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FIRST PAGE

TITLE OF THE PROJECT REPORT-

ELECTRONIC HUMAN RESOURCE MANAGEMENT

DISSERTATION SUBMITTED TOTHE

PADMASHREEDR.D.Y. PATILUNIVERSITY

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS

FOR THE AWARD OF THE DEGREE OF MASTERS IN BUSINESS

ADMINISTRATION SPECIALISED IN HR

SUBMITTED BY:

JAYASHREE RAVINDRAN

[ROLL NO. MBA-HR-010192]


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RESEARCH GUIDE:

MR.KIRAN KHAIRNAR

DEPARTMENT OF BUSINESS MANAGEMENT

PADMASHREE DR.D.Y. PATIL UNIVERSITY CBD

BELAPUR, NAVI MUMBAI

FEBRUARY

TABLE OF CONTENTS

SR.NO TITLE

1 LIST OF ABBREVIATIONS


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2 (INTRODUCTION)

3 REVIEW OF LITERATURE

4 RESEARCH METHODOLOGY

5 DATA ANALYSIS AND INTERPRETATION

6 RECOMMENDATIONS AND CONCLUSION

7 BIBLIOGRAPHY

8 ANNEXURES


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LIST OF ABRREVATIONS

EHRM ELECTRONIC HUMAN RESOURCE

MANAGEMENT

HRM HUMAN RESOURCE MANAGEMENT

HRIS HUMAN RESOURCE INFORMATION

SYSTEM

CHRIS COMPUTER BASED HUMAN RESOURCE

INFORMATION SYSTEM

IT INFORMATION TECHNOLOGYSLS SHREYA LIFE SCIENCES

HRD HUMAN RESOURCE DEVELOPMENT

HR HUMAN RESOURCE

SBU STRATEGIC BUSINESS UNITS

R&D RESEARCH AND DEVELOPMENT

CRM CUSTOMER RELATIONSIP MANAGEMENTERP ENTERPRISE RESOURCE PERSONNEL

HRMIS HUMAN RESOURCE MANAGEMENT

INFORMATION SYSTEM

IS INFORMATION SYSTEM

HRP HUMAN RESOURCE PRODUCT


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CHAPTER 1

INTRODUCTION

Technological optimistic voices want us to believe that ,from a

technical perspective, theIT possibilities for HRM are endless:

In principal all HR processes can be supported by IT.

E-HRM is the relatively new term for this IT supported HRM,

especially through the use of web technology(Rueletal.;2004).For

many functions,HRtransformation is currently one of their critical

Deliverables.

As with all change, there are huge possibilities and exciting

opportunities that lie at the end of the implementation journey.

However,the obstacles stand in the way of effective implementation

are considerable,and many HRfunctions lose their way or find that

they have failed to deliver the outcomes that were initially

anticipated.


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ONE OF THE KEY THEMES is that the advances around e-HR

provide organizations with great opportunities to rethink the way HR

management is undertaken in organizations and yet technology

driven change is often disconnected from other changes that are

needed around capabilities, culture and structure.

TO TRANSFORM HR EFFECTIVELY , change needs to be

integrated. There needs to be an investment in e- HR, absolutely,

but technology is not the end in itself. Technology is only a tool, anenabler, which supports more effective ways of working and of

managing the human capital component of business organisations.

Before any technology can be effectively deployed, the fundamental

approaches to people management must be transformed.

In mo s t cases, this involves transforming the way HRmanagement

is done in organizations and there positioning of the HRfunction its

ways of working as well as the ways in which the HRfunction

interacts with the wider organization and external providers.

Like all professions, HUMAN RESOURCE MANAGEMENT(HRM)

has been increasingly affected by the ongoing emergence of new

technologies.

For instance, the first introduction of the Human Resource

Information System(HRIS)some two decades ago has brought


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about greater efficiency and automation for people management.

With the great leap forward of web technologies during the past few

years, we have witnessed the birth of Electronic Human Resource

Management (e-HRM)which, as indicated by experts, is a much

more powerful enabler in transforming the role of Human Resource

(HR) from an administrator to the more valueadding role of a

business partner. But ofcourse, the availability of an enabler doesnt

guarantee the successful transformation.

1.1 THE TECHNOLOGY CHALLENGE

Technology advancement is one of the powerful driving forces.

It has reshaped the way we play, communicate, live, work and also

the way business is conducted. The technology and digital business

communications improvements have changed various organizational

activities.

The way that organizations perform their task is currently associated

to contemporary concepts such as digital business, e-commerce,

CRM (customer relationship management ), human resource

management etc.

Nowadays, digital business services are being considered as

pertinent and prominent parts of the organisation. In other words, the

trend of business in service industry is moving towards knowledge or


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digital based economy.

Computers have simplified the task of analyzing vast amounts of data

and they can be in valuable aids in HR management , from payroll

processing to record retention. With computer hardware, software,

and databases, organizations can keep records and information better

as well as retrieve them with greater ease.

Although the IT bubblehas burst, the web or internet technologies

continue to fundamentally transform our world, driving globalization

to a new horizon. There are now several major players that offer

enterprise-wide technology solutions.

This has enabled the HR function to make its business case for

technological investment alongside other support functions, such as

finance and procurement. Although there is still likely to be debate in

each organization concerning the extent to which e-HRwill be

adopted, there is now sufficient critical mass to give organizations

genuine costeffective alternatives.

Additionally, the core HR Information System (HRIS) back bone

offers in-built best practicesIn HRprocesses and the ability to

apply solutions globally. HRnot only has the opportunity to utilize

technology, but now the means to make a convincing business case


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for this investment.

New technologies allow training to occur at any time and any place.

New technology includes the use of computers, software, internet, e-

mail, telecommunications, CD-ROM sand DVDsfor a wide variety of

applications.

The internet and the web allow employees to send and receive

information as well as to locate and gather resources, including

software, reports, photos and videos. The internet gives employees

instant access to experts whom they can communicate with and to

news groups, which are bulletin boards dedicated to specific areas of

interest, where employees can read postand respondto messages

and articles.

Pursuant to the development in e-commerce and digital business, it

is inevitable for HRMfunctions to be taken into that sphere. Wright

and Dyer (2000) concur that new challenges lie ahead for human

resources (HR) practitioners in the advent of digital business era.

Technology is pushing the boundaries of artificial intelligence,

speech synthesis, wireless communications, and networked virtual

reality.


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Realistic graphics, dialogue, and sensory cue scan now be stored

onto tiny , inexpensive computer chips. These advances have the potential

for freeing workers from going to a specific location to work and from

traditional work schedules.

But at the same time technologies may result in employees being on

call twentyfour hours a day, seven days a week. Many companies

are taking steps to provide more flexible work schedules to protect

employees free time and to more productively use employees work

time.

1.2 INTRODUCING E-HRM


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The HR function of an organization is responsible for complying

with the HR needs of the organisation.

As with other business functions, strategies, policies and practices

have to be implemented to ensure smooth operation of the

organization and prepare the organization in such away that smooth

operation can be guaranteed in the nearby future.

Using e-HRMtechnology is away of implementing these HR

strategies, policies and practices. The e-HRMtechnology supports

the HRfunction to comply with the HRneeds of the organization

through web- technology-based channels.

