E- HRM

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CHAPTER 1

INTRODUCTION

“Technological optimistic voices want us to believe that, from a technical perspective, the IT

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” (Ruel et al.; 2004). For many functions, HR transformation 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 HR functions lose their way or find that

they have failed to deliver the outcomes that were initially anticipated. One of the key themes is

that the advances around e-HR provide organisations with great opportunities to rethink the way

HR management is undertaken in organisations 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, an enabler,

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 most cases, this involves

transforming the way HR management is done in organisations and the repositioning of the HR

function: its ways of working as well as the ways in which the HR function interacts with the

wider organisation 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 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


value – adding role of a business partner. But of course, the availability of an enabler doesn’t

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 organisational activities. The way

that organisations’ perform their task is currently associated to contemporary concepts such as

digital business, e-commerce, 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 digital based economy. Computers have simplified the task of analyzing vast

amounts of data and they can be invaluable aids in HR management, from payroll processing to

record retention. With computer hardware, software, and data bases, organisations can keep

records and information better as well as retrieve them with greater ease.

Although the “IT bubble” has 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 along side other support

functions, such as finance and procurement. Although there is still likely to be debate in each

organisation concerning the extent to which e-HR will be adopted, there is now sufficient critical

mass to give organisations genuine cost – effective alternatives. Additionally, the core HR

Information System (HRIS) backbone offers in-built “best practices” in HR processes and the

ability to apply solutions globally. HR not only has the opportunity to utilize technology, but

now the means to make a convincing business case 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-ROMs and

DVDs for 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 newsgroups, which are bulletin boards dedicated to specific areas of interest, where

employees can read post and respond to messages and articles.

Pursuant to the development in e-commerce and digital business, it is inevitable for HRM

functions 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. Realistic graphics, dialogue, and sensory cues can 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 twenty – four 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

The HR function of an organisation 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 organisation and prepare the organisation in such

a way that smooth operation can be guaranteed in the nearby future. Using e-HRM technology is

a way of implementing these HR strategies, policies and practices. The e-HRM technology

supports the HR function to comply with the HR needs of the organisation through web-

technology-based channels. The e-HRM technology provides a portal which enables managers,

employees and HR professionals to view extract or alter information which is necessary for

managing the HR of the organisation. Lawler III (2005) suggests that e-HRM and its self-service

characteristics can be the cheapest and fasted way to provide specific HR activities.

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 HR

professional unless they choose to do so. 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-HRM employees control their own personal information. They can update records

when their situations change and make many decisions on their own, consulting HR

professionals only when they deem it 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 HR function, e-HRM has the potential to affect both efficiency and effectiveness.

Efficiency can be affected by reducing cycle times for processing paper work, increasing data

accuracy, and reducing HR staff. Effectiveness can be affected by improving the capabilities of

both managers and employees to make better, timelier decisions. E-HRM also provides the HR

function the opportunity to create new avenues for contributing to organisational effectiveness

through such means as knowledge management and the creation of intellectual and social capital.

The use of e-HRM technology, as it is a way 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 HR system. The impact of e-HRM technology on the HR system 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 also on how the technology is constructed. This is on its

turn affected by what the organisation is trying to achieve with the technology, or in other words,

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

technology thus have an impact on the HR system. Therefore, these aspects will all be

considered during this research.


1.3 WHAT IS HUMAN RESOURCES MANAGEMENT?

Human Resources Management is management functions that helps managers’ recruit, select,

train and develop members for an organisation. Obviously Human Resources Management is

concerned with the peoples dimension in organisations. HRM may be defined as programmes,

policies and practices for managing workforce of an organisation by human resources reveal

total skill, knowledge, talents, creative ability and aptitudes of people in the workplace along

with the approaches, beliefs, values and aptitudes of the individuals of an organisation.

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

HRM: has developed in recent years as a broad encompassing field of study that incorporates

and synthesizes elements from personnel management, organisational behaviour 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, performance management and

reward. The system may be web-based, enabling access to be remote or online and at any time.

Although technology allows having digital services for HRM which we refer as virtual

HRM, this type of services are coming with four significant pressures (Lepak & Snell 1998).

They are:

focusing on strategic questions of HRM

flexibility in terms of policy making and practices

efficiency and awareness of cost

service oriented towards management and employees


Such goals are pertinent to the changing face of employment relationship whereby the

employees today may wish to steer their own career paths.

1.5 MEANING OF E-HRM

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, feature-rich 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.

