Case study 4: Information Security and Privacy In scenario 1, the principle stating that “personal information should be held securely” was breeched. The officer handling the documents before the photocopier broke should have taken the documents with him when he went to have coffee. This way, Roger would not have seen the documents. This was unauthorized access. Disciplinary measures should be taken to careless officers who leave student’s information unattended. In scenario 2, Tom should not have given the details to Christine because the student in question was not aware that Christine would be given this piece of information. This is breech of the privacy principle that states that “personal information can only be disclosed to another person if the person concerned is aware.” Education is necessary for the officers’ handling sensitive personal information. Adequate education will solve such problems. In scenario 3, Brad should not have looked for Janet’s birthday in her records. He breeched the principle that states “Personal information is collected and used only for a lawful purpose that is directly related to the collector's function.” Education of all administration officers is clearly needed to highlight these small problems (James, 2001, p. 196). Case study 5: Training and Development Question 1 Meddevco should have been loyal to one company. This would have avoided the compatibility problems that they are encountering. The employees should have been adequately informed of about the talent forms they are required to fill and their purpose. They should have also been allowed to voice their opinions on the procedure (Carliss, Baldwin, Kim & Clark, 1999, p. 123). Question 2 There are great learning facilities that are offered on the HRIS but the employees are not utilizing them as much. This is due to the fact that they were not informed when the HRIS was being put in place. Their opinions were not sought after thus they feel disconnected from the system as a whole. To correct this, the company can attach rewards for all the employees who visit and actually learn something on the HRIS. A simple brain teaser can be formulated to ensure that the winner understood what is presented. The employees’ opinion on how to improve the system should also be welcome (Tannenbaum, 1990, p. 167). Question 3 In order to improve the operations of the system, Meddevco should revert to using services and software from one company to avoid un-compatibility issues. When results of the training and development are not linked with the rest of the information, there is a risk of loosing the data as a whole (Lawler & Mohrman, 2003, p. 18). References Accenture, G. (2007). Managing Shared Services Change: Beyond communications and training. New York, NY: McGraw Hill. Archibald, D. (2005). Rapid e-learning, a growing trend. Management Journal, 4(12), 76-88. Ashley, D. (2004). 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