The e-HRMtechnology provides a portal which enables managers,

employees and HRprofessionals to view extractor alter information

which is necessary for managing the HRof the organisation. Lawler III

(2005) suggests that e-HRMand its self-service characteristics can

be the cheapest and fasted way to provide specific HRactivities.

With e-HRM, managers can access relevant information and data,

conduct analyses, make decisions and communicate with others and

they can do this without consulting an HRprofessional unless they

choose to do so.


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For instance, a manager who wants to make a merit pay

Decision may access files containing text, audio, and video describing

how best to make the decision.

Then, the manager can access the data file containing information on

his or her employees. With a click of the mouse, the decision is

recorded and departments are notified. Hours of processing are

reduced to minutes, and much paper work is avoided by the use of

this technology.

With e-HRMemployees control their own personal information. They

can update records when their situations change and make many

decisions on their own, consulting HRprofessionals only when they

deemit necessary.

For instance, an employee who wishes to increase investments in a

retirement plan can do so from work or home using the internet.

Employees may also, for instance, participate in a training

programme at home after working hours. Self Service for Managers

(MSS) and Employees (ESS) are the key concepts of the

technologies.

For the HRfunction, e-HRMhas the potential to affect both efficiency


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and effectiveness. Efficiency can be affected by reducing cycle times

for processing paper work, increasing data accuracy, and reducing

HRstaff.

Effectiveness can be affected by improving the capabilities of both

managers and employees to make better, timelier decisions.

E-HRMalso provides the HRfunction the opportunity to create new

avenues for contributing to organizational effectiveness through such

means as knowledge management and the creation of intellectual

and social capital.

The use of e-HRMtechnology, as it is away to implement HR

strategies, policies and practices, is expected to have an impact on

how the HR function operates. Moreover, it is aimed to improve the

HRsystem.

The impact of e-HRMtechnology on the HRsystem however, is

expected to be dependent on the way the technology is used. It is

dependent on what and how the technology supports the HR

function but all soon how the technology is constructed.

This is on its turn affected by what the organization is trying to

achieve with the technology, or in other words, what the e-HRM

goals of the organisation are. The e-HRMgoals and the actual use of

the e-HRMtechnology thus have an impact on the HR system.


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Therefore, these aspects will all be considered during this research.


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1.4 HUMAN RESOURCES MANAGEMENT(HRM) AND E-HRM:

HRM:

It has developed in recent years as a broad encompassing field of

study that incorporates and synthesizes elements from

Personnel management,

Organizational behavior and industrial and labour relatives.

Building broader concepts from a variety of cognate disciplines

including economics law psychology and sociology amongst others

(Poole & Warner,2001:xvi).

Thus it has become a pervasive and influential approach to the

management of employment in a wide range of market economies.

E-HRM:

Electronic Human Resource Management (e-HRM) provides the

information required to manage HR processes. These may be core

employee database and payroll systems but can be extended to

include such systems as E-recruitment, E-learning, Performancemanagement and reward.

The system may be web-based, enabling access to be remote or


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online and at any time.

Although technology allows having digital services for HRM whichwere referred as virtual

HRM, this type of services are coming with four significant pressures

(Lepak & Snell 1998).Such goals are pertinent to the changing face

of employment relationship whereby the employees today may wish

to steer their own career paths.


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1.5 MEANING OF EHRM

People mean different things by the term e-HRM.

It is a web-based solution that takes advantage of the latest web

application technology to deliver an online real-time Human

Resource Management Solution.

It is comprehensive but easy to use, featurerich yet flexible enough

to be tailored to your specific needs.

It also refers to the processing and transmission of digitized

information used in HRM, including text,

Sound and

Visual images,from one computer or electronic device to another.

It will be able to meet the demands of today's Human Resource

Management.


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Typically, the term e-HRis used to describe technologys role in

enabling the transformation of solely HRactivity. Instead of

acentralized personnel team handling everyday tasks such asapproving pay rises, sorting out training and checking holiday

entitlements, these can be handled by the employees themselves or

their line manager.

Crucially, the adoption of e- HRseeks to minimize or eliminate

intervention from HRstaff, allowing managers and employee stopper

form HRtasks directly with the self service tools.

These can contrast with the shared service center environment,

where the service wouldnormally be expectedto be delivered by a

customer service operative or other categoryofHRstaff.

Before starting to define e-HRM, it is also important to identify terms

that possibly carry similar meanings to the term e-HRM, Wright andDyer (2000).

In addition to e-HRand e-HRMterms are used such asVirtual HRM,

HR intranet,web-based HR,computer based human resource


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information systems (CHRIS) and

HR portals.

We are excluding HR information systems (HRIS), since there is afundamental difference between HRISand e-HRin that basically

HRISare directed towards the HRdepartment itself.

Users of these systems are mainly HRstaff. These types of systems

aim to improve the processes within the HRdepartment itself, in order

to improve the service towards the business.

With e-HR, the target group is not the HRstaff but people outside this

department the employees and management.

HRMservices are being offered through an internet for use by

employees. The difference between HRISand e-HRcan be identified

as the switch from the automation of HR services towards

technological support of information on HRservices.

Technically speaking it can be said that e-HRis the technical

unlocking of HRISfor all employees of an organisation.


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1.6 DEFINITION

As defined by Kettley P and Reilly P (2003), a Computerized Human

Resource Information System (CHRIS) consists of a fully integrated,

organisation-wide network of HRrelated data, information, services,

databases, tools and transactions.

Such a system can be described as e-HR, meaning the application of

conventional, web and voice technologies to improve The HR

administration, Transactions and process performance.

Asstated by Ernst Biesalski Electronic-Human Resource

Management (E-HRM) is a web based tool to automate and support

HR processes.

The implementation of e-HRMis an opportunity to delegate the data

entry to the employees.E-HRMfacilitates the usage of HRmarket places (e-recruitment) and

offers more self-service to the employees.

E- HRMis a collection of many different technologies.


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Mary Gowan has defined Electronic Human Resource Management

System (E-HRM System) as a web-based solution that takesadvantage of the latest web application technology to deliver an

online real-time human resource management solution. It is

comprehensive but easy to use, feature-rich yet flexible enough to be

tailored to your specific needs.

As said by MS Kauffman An automation system is a precisely

planned change in a physical or administrative task utilizing a new

process, method, or machine that increases productivity quality and

profit while providing methodological control and analysis.TheValue of

system automation is in its ability to improve efficiency; reduce wasted

resources associated with rejects or errors; increase consistency,

quality and customer Satisfaction ; and maximize profit.


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Broderick and Boudreau (1992) defined Human ResourceInformation Systems (HRIS) as the

composite to data basis computer applications and hardware and

software that are used to collector record, store, manage, deliver,

present and manipulate data for human resources.

According to Ruel, Bondaroukand Looise(2002:1), e-HRM is a

way of implementing HRstrategies, policies, and practices in

organizations through a conscious and directed support of and/or with

the full use of web-technology-based channels.


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1.7 OBJECTIVES

E-HRMis designed to achieve the following objectives:

To offer an adequate, comprehensive and ongoing information systemabout people and jobs at a reasonable cost;

To provide support for future planning and also for

policy formulations;


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To facilitate monitoring of human resources demand and

supply imbalances;

To automate employee related information;To enable faster response to employee related services and faster HR

related decisions and;

To offer data security and personal privacy.

Data security is a technical problem that can be dealt with in several

ways, including passwords and elaborate codes.