Typically, the term e-HR is used to describe technology’s role in enabling the

transformation of solely HR activity. Instead of a centralized personnel team handling everyday

tasks such as approving 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-

HR seeks to minimize or eliminate intervention from HR staff, allowing managers and

employees to perform HR tasks directly with the self service tools. These can contrast with the

shared service center environment, where the service would normally be expected to be delivered

by a customer service operative or other category of HR staff.

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

similar meanings to the term e-HRM, Wright and Dyer (2000). In addition to e-HR and e-HRM

terms are used such as virtual HR(M), HR intranet, web-based HR, computer based human

resource information systems (CHRIS) and HR portals. We are excluding HR information

systems (HRIS), since there is a fundamental difference between HRIS and e-HR in that basically

HRIS are directed towards the HR department itself. Users of these systems are mainly HR staff.

These types of systems aim to improve the processes within the HR department itself, in order to

improve the service towards the business. With e-HR, the target group is not the HR staff but

people outside this department: the employees and management. HRM services are being offered


through an internet for use by employees. The difference between HRIS and e-HR can be

identified as the switch from the automation of HR services towards technological support of

information on HR services. Technically speaking it can be said that e-HR is the technical

unlocking of HRIS for all employees of an organisation.

1.6 DEFINITIONS

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 HR related 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.

As stated by Ernst Biesalski “Electronic-Human Resource Management (E-HRM) is a

web based tool to automate and support HR processes. The implementation of e-HRM is

an opportunity to delegate the data entry to the employees. E-HRM facilitates the usage

of HR market places (e-recruitment) and offers more self-service to the employees. E-

HRM is a collection of many different technologies.”

Mary Gowan has defined Electronic Human Resource Management System (E-HRM

System) as 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, 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. The

value 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.”

Broderick and Boudreau (1992) defined Human Resource Information Systems (HRIS)

as the “composite to data basis computer applications and hardware and software that are

used to collect or record, store, manage, deliver, present and manipulate data for human

resources.”

According to Ruel, Bondarouk and Looise (2002:1), “e-HRM is a way of

implementing HR strategies, policies, and practices in organisations through a conscious

and directed support of and/or with the full use of web-technology-based channels.”

1.7 OBJECTIVES

E-HRM is designed to achieve the following objectives:

To offer an adequate, comprehensive and on-going information system about people and

jobs at a reasonable cost;

To provide support for future planning and also for policy formulations;

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 privacy is both an ethical and moral issue.

1.8 SCOPE OF E-HRM

A decisive step towards a paperless office;

Higher speed of retrieval and processing of data;

Increased access to HR data 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 HR leading to better work culture;

Establishing of streamlined, standardized and systematic procedures;

More transparency in the system;

Cost savings achievable through process improvements and due to reduction in

duplication of efforts;

Significant reduction of administrative burden;

Adaptability to 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.

1.9 FUNCTIONS OF E-HRM

Resource Management:

Storage of applicants details;

Retrieval and amendment of those details;

Matching CVs to 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.

Compensation and Reward Management:

Analyze and report on average pay or pay distribution by jog, grade, age or length of

service;


Assist in 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.

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;

Highlighting individuals with particular skills or special promise;

Writing role definitions;

Generating employee opinion surveys online.

Training and Development:

Training and developing employees;

Storing e-learning modules 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 performance review 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

undergoing on-the-job training programmes;

Storing progress reports and monitoring achievements against training objectives;

Producing reports summarizing current and projected training activities and calculating

the output of training programmes;

Recording and monitoring training expenditure against budget.

Employee Relations:

Promoting employer brand;

Providing high standards of safety and welfare facilities to employees through easy

accessible e-HR solutions;

Frame employment policies online;

Provide a network of internal communication;

Consultation and negotiation facilities for employees.

1.10 TYPES OF E-HRM

E-HRM is 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 HRM where organisations can choose to

‘offer’ HR services 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 HRM and transformational HRM.

The first area, operational HRM, concerns the basic HR activities 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. The emphasis here is not

on administering, but on HR tools 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 HRM activities 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 HRM that can be observed in

practice. The operational type of HRM provides the choice between asking employees 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 HRM there 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 workforce through an integrated set of web-based tools that

enables the workforce to develop in line with the company’s strategic choices or to have paper-

based materials. In cases where an organisation 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 HR work, we can speak of e- HRM.

1.11 BENEFITS OF E-HRM

The main benefits of e-HRM are 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 and reduce the need for HR to

undertake data entry of employee records.

Ease of recruitment, selection and assessment: e-Recruitment can be one of HR’s

nightmares. 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-HR systems can streamline the process and reduce errors.

Ease of administering employee records: Whether be it leaves, benefits, personal details,

accident and discipline reports, etc., it is generally accepted that once everyone can

overcome the initial it phobia, HR and employees will experience fewer headaches and

efficiency will rapidly increase.

