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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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120
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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122
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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124
S.N. Opinion No.of
Respondents
Percentag
e
9%
91%
0%
Software configuration (done by)
Software vendor
IT team
Others
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125
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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126
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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129
13% 0%
16%
0%
19%30%
22%
Others
User Friendly
System Quality
Information Quality
IndustrialProductivity
Service Quality
ManagementCulture
Quality Decision
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130
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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S.N. Opinion No.of Respondents Percentage
1 User Friendly 15 50
2 System Quality 11 37
3 Information Quality 9 30
4 Industrial Productivity 15 50
5 Service Qua;ity 4 13
6 Management Culture 7 23
7 Quality Decision 6 20
S.N. Opinio
n
No.of
Respondents
Percentage
(%)
1 User Friendly 5 17
2 System Quality 0 0
3 Information Quality 6 20
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4 Industrial
Productivit
0 0
5 Service Qua;ity 7 23
6 Management Culture 11 37
7 Quality Decision 8 27
S.N. Opini
on
Total No.of
Respondents About
SAP, People Soft &
Percentage
(%)About SAP,
People Soft &
1 User Friendly 30 100
2 System Quality 30 100
3 Information Quality 30 100
4 Industrial 30 100
5 Service Qua;ity 30 100
6 Management 30 100
7 Quality Decision 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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137
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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138
S.N. Opinion No.of Respondents Percentage
(%)
17%
30%
53%
Duration taken by the employees
Less than six months
Less than four months
Less than two months
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1 Less Than 6 months 5 17
2 Less Than 4 months 9 30
3 Less Than 2 months 16 53
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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140
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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141
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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142
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
Neither Agree nor Disagree
Disagree
Strongly Disagree
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143
Opinion No.of Percentag
1 Stronglyagree 4 13
2 Agree 7 23
3 Neitheragree nor 9 30
4 Disagree 8 27
5 Stronglydisagree 2 7
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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146
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
13% of the respondents disagreed
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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S.N. Opinion No.of Respondents Percentage
(%)
16%
30%
17%
17%
20%
Wage & Salary
Strongly Agree
Agree
Neither Agree nor Disagree
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
5 Strongly disagree 6 20
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
Neither Agree nor Disagree
Disagree
Strongly Disagree
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151/180
151
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
5 Strongly disagree 7 23
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
10% of the respondents disagreed
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152
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
Neither Agree nor Disagree
Disagree
Strongly Disagree
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153
S.N. Opinion No.of Respondents Percentage
(%)
1 Stronglyagree 7 23
2 Agree 9 30
3 Neitheragree nor disagree 3 10
4 Disagree 6 20
5 Stronglydisagree 5 17
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
Neither Agree nor Disagree
Disagree
Strongly Disagree
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S.N. Opinion No.of Respondents Percentage
(%)
1 Stronglyagree 12 40
2 Agree 9 30
3 Neitheragree nor disagree 4 13
4 Disagree 3 10
5 Stronglydisagree 2 7
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156
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
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