In the information age personal privacyis both an ethical and moral

issue.


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1.8 SCOPE OF E-HRM

Adecisive step towards a paper less office;

HIGHER SPEED OF RETRIEVAL AND PROCESSING OF DATA;

Increased access to HRdata and ease in classifying and reclassifying data;

Collection of information as the basis for improving the strategic orientation

of HRM more consistent and higher accuracy of information / report

generated;

FAST RESPONSE TO ANSWER QUERIES;

A higher internal profile for HRleading to better work culture; Establishing of

streamlined, standardized and systematic procedures; More transparencyin


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the system;

Cost savings achievable through process improvements and due to

reduction in duplicationofefforts;Significant reduction ofadministrative burden; Adaptabilityto any client and

facilitating management;

Integral support for the management of human resources and all other

basic and support processes within the company;

A more dynamic workflow in the business process, productivity and

employee

satisfaction.


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1.9 FUNCTIONS OF E-HRM

RESOURCE MANAGEMENT:

Storage of applicants details;

Retrieval and amendment of those details;

Matching CVsto person specifications for short listing purposes; Link

with internet recruiting processes;

Letter writing, acknowledgements, invitations to interview, offers and

rejections; Management reports, analysis of response by media and

monitoring recruitment costs; Evaluating applicants and employees;

Selecting placing, promoting, terminating and transferring employees;

Analyzing and designing jobs.


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COMPENSATION AND REWARD MANAGEMENT:

Analyze and report on average pay or pay distribution by job , grade,


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age or length of service; Assisting job evaluation;

Forecast future payroll costs on the basis of assumptions about

members, promotions and pay levels;Administer pay reviews, producing review forms, analyzing proposals

against the budgets and calculating the cost of performance related

pay awards in accordance with different assumptions about amounts

and the distribution of awards within a budget;

Provide information to line managers which will guide them to do their

pay decisions;

Generate instructions to adjust pay as well as letters to individuals

informing them of their increases;

Managing employee wage and benefit plans.


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PERFORMANCE MANAGEMENT:

Generating forms;

Analyzing and reporting on the result of performance reviews showing

the distribution of people with different degrees of potential or

performing at different levels;


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Highlighting individuals with particular skills or

special promise; Writing role definitions;

Generating employee opinion surveys online.


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TRAININGAND DEVELOPMENT:

Trainingand developing employees;


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Storing e-learningmodules on the database which enables trainers to

select an appropriate module or mix of modules to meet a specified

learning need;

Analyzing the training recommendations contained in performancereview reports to identify collective and individual training needs;

Identifying suitable training courses to meet

training needs;

Making arrangements for off the job courses;Informing employees

about the arrangements for courses; Handling correspondence about

training courses;

Storing data on standard or individually tailored induction, continuation

or development Training programmes, including syllabus, routings,

Responsibilities for giving training, test procedures and progress

reporting;

Generating instructions and notes for guidance for all concerned with

providing or under going on-the-job training programmes;Storing progress reports and monitoring achievements against

training objectives;


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Producing reports summarizing current and projected trainingactivities and calculating the output of training programmes;

Recording and monitoring training expenditure against budget.


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1.9 EMPLOYEE RELATIONS

Promoting employer brand. Providing high standards of safety and

welfare facilities to employees through easy accessible e-HRsolutions.Frame employment policies online.

Provide a network of internal communication;

Consultation and negotiation facilities for employees.


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1.10 TYPES OF E-HRM

E-HRMis not a specific stage in the development of HRM, but a choice

for an approach to HRM.

Wright and Dyer (2000) distinguish three areas of HRMwhere

organizations can choose to offerHRservices face-to-face or through

an electronic means transactional HRM, traditional HRM, and

transformational HRM.

Lepak and Snell (1998) make a similar distinction, namely operational

HRM, relational HRMand transformational HRM.

The first area, operational HRM, concerns the basic HRactivities in the

administrative area.

One could think of salary administration (payroll) and personnel data

administration.

The second area, relational HRM, concerns more advanced HRM

activities.


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The emphasis here is not on administering ,but on HRtools that

support basic business processes such as recruiting and the selection

of new personnel, training,

performance management and appraisal, and rewards.

Transformational HRM, the third area concerns HRMactivities with a

strategic character.

Here we are talking about activities regarding organisational change

processes, strategic re-orientation, strategic competence,

management, and strategic knowledge management.

The areas mentioned could also be considered as types of HRMthat

can be observed in practice.


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The operational type of HRMprovides the choice between askingemployees to keep their own personal data up-to-date through an HR

website or to have an administrative force in place to do this.

For relational HRMthere is the choice between supporting

recruitment and selection through a web-based application or using a

paper-based approach (through advertisements, paper-based

application forms and letters etc.)Finally, in terms of transformational

HRM, it is possible to create a change-ready work force through an

integrated set of web-based tools that enables the work force to

develop in line with the companys strategic choices or to have paper-

based materials. In cases where an organization consciously and in a

focused way chooses to put in place web technology for HRM

purposes, based upon the idea that management and employees

should play an active role in carrying out HRwork, we can speak of e-

HRM.


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1.11 BENEFITS OF E-HRM

The main benefits of e-HRMare an increase of quality and pace,

because the existing administrative processes were slow and

inefficient conditional upon mainly paper-based processes.

STANDARDIZATION:By standardizing the system used within the group and by providing

employees with direct access to records, particularly leave records,

the company can achieve a significant reduction in employee queries


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and reduce the need for HRto Undertake data entry of employee

records.

EASE OF RECRUITMENT, SELECTION AND ASSESSMENT:

e-Recruitmentcan be one of HRs night mares.

With e-recruitment the company gets an additional possibility besides

the normal application by paper to recruit people over the web in an

online-application process.

Although this, and like processes, will always need significant human

intervention.

E-HRsystems can streamline the process and reduce errors.


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EASE OF ADMINISTERING EMPLOYEE RECORDS:Whether be it leaves, benefits, personal details, accident and

discipline reports, etc.

It is generally accepted that once every one can overcome the initial it

phobia, HRand employees will experience fewer headaches and

efficiency will rapidly increase.

REDUCTIONS TO COST, TIME AND LABOR:

Reduced duplication, reduced time spent fixing errors, reduced labor

costs through ESS, reduced or no hard-copy entry.

Not only man power can be saved, the processing time can also be

shortened. With this e-HRMreaches the prime objective of cost

effectiveness.

ACCESS TO ESS TRAINING ENROLMENT AND SELF

DEVELOPMENT:

e-Trainingcan enable employees to search for and enroll in training

programmers on-line and validating course availability.This can streamline the training administration process enabling

employees to access computer based training.

Cost and pace can be individualized as well.


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COST AND ESS:

ESSreduced the workload of HRdepartment by more than 50%, for

instance in the traditional method the employee has to type in a formal

leave application get approved from his/her direct boss who will send

it to the HRdepartment for further approval which would consume lot

of time to be processed.

On the other hand, with e-leave, the employee needs only to login and

make his /her leave application and his/her boss will be alerted to

approve.

Upon approval the leave balance is automatically updated and this is

just one aspect.

LOCATION AND TIMELINESS:


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With ESS, the employee could login online anywhere and anytime

without being in the office and without the leave card could be sitting

at the boss table for a few days, lost or buried.

.