Reductions to cost, time and labour: Reduced duplication, reduced time spent fixing

errors, reduced labour costs through ESS, reduced or no hard-copy entry. Not only

manpower can be saved, the processing time can also be shortened. With this e-HRM

reaches the prime objective of cost effectiveness.

Access to ESS training enrolment and self development: e-Training can enable

employees to search for and enroll in training programmes 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.

Cost and ESS: ESS reduced the workload of HR department 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 HR department for further

approval which would consume lot of time to be processed. On the other hand, with e-

leave, the employee needs only to log in 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: With ESS, the employee could log in 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.


1.12 LIMITATIONS OF E-HRM

While the Electronic Human Resource Management described earlier has 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.

Computers cannot substitute human being. Human intervention will always 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.

1.13 EVOLUTION OF E-HRM An organisation’s 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 up to 85 percent of total operating expenses. Cost alone would make

human resources a very important element of any firm. However, the skills, knowledge, and

attitudes of any organisation’s employees shape that organisation 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 organisation. Thus, the management of an organisation’s

human resources is critical to the organisation’s 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. 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 HR has 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 up to $US1700 per

employee per year (Khirallah, 2000). It has been further estimated (Wagner, 2002) that HR paper

forms cost $20-$30 to process, telephone based HR forms cost $2-$4 to process but internet

based HR forms cost only 5-10 cents. 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 the increasing 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 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 are investing resources into

supporting human resource management information systems (HRMIS).

A new generation of HR automation, sometimes going under the umbrella of e-HR wants

to transform HR from a lowly cost centre into 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 dismal it market, the total North American market for HR-management

and payroll applications software grew by 5.1% last year.

What makes e-HR a potentially huge leap forward is the way in which the web allows

companies to offer self-service HR applications.

Self-Service applications reduce HR costs by anywhere from 44% to 80%.

Technology is already reshaping the human-resources function, mostly through cost-

cutting.


“People are our most important asset.”

Using information systems to support HR functions is not a new concept but as the focus

of HRM has evolved, so has the IS systems 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 organisation and are considered essential

infrastructure by some of the world’s leading companies.


CHAPTER 2

REVIEW OF LITERATURE

Chapter 2 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 a basis for the proposed 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 HR objectives. Hence, Human Resource Systems are now enterprise-wide

decision support systems. Traditionally, e-HR is considered as automated record keeping

of employees and computerization of their payroll. However, it is now well established

with HR managers with information systems can play a greater role beyond their

administrative role. In fact they are now being able to play even a strategic support role.

Technology not only substitutes manpower, they also substantially 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-HRM has 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 company’s website or the websites of companies that specialize in


online recruiting, such as monster.com or hotjobs.com. Employees from different

geographical locations can all receive the same training over the company’s intranet. It

also can increase the speed with which employees can bring a product to market by

facilitating communications between employees on virtual teams using internet

discussion forums, video and audio-conferencing, and global-scheduling.

As stated by Mark Doughty and Simon Pugh [2000] today, within the HR

software market there are a myriad of HR systems, payroll, training administration, 360

degree feedback, psychological testing and competency software tools-typically operating

in their own software fiefdoms. Evidence suggests that most organisations fail to

recognize that nearly all HR software on the market today is at the foundation level of e-

HR. “very few organisations have reached the strategic level of e-HR.” This involves the

development and deployment of tasks that allow managers, employees and HR to use the

massive amount of data 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, HR is

now wasting money on non-strategic databases. More importantly, the buyers of this

software (i.e. HR) fail to realize that most HR software solutions available today are

based on client server (old) technology. Peoplesoft (v8.1) the world’s number one HR

software 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. HR as a

profession is still struggling to make the impact and earn the respect it deserves, yet HR

and organisations 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 over time

evolving. Alfred J Walker [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 higher


value, and reducing their costs. Many systems have been implemented by cutting HR

staff, 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.

Walker advocates the business process re-engineering the HR function first, then

e-engineering the HR work. He suggests the formation of re-engineering teams of

providers, customers and users to examine the whole range of HR activities 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 processes should then be examined by the re-engineering team and re-designed.

From this redesign comes the picture of a new HR function 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 organisation 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 but not it is

recognized as an investment. The e-HRM can 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

data base 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] quotes e-HR as “the

application of conventional, web and voice technologies to improve HR administration,

transactions and process performance.” It involves using technology to provide HR

services, such as recording and monitoring systems, automating administrative tasks like


recruitment and dissemination information such as HR policies on the internet. As an

enabling tool technology has the capacity to transform the way in which HR is 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 people management.