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1.12 LIMITATIONS OF E-HRM

While the Electronic Human Resource Managementdescribed earlierhas many benefits, it also has many problems which need to be

addressed to before it can really be useful.

Some of them are described below:

It can be expensive in terms of finance and

manpower requirements.

It can be threatening and inconvenient to those who are not

comfortable with computers.

For computerized information to be useful at all levels there is an

urgent need for large scale computer literacy.

Often the personnel designing e-HRM do not have a thorough

understanding of what constitutes quality information to the uses.

Thus, the users do not get exactly the reports which they want.

Producing information that is of quality to the users requires an

investment in time, effort and communication on the part of e-HRM

managers.


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Computers cannot substitute human being. Human interveneetion willalways be necessary. Computers can at best aid the human effort. The

quality of response is dependent upon the accuracy of data input and

queries fired. The garbage -in garbage-out is the key expression in

any computerized system.


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1.13 EVOLUTION OF E-HRM

An organisation human resources usually represent its largest

operating expenditure, usually between 40 and 60 percent of total

operating expenses.

However, in service organisation, salaries and wages may account for

upto 85 percent of total operating expenses.

Cost alone would make human resources a very important element of

any firm.


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However, the skills, knowledge, and attitudes of any organisations

employees shape that organization in fundamental ways and represent

its human capital.

It is important to remember that people are at once the most basic and

most important component of any organization.

Thus, the management of an organizations human resources is critical

to the organisations success.

Managing human resources today is a very different task from what it

has been in the past because of changes in the environment within

which organisations exist.

All managers need information to help them manage the human

resources for which they are responsible.


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The function of human resource information systems.(HRIS) is to

provide managers with enough information in a timely fashion to

improve the quality of their human resource decisions.

As HRhas evolved, the level of associated administrative duties has

increased proportionally with some research estimating that as much

as 70% of HR personnel time is spent on administrative duties.

This has been estimated to represent a cost of upto $US1700 per

employee per year(Khirallah,2000).

It has been further estimated (Wagner,2002) that HRpaper forms cost

$20-$30 to process, telephone based HRforms cost $2-$4 to process

but internet based HRforms cost only 5-10cents. In an attempt to

exploit these cost differences companies have looked to the internet

for the solution.

Initially employees were only able to view and browse electronic

versions of existing corporate documents.

But as familiarity increased in the use of online technology and with theincreasing maturity of network and browser technology, applications

have evolved to incorporate transactional interactions. As such

companies have been transferring more and more of their corporate


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information resources to web based applications, making them readily

accessible to employees via the corporate intranet.

As companies now realize the importance of this function they areinvesting resources into supporting human resource management

information systems (HRMIS).

A new generation of HRautomation, sometimes going under the

umbrella of e-HRwants to transform HRfrom a lowly cost centre in to

a strategic, mission-critical part of the business.

Human-Capital Management (HCM) is one facet of e-HR that

demands senior-level attention now, with changing workforce.

In an otherwise dismalit market, the total North American market for

HR-management and payroll applications software grew by 5.1% last

year.

What makes e-HRa potentially huge leap forward is the way in which

the web allows companies to offer self-service HRapplications.

Self-Service applications reduce HRcosts by anywhere from 44% to

80%.Technology is already reshaping the human-resources function,

mostly through cost- cutting.


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People are our most important asset.

Using information systems to support HRfunctions is not a newconcept but as the focus of HRMhas evolved, so has the ISsystems

that support it. Companies realizing the important strategic nature of

HRM, are bolting on HRIS modules to their current enterprise

resource planning(ERP) systems. These are integrated information

systems, supporting various business processes in different functional

areas across the organization and are considered essential

Infrastructure by some of the worlds leading companies.


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CHAPTER 2

REVIEW OF LITERATURE

This section elaborates on the portrayal of past and present research

findings from time to time by researchers in India and abroad.

Literature review examines recent research studies, company data, or

industry reports that act as abasis for theproposed study.

According to Broderick&Boudreau[1992], over the years Human

Resource Systems have been acknowledged as important inputs of

corporate decisions making process.

Operational and strategic business objectives are now not being

considered in isolation of HRobjectives.

Hence, Human Resource Systems are now enterprise-wide decision

support systems.

Traditionally, e-HRis considered as automated record keeping of

employees and computerization of their payroll.

However it is now well established with HRmanagers with informationsystems can play a greater role beyond their administrative role.

Infact they are now being able to play even a strategic support role.

Technology not only substitutes manpower, they also substantially


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contribute to efficiency, automating representative operations.

Dealing with human resource information manually hardly allows any

complexity to human resource professionals to address monitorial

issues of human resource management.

In the view of Noe,Hollenbeck, Gerhart And Wright[2000] in their

view HR functions can become critical partners in driving success,

but to do so requires that HR changes its focus, its role, and its

delivery systems.

Electronic human resource management(e-HRM)refers to the

processing and transmission of digitized information used in HRM,

including text, sound, and visual images, from one computer to

another electronic device.

E-HRMhas the potential to change all traditional human resource

management functions.

Employees do not have to be in the same geographic areas to work

together.

Use of the internet lets companies search for talent without

geographic limitations.

Recruiting can include online job postings, applications, and candidate

Screening from the companys website or the websites of companiesthat specialize in online recruiting, such as monster.com or

hotjobs.com.


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.


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Employees from different geographical locations can all receive the

same training over the companys intranet. It also can increase the

speed with which employees can bring a product to market by

facilitating communications between employees on virtual teamsusing internet

discussion forums, video and audio-conferencing, and

global-scheduling.

As stated byMark Doughty and Simon Pugh [2000] today, with in

the HRsoftware market the reareamy riad of HRsystems, payroll,

training administration, 360 degree feedback, psychological testing

and competency software tools-typically operating in their own

software fiefdoms.

Evidence suggests that most organizations fail to recognize that

nearly all HRsoftware on the market today is at the foundation level of

e- HR.very few organizations have reached the strategic level of e-HR.

This involves the development and deployment of tasks that allow

managers, employees and HRto use the massive amount of data


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created and housed within the foundation and service levels of

emerging internet technology.

Perhaps it could be argued that instead of wasting money on lots of

paper, HRis now wasting money on non-strategic data bases.

More importantly, the buyers of this software (i.e.HR) fail to realize

that most HRsoftware solutions available today are based on client

server (old) technology.

People soft(v8.1)the worlds number one HRsoftware has only

recently moved to a web platform, yet it could be argued that this

latest offering is little more than what was available in its client server

application.

HRas a profession is still struggling to make the impact and earn the

respect it deserves, yet HRand organizations are being duped into

spending money for something which is fundamentally flawed.

However,it does not have to be this way.People can and do make the

difference.

The human resource management function has changed dramatically

overtime evolving.


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Alfred JWalker [2001] states that if HR technology is to be

considered successful, it must change the work performed by the

Human Resources personnel by

Dramatically improving their level of service, allowing more time for

work of high value, and reducing their costs.

Many systems have been implemented by cutting HRstaff,

outsourcing and imposing technology on what was left.

But Walker argues that survey results demonstrate that overall HR

departments have actually upward their staffing levels over the past

decade to do the same work.

Walkeradvocates the business process re-engineering the HRfunction first, then e-engineeringthe HRwork.

He suggests the formation of re-engineering teams of providers,

customers and users to examine the whole range of HRactivities


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including those which are not being done at present .

The end product is a set of processes organized into broad groupings

such as re-sourcing, compensation or training and development.

These process should then be examined by there-engineering teamand re-designed.

From this redesign comes the picture of a new HRfunction but Walker

argues that the most effective approach is to introduce new technology

to deal with the redesigned processes.

According to Biswanath Ghosh [2002], in an organisation the most

valuable input is the human element.

The success or failure of an organization depends to a large extent on

the persons who manage and run the organisation.In business the greatest asset is the human resource of the enterprise

and not the plant, equipment or the big buildings it owns.

There was a time when manpower was considered as a cost factor


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but not it is recognized as an investment .

The e-HRMcan range from basic personnel records to sophisticated

networks of sub-systems with definite purposes.

Today most of these will be computer systems.

The manpower information system can provide necessary information

in a form which can be integrated with any other business data. With

most database systems, there are facilities to pull out any of the data

and present them in the required form.

The Institute for Employment Studies at U.K.[2002]quotesE-HR

as

the application of conventional, web and voice technologies to


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As an enabling tool technology has the capacity to transform the way

in which HRis delivered to an authority.

Together with the exponential rise in the use of technology in the

corporate field, it now plays a vital role in effective peoplemanagement.

According to L.M.Prasad[2003] the concept of computerized HRISis

derived

as an organized method of providing information about

human resources, their functioning external factors relevant to

managing human resources.

Large organizations generally install e-HRbecause it enables

them to collect store, process and manipulate large amount of data

inputs, reduce costs of maintaining human resource data, and provide

accurate information about human resources any time and anywhere.

In a computerized HRISvarious subsystems are interlinked and

the outcomes of all the systems are kept in the form of human

resource inventory.

Whenever a change takes place in any respect of an employee sucha change is incorporated in the computer input.


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Changingthe existing ways ofthinking:

Yeow Chun Fey [2003], states that changing your employees

mindset is often one of the main challenges with the introduction ofnew processes and systems.

Frequently the resistance to change comes from the earth at the new

system will require more effort or responsibility.

Here calls that during an employee briefing session, one employee

asked the question:

So with us entering the application into the new leave system, arent

wedoing your work?

To which Yeowresponded,

Yes, to some extent you are right, but then under the manual

system, you had to complete your application in hard copy after

which we effectively duplicated your work with data entry into

the system.

With the new leave system, the second data entry step has been

removed, which means that HR has more time to provide morevalue-added assistance to you in other areas.

Typically there is some resistance to change but generally most

employees welcome and appreciate the


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convenience and efficiency of the new technology.


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Andrew Macintyre[2003] of out-smart, says it all comes down to HR

reducing the operational tasks and getting on with strategizing and with

100% employee self- service, as HRsultimate Utopia:

the trend is firmly towards introducing transactional related

services that allow employees to get HRrelated administration

work done faster and more efficiently than before. Companies

with positive experiences are starting to add on more features

such as training and performance appraisal. The ultimate dream

solution is a single portal from which employees can performHR, finance and other work-related administration functions.

E-appraisal and e-recruitment are two of e-HRs latest trends, more

out of convenience than pure need:

managingof appraisal forms and resumes are one of the

biggest headaches for HR practitioners and

managers.Something like e-leave,on the other hand is already

history

said Jan Wong[2003], business development manager at PROSOFT.

As a more general trend however, Wongsuggests that any e-HR

usually reaps quick benefits, including a paper less and more efficient

working day for many HRprofessionals:


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as organizations become more e-HR savvy, they are beginning

to see the benefits almost immediately.

There as on being, with modern technology, paper has become

extinct.

We can put behind us, the nitty-gritties of leave applications, which

are important to most employees life but very trouble some to

manage.

With e-HRin place, all these little unseen headaches, likeunproductive time spent managing paper,merely disappear.


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In the view of Michael Armstrong [2003]

the e-HR provides the information required to manage HR

processes.

These may be core employee database and payroll systems but can

be extended to include such systems as recruitment, e-learning,

performance management and reward.

The system may be web-based,enabling access to be remote or


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online and at any time.

The information provided by the e-HRprocess can be communicated

across organizations.

If posts static data such as information on HR policies and

communications about employer facilities such as learning

opportunities and flexible benefits.

It can include links that enable managers and other employees to

interface directly with HRapplications and make changes or enquiries.

.


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In the view of KetlleyP, and ReillyP[2003], technology has onlyrecently developed in a way that enables e-HRto make its mark,

especially the introduction of corporate intranets and web-enabled

HRIS.

The nature of the development path, however, varies considerably

from organization to organisation.

Before embarking on e-HR, organizations should review and optimize

their business processes.

This may be a case of major process redesign, or a more tactical

exercise tackling areas of concern.

Following a process review, a common next step is to introduce a

form of self service.

This is likely to involve employee self service, where staff can access

their personal record and update it or add new information.

Manager self service is usually a logical development, allowing the

sign-off of various decisions or proposals.

Redesigning the HRfunction will impact on the roles and skills of HR

staff.

There will be many areas of up skilling as the move away from

transactional work gather space.This will stretch the capability of staff, not

Just in terms of technological facility but also in customer and

relationship skills.


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The development of e-HRsystems is growing, allowing the HR

function to become more strategic.

This can most easily be observed by the fact that today employeestend to ask for advice rather than administrative assistance.

This is the reverse of the situation in the late 90s.

Further more, the nature of HRdepartments has changed because of

the development of e-HR.

A few years ago businesses tended to have more, but less qualified

HRstaff where as today there verse applies said Hun Nam Chung

[2003] todays trend is adopting measurement-based management

with emphasis on organizational objectives and performance metrics,

e-HRsolutions that provide such features along with best practices

should be able to deliver results. Once this HRinfrastructure is put in

place, you may embrace virtual work place initiative to support the

increasingly dynamic and mobile workforce.


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Further more, many of the obstacles to e-HRare psychological rather

than technical, but that does not remove the need to overcome them.

Successful implementation requires a pro-active and committed

project team that can react to and pre-empt the problems that couldarise.

The business challenge for each company is to find the appropriate

e-HRsolution for their company.

.


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According to Garry Dessler[2004], technological applications play

an increasingly important role in HR.Technology improves HRfunctioning in four main ways: self service, call centres, productivity

improvement and outsourcing.

Usin

g internet the firms employees can self-service many of their HR

transactions such as updating personal information and changing

benefits allocations.

HRinternet and data ware house provide its managers with desk to

paccess to HRrelated information such as

how does turn over in my department compare to that of other

departments.

Technology also enabled to create a centralized call centre.The

improving productivity through HRISproves another example.

These days more firms are installing internet and computer-based

systems for improving HRproductivity.

Technology also makes it easier to out source HRactivities to

specialist service providers by enabling service providers to

Have real-time, internet-based access to the

employers HRdatabase.


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SusanFoster, Paul Hawking and Andrew Stein [2004] describes

that the application of the internet to the Human Resource function (e-

HR) combines two elements one is the use of electronic media whilst

the other is the active participation of employees in the process.

These two elements drive the technology that helps organizations

lower administration costs, improvet employee communication and

satisfaction, provide realtime access to information while at the same

time reducing processing time. This technology holds out the promise

of challenging the past role of HR

As one of payroll processing and manual administrative processes to

one where cost


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Efficiencies can be gained, enabling more time and energy to be

devoted to strategic business issues. The relative quick gains with low

associated risk have prompted many companies to realize what can

be achieved through the implementation of a business to employee(B2E) model. Employee self service (ESS) a solution based on the

B2Emodel enables employees to access the corporate human

resource information system 24hours a day and 7days a week.

e-HRis often characterized as being purely a technological solution

,states Martin Reddington ,Mark Williams on and Mark Withers

[2005], butwhere it is used and implemented effectively it can be a

powerful enabler for broader business change.In simple words they

say e-HRrefers to the automation of some or all of your current HR

processes. The more visionary, advanced interpretations describe a

fully integrated organisation-wide electronic network of HRrelated

data, information, services, databases, tools, applications and

transactions that are generally accessible at any time by employees,

managers and professionals. More basic aspirational interpretations

suggest that an organisations implementation of a new software

package for payroll,or the posting of company policies on the internet,

signals its adoption of e-HR.


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WatsonWyatt [2006] states that e-HRrefers to the broad access to

human resources data, tools and transactions available directly on theweb in most work places today.

It describes thenet effectof the explosion in web technologies and

the dramatic impact this growth has had on the way employees

nowr eceive employment-related information through integrated self

service applications.

It also includes the variety of new technologies available that he

connects multiple systems, tools and databases, both inside and

outside organisations.

e-HRliberates human resources from its administrative hackles and

provides the foundation for a collegial, flexible work place where

employees have easy access to communication tools.

The use of internet and web technology has also liberated

management to re-assume its abdicated role of day-to-day people

management without the endless wait for HRto eventually process

requests for information, and / or swift people management decisions.

Hopefully this will lead to the extinctionof the old type of HR

practitioner who publicly proclaims the need to outsource HRadministration because it is too complex and arduous to handle in-

house.


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JeffSacht[2007] observes that a dramatic change in the employment

awareness forcing Human Resources (HR)to transform its own

operations,and its strategic role in contributing to the success of

business of all size.

Todays business environment a long with the increasing importance

of technology requires smart thinking, quick action and rapid

adaptation to constantly changing conditions.

The marketplace increasingly rewards those who respond to the

demand for innovation driven by the web and internet, technology

advances, globalization, skills shortages, and shifting demographics.

This new business landscape means leaving behind oldways of

thinking and doing.

Technological change is a key driver for HRtransformation, providing

the foundation to support HRs

Growing strategic focus. In particular ,web and internet technologieshave already given


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Workers direct access to each other ,to HR, and to business

information with such ease and intelligence that every worker can

contribute more directly to business results.

In the view of K.Aswathappa, people management has traveled

along way, from purely handling industrial disputes it grew into

personnel management which matured into human resource

management. Of late, HRMis transforming itself to human capital

managem ent. What is to be under lined is that technology also

travels along with the management of people inorganisations. IfHRs

role has been to deliver workforce support and management based

on the needs of the business, the role of technology has been one of

enabler. When HRdepartments make use of the internet and related

technology is to support their activities, the process becomese-

HRM(where e-stands for electronic). During the past years,HR

processes and procedures have been supported by everything from

complicated file folder systems to automation, going from usage of

multiple systems and data bases to a single version of the whole

system. These are the days of e-HR.HRprofessional needs to be

aware of and knowledgeable enough to adopt. The new technology

for the benefit of his or her business.


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A.K.Gupta broadly explains Human Resource Management

Information System as a system that supports the planning, control,

co-ordination, administration, and management of an organisationshuman resources. E-HRalso includes a large number of sub systems

that address the information needs of various human resource

functions. Since e-HRalso facilitate vital information on matters such

as payroll, central and state taxes, health benefits, child care,

grievance procedures and other personal information that affects

employees personal and professional lives, it is imperative that these

systems be highly responsive to employee needs. Although many

people believe that e-HR can be used only to enhance HRdecisions,

infact they can be used to cut costs, increase efficiency, and achieve

a competitive edge in the market place . Also the system links the

performance of an individual to items such as past training,

educational background , and

Work history so that managers can be better equipped to make such

decisions.

.


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The debate is not around whether the non-transactional activities can

be e-enabled or not-clearly it can be done, and as technologies such

as neuro-networks improve, it will

enablemorehumanactivitiestobedoneviaelectronic,internetormobilete

chnologies. The debate for HR is whether the human interaction role

currently played by HR staff adds any value to the employee, the

organization or the work environment, which could not be done by

technology. The bottom line is that services such as employee

counseling and legal issues, which are definite out sourcing

opportunities for organizations, and are likely to remain mainly

human Intensive activities, are not currently suitable to be e-

enabled. It would be a sad day to see a colleague sending an e-mail

request to the

performance management computer system for a review on a

proposed demotion.


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3.2 STATEMENT OFTHE RESEARCH PROBLEM

HRresearch is undertaken to seek answers to a problem faced by the

organization in HRMwhich cannot be solved without undertaking

research. Therefore in formulating the research the most important step

is to define the problemclearly and specifically. A problem is the gap

between the desired state of affairs and actual state of affairs.

Practice based e-HRMstarted earlier than academic research into e-

HRM. Although the human resource (HR) function was an early

adopter of computing technology, it spent the last decade playing

catch-up to other business functions in terms of integrating information

technology (IT )into their processes. During the nineties, organizations

became experienced in using ITfor human resource management

(HRM). Although, a little later as within other business functions, IT

retailers offered more and more new solutions for HRMproblems. As

within other business functions, IThas become an important tool for

supporting the processes of the HRfunction and the HRfunction is

now closing the gap in terms of applying new itcapabilities to traditionalfunctions. Distributors of the e-HRM technology promise several

advantages an organization can benefit from when using these

technologies.


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In practice however, the results mentioned are often not achieved. As

the promises of the vendors of e-HRMtechnology are not achieved and

the investments to be made in e-HRMall high, scientific research can

be of value for identifying the reasons for not achieving these promises

The Shreya Life Sciences Ltd (SLS) is such an organisation that has

made large investments in e-HRM. Sap, Oracle and People Soft

enterprise, the e-HRMsolutions of SLShas rendered best services for

the company to enter into the age of e-HRM. Two main approaches for

the research into e-HRMcan be identified.

These approaches are related to the research fields of Information

Technology and Human Resource Management . As different authors

look with different perspectives into e-HRM, it is hard to capture the

essence of e-HRM, whether it is just an IT toolor a new strategy for

HRMThe primary proposal of any e-HRMsolution is to diminish costs of

HRtransactions, condense time value and make resources easily

available for utilization, which almost every e-HRMsolution promises to

give.


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Therefore a research framework is designed in order to determine how

far these primary designs of the e- HRMsolutions work at an

organisation. How well it has established its significance among the

employees of such an organization which makes use of the e-HRMtechnology with the

Determination of these facts there searcher can come to a conclusion

whether e-HRM technology

Has achieved the promises made. In order to determine such facts are

search framework is required thus urges the need for the study of e-

HRMat SLS


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3.4 TITLE OF THE STUDY

A STUDY ON ELECTRONIC HUMAN RESOURCE MANAGEMENT(E-HRM) WITH SPECIAL REFERENCE TO SHREYA LIFE

SCIENCES LTD (ANDHERI)


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To determine the effectiveness of the various stages of resource

management using e-HRMtechnology

to as certain the usage of compensation strategies through e-HRM

solutions

to study the performance strategies used by the e-HRMtechnology


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to make an assessment on the skills management techniques used by

the e-HRMsolutions

to understand the level of employee relation maintained using the e-

HRMtechnology.

3.6 RESEARCH DESIGN

A research design is a plan, structure and strategy of investigation so

conceived as to obtain answers to research question or problem. This

study is descriptive in nature. It has been undertaken to learn and

describe the characteristics of a group of employees, in an attempt to

determine the impact of e-HRMin the organisation.

3.7 UNIVERSE OF THE STUDY

All the employees at SLS who are currently making use of the e-HRM

technology are the possible universe ofthe study.

3.8 SAMPLING PROCEDURE

A sample is a part of the target population carefully selected to

represent that population. The sampling technique used for this study is


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Here the true data collected are first transferred to the coding sheet,

where the researcher uses simple percentage analysis to evaluate the

data.

3.14 COMPANY PROFILE

ABOUT ORGANIZATION

1.Shreya Life Sciences-Its Existence:-


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Shreya Group origins go back to Moscow, Russia, where Shreya

Corporation, the parent company, was established in 1995. Once a one-

man trading company, Shreya is today the third largest Marketing &Distribution Company in Russia. Shreya Group has interests in both

pharmaceutical and biopharmaceutical products in key therapeutic

segments. Currently, Shreya operates in Russia, CIS, India, South East

Asia and African countries. The Group turnover for the year 2006 was

US $ 581 million including US $ 85 million in India.

2.Shreya Life Sciences-India:-

Shreya Life Sciences, the Indian arm of Shreya Group started its

operations in India in the year 2001 by acquiring the Pharma Division of

Rallis India Ltd., a TATA Group company. In 2003, Shreya acquired the

domestic pharma business of Plethico Pharmaceuticals Ltd., with a view

to achieve a full-fledged national presence.

Today, Shreya Life Sciences Pvt. Ltd., Mumbai - India, operates

through three Strategic Business Units (SBUs).

Amadeus

AkuCare

BioLife

3.Global Presence:-Geographically, Shreya has presence in:

U.K. through Shreya U.K. Pvt.Ltd. which spearheads business

development in U.K. and European Markets.


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Difficulties faced by the researcher:

The researcher faced some difficulties during the research time.

Respondents felt irritated to answer long questionnaire.As the time limit given at SLS., was very less the work had to be

hurried this in turn could have reflected the accuracy of answers given

by the employees.


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Limitations of the study:The findings and suggestions may not be

applicable to all employees at various levels in the organisation due to

the following reasons:

Findings are based on the assumption that the respondents have

revealed the correct information.

The researcher was not able to adopt random sampling methods hence

it was not possible to meet employees directly and conduct an

interview schedule instead the questionnaires

Were circulated and the employees returned back filled in

questionnaires to the researcher.


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DATA ANALYSIS AND INTERPRETATION

The Questionnaire was distributed among the employees working in

Departments

1.) HR Department

2.) IT Department

3.) Finance Department

Many of the employees were not interested in filling the Questionnaire

And among those the respondents gave their opinions as follows;

The question was asked to the employees that Which Software do you

use/have used in your company? The respondents gave following

opinion.


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67%

16%

17%

Software used

SAP

People Soft

Others

S.N. Opinion No.of

Respondents

Percentage

(%)

1 SAP 20 66

2 People Soft 5 17

3 Others 5 17


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INFERENCE

With repect to the above question the respondents gave their opinion as

follows;

1.)66.00% of the respondents have said that they use SAP in their

organization.

2.)17.00% of the respondents have said that they use People Soft

3.)17.00% of the respondents have said that they use Others.

Software installation done:-

The Question was asked to Employees when was the Software

Installation done in the HR Department;

Total 30 100.00


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23%

77%

Software Installation

Less than 6months ago

6 months ago

1-2 years ago

2-3 years ago

more than 3years ago

S.N. Opinion No.of

Respondents

Percentage

(%)


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INFERENCE

With repect to the above question the respondents gave their opinion as

follows;

\

1.)83.00% of the respondents have said that they have installed the

software More than three years ago in their organization as per their

knowledge.

2.)17.00% of the respondents have said that they use People Soft

Utilization of software :-The Question was asked to the employees that from when have

People in the HR Department started using the software

1 Less Than 6 months 0 0

2 6 mnths-1 year ago 0 0

3 1-2 years ago 5 0

4 2-3 years ago 25 17

5 More than 3 years 00 83

Total 30 100.00


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20%

17%

33%

23%

7%

Utilization of software

Less than 6 months ago

6 months - 1 year ago

1-2 years ago

2-3 years ago

more than 3 years ago


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S.N. Opinion No.of

Respondents

Percentage

(%)1 Less Than 6 months 6 20

2 6 mnths-1 year ago 5 17

3 1-2 years ago 10 33

4 2-3 years ago 7 23

5 More than 3 years 2 7

Total 30 100.00

33 % of the respondents have agreed that it was between 1-2 years ago that

People in the HR Department started using the software.

23% of the respondents have agreed that it was between 2-3 years ago.

20% of the respondents have agreed that it was less than six months ago.

17% of the respondents have agreed that it was less than six months- 1 year

ago.

7% of the respondents have agreed that it was more than 3 years ago


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S.N. Opinion No.of

Respondents

Percentag

e

9%

91%

0%

Software configuration (done by)

Software vendor

IT team

Others


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1 Software Vendor 3 9

2 IT Team 27 91

3 Others 0 0

Total 30 100.00

91%of the repondents have agree that IT team has configured software at HR

Department.

9% of the respondents agree that it was Software Vendor.

Mentioning as per the software usability ratings.

S.No. Particulars SAP PEOPLE

SOFT

Others


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1. User-friendly

2. System

quality3. Information

quality

4. Industrial

productivity

5. Service

quality

6. Management

culture

7. Quality

Decisions


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10%

18%

14%

14%

18%

11%

15%

SAP

User Friendly

System Quality

Information Quality

Industrial Productivity

Service Quality

Management Culture

Quality Decision


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13% 0%

16%

0%

19%30%

22%

Others

User Friendly

System Quality

Information Quality

IndustrialProductivity

Service Quality

ManagementCulture

Quality Decision


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S.N. Opinion No.of Respondents Percentage

1 User Friendly 10 33

2 System Quality 19 63

3 Information Quality 15 50

4 Industrial Productivity 15 50

5 Service Qua;ity 19 63

6 Management Culture 12 40

7 Quality Decision 16 53

63% of the respondents have agreed that SAP provides with service quality

and system quality

50% of the repodents have agreed that SAP provides with Information Quality

as well as Industrial Productivity

53% of the respondents have agreed that SAP provides with quality decision.

40% of the respondents have agreed that SAP provides with management

cultue


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4 Industrial Productivity 15 50




S.N. Opinio

n

No.of

Respondents

Percentage

(%)





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4 Industrial

Productivit

0 0




S.N. Opini

on

Total No.of

Respondents About

SAP, People Soft &

Percentage

(%)About SAP,

People Soft &




4 Industrial 30 100


6 Management 30 100


The employees were asked the question that whether Did the software

companies provide any sort of assistance/training to the users?If yes, then

which type of assistance/training was provided? They gave following

Questions


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S.N. Opinion No.of

Respondents

Percentage

(%)

30%

36%

27%

7%

Training Provided

Classroom Training

Online Training

On the Job Trianing

Others


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1 Class room Training 9 30

2 Online Training 11 36

3 On the Job Training 8 27

4 Others 2 7

Total 30 100.00

36% of the respondents have agreed that the software companies provide

online training assistance/training to the users.30% of the respondents have agreed that the software companies provide

classroom training assistance/training to the users.

27% of the respondents have agreed that the software companies provide on

the job training assistance/training to the users.

7% of the respondents have agreed others.

The question was asked to the employees that whether they were able


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To use the software entirely? If no then which modules & sub modules

Are highly operative by HR Department. The respondents gave the

Following opinions:

17%

6%

10%

10%

10%

13%

17%

10%

7%

Operative in the ,modules

Recruitment

Master Data

Separation

Personnel Management

Time Management

Payroll

Performance Management

Reports

others


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S.N. Opinion No.of

Res ondents

Percentage

% 1 Recruitment 5 17

2 Master Data 2 7

3 Separation 3 10

4 Personnel Management 3 10

5 Time Management 3 10

6 Payroll 4 13

7 Performance 5 17

8 Report 3 10

9 Others 2 7

Total 30 100.00

17% of the respondents agreed that the software is operative in recruitment &

performance management modules.

10% of the respondents agreed that the software is operative in separation,

personal management, time management & reports.7% of the respondents agreed that the software is operative in others &

master data

13% of the respondents agreed that the software is operative in payroll.


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The question was asked to the employees that the Duration taken by

the employees to adopt the changes.The repondents gave following opinion:


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(%)

17%

30%

53%

Duration taken by the employees

Less than six months

Less than four months

Less than two months


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Total 30 100.00

53% of the respondents have agreed that the duration taken is less than two

months.

30% of the respondents have agreed that the duration taken is less than four

months.

17% of the respondents have agreed that the duration taken is less than six

months.


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The question was asked to the employees that the E-HR Technology

has reduced time in preparing the job specification and job description.The

repondents gave following opinion:

20%

17%

23%

13%

27%

Job(Description &Specification

Strongly Agree

Agree

Neither Agree nor Disagree

Disagree

Strongly Disagree


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S.N. Opinion No.of

Respondents

Percentage

(%)1 Stronglyagree 6 20

2 Agree 5 17

3 Neitheragree nor

disa ree

7 23

4 Disagree 4 13

5 Stronglydisagree 8 27

Total 30 100.00

23% of the respondents have neither agreed nor disagreed that the E-HR

Technology has reduced time in preparing the job specification and job

description.

27% of the respondents have strongly disagreed20% of the respondents have strongly agreed

17% of the respondents have agreed

13% of the respondents have disagreed


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The question was asked to the employees that the e-recruitment

process operates the need to match the employee profile with positions

vacant in the organization.The repondents gave following opinion:

13%

23%

30%

27%

7%

E-Recruuitment &Vacancy

Strongly Agree

Agree


Disagree

Strongly Disagree


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Opinion No.of Percentag

1 Stronglyagree 4 13

2 Agree 7 23

3 Neitheragree nor 9 30

4 Disagree 8 27


Total 30 100.00

30% of the respondents neither agreed nor disagreed that the e-recruitment

process operates the need to match the employee profile with positions

vacant in the organization.

27% of the respondents disagreed

23% of the respondents strongly agreed


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13% of the respondents agreed

7% of the respondents strongly disagreed

The question was asked to the employees that the candidate

application is recorded & maintained online has made the applicant trackingsystem easily accessible. The respondents gave the following reply:


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17%

20%

27%

13%

23%

Candidate application

Strongly Agree

Agree

Neither Agree nor

Disagree

Disagree

Strongly Disagree


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S.N. Opinion No.of

Respondents

Percentage

(%)

1 Strongly agree 5 17

2 Agree 6 20

3 Neither agree nor

disagree

8 27

4 Disagree 4 13

5 Strongly disagree 7 23

Total 30 100.00


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27% of the respondents neither agreed nor disagreed that the candidate

application is recorded & maintained online has made the applicant tracking

system easily accessible.

23% of the respondents strongly disagreed20% of the respondents agreed

17% of the respondents strongly agreed


The question was asked to the employees that the wage & salary

administration has proved effective in the e-HRM technology. The

respondents gave following opinion :


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(%)

16%

30%

17%

17%

20%

Wage & Salary

Strongly Agree

Agree


Disagree

Strongly Disagree


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1 Strongly agreed 5 17

2 Agreed 9 29

3 Neither agreed nor

disagree

5 17

4 Disagree 5 17


Total 30 100.00

29% of the respondents have agreed that the wage & salary administration

has proved effective in the e-HRM technology

20% of the respondents have strongly disagreed

17% of the respondents have strongly agreed, neither agreed nor dis agreed

and as well as disagreed.

The question was asked to the employees that is the pay structure has been

clearly defined in e-HRM. The respondents gave their following opinion


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27%

27%13%

10%

23%

Pay Structure

Strongly Agree

Agree


Disagree

Strongly Disagree


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S.N. Opinion No.of

Respondents

Percentag

e

1 Strongly agree 8 27

2 Agree 8 27

3 Neither agree nor

disagree

4 13

4 Disagree 3 10


Total 30 100.00

27% of the respondents strongly agreed as well as agreed that the pay

structure has been clearly defined in e-HRM

23% of the respondents strongly disagreed

13% of the respondents neither agreed nor disageed



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The question was asked to the employees that whether e-HRM has

been able to select & built high level performing teams. The respondents

gave following opinions.

23%

30%

10%

20%

17%

High level Performing Team

Strongly Agree

Agree


Disagree

Strongly Disagree


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(%)


2 Agree 9 30

3 Neitheragree nor disagree 3 10

4 Disagree 6 20


Total 30 100.00


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30% of the respondents have agreed that e-HRM has been able to select &

built high level performing teams

23% of the respondents have strongly agreed

20% of the respondents have disagreed17% of the respondents have strongly disagreed

10% of the respondents have neither agreed nor disagreed

The question was asked to the employees that, e-hrm works towards

forecasting HR needs & reducing the workload of people management.

The respondents gave the following opinion :

40%

30%

13%

10%

7%

EHRM Works

Strongly Agree

Agree


Disagree

Strongly Disagree


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(%)


2 Agree 9 30

3 Neitheragree nor disagree 4 13

4 Disagree 3 10



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Total 30 100.00

INFERENCE

40% of the respondents have strongly agreed mentioning

that , e-hrm works towards forecasting HR needs &

reducing the workload of people management

30% of the respondents have agreed

13% of the respondents have neither agreed nor

disagreed

10% of the respondents have disagreed

7% of the respondents have strongly disagreed


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SURVEY


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The survey was conducted in order to see how the employees are

satisfied with E-HRM technology.

The following Results were Obtained

40

55

75

80

0

10

20

30

40

50

60

70

80

90

2008 2009 10 11

No.

ofpeople

Years

E-HRM growth

E-HRM growth


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People mean different things by the term "e-HRM".

It is a web-based solution that takes advantage of the latest web

application technology to deliver an online real-time Human Resource

Management Solution.

It is comprehensive but easy to use, featurerich yet flexible enough to

be tailore

Main Hrm Mine

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