According to L.M.Prasad [2003] the concept of computerized HRIS is derived

“as an organized method of providing information about human resources, their

functioning, external factors relevant to managing human resources.” Large

organisations generally install e-HR because 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 anytime and anywhere. In a

computerized HRIS various 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 such a change is incorporated in the computer input.

“Changing the existing ways of thinking”: Yeow Chun Fey [2003], states that

changing your employee’s mindset is often one of the main challenges with the

introduction of new processes and systems. Frequently the resistance to change comes

from the fear that the new system will require more effort or responsibility. He recalls

that during an employee briefing session, one employee asked the question:

“So with us entering the application into the new leave system, aren’t we doing

your work?”

To which Yeow responded, “Yes, to some extent you are right, but then under the

manual system, you had to complete your application in hardcopy 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 more value-added assistance to you in other areas.” Typically there is some

resistance to change but generally most employees welcome and appreciate the

convenience and efficiency of the new technology.


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 HR’s ultimate Utopia: “the trend is firmly towards introducing transactional

related services that allow employees to get HR related 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 perform HR, finance and other work-related

administration functions.”

E-appraisal and e-recruitment are two of e-HR’s latest trends, more out of

convenience than pure need: “managing of 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, Wong suggests that any e-HR usually reaps

quick benefits, including a paperless and more efficient working day for many HR

professionals: “as organisations become more e-HR savvy, they are beginning to see the

benefits almost immediately.” The reason 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 troublesome to manage. With e-HR in place,

all these little unseen headaches, like unproductive time spent managing paper, merely

disappear.

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 online and at any time. The information provided by the e-HR process can

be communicated across organisations. 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 HR applications and make changes or enquiries.

In the view of Ketlley P, and Reilly P [2003], technology has only recently

developed in a way that enables e-HR to make its mark, especially the introduction of

corporate intranets and web-enabled HRIS. The nature of the development path, however,

varies considerably from organisation to organisation. Before embarking on e-HR,

organisations 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 HR function 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 gathers pace. This will stretch the capability of staff, not

just in terms of technological facility but also in customer and relationship skills.

The development of e-HR systems is growing, allowing the HR function to

become more strategic. This can most easily be observed by the fact that today employees

tend to ask for advice rather than administrative assistance. This is the reverse of the

situation in the late 90s. Furthermore, the nature of HR departments has changed because

of the development of e-HR. A few years ago businesses tended to have more, but less

qualified HR staff whereas today the reverse applies said Hun Nam Chung [2003]

“ today’s trend is adopting measurement-based management with emphasis on

organisational objectives and performance metrics, e-HR solutions that provide such

features along with best practices should be able to deliver results. Once this HR

infrastructure is put in place, you may embrace virtual work place initiative to support the

increasingly dynamic and mobile workforce”.

According to Perrin [2003] the use of e-HR technologies has for some time

helped HR to perform the more administrative responsibilities of the department.


However, recent research by towers Perrin indicates that most companies, that have

introduced e-HR, have so far limited themselves to just a few basic electronic transactions

(particularly static transactions). Nonetheless, as systems improve, technology advances

and HR itself becomes more accustomed to e-HR – things are starting to change.

Furthermore, many of the obstacles to e-HR are 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

could arise. The business challenge for each company is to find the appropriate e-HR

solution for their company.

According to Garry Dessler [2004], technological applications play an

increasingly important role in HR. Technology improves HR functioning in four main

ways: self service, call centres, productivity improvement and outsourcing. Using

internet the firm’s employees can self-service many of their HR transactions such as

updating personal information and changing benefits allocations. HR internet and data

warehouse provide its managers with desktop access to HR related 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 HRIS proves another example. These days more firms are installing internet and

computer-based systems for improving HR productivity. Technology also makes it easier

to outsource HR activities to specialist service providers by enabling service providers to

have real-time, internet-based access to the employer’s HR database.

Susan Foster, 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

organisations lower administration costs, improve employee communication and

satisfaction, provide real time 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


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 B2E model

enables employees to access the corporate human resource information system 24 hours

a day and 7 days a week.

“e-HR” is often characterized as being purely a technological solution”, states

Martin Reddington, Mark Williamson and Mark Withers [2005], “but where it is

used and implemented effectively it can be a powerful enabler for broader business

change”. In simple words they say e-HR refers 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 HR related 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 organisation’s implementation of a new software package for payroll, or the

posting of company policies on the internet, signals its adoption of e-HR.

Patricia A. K. Fletcher [2005] states that HR has moved from an administrative,

support function to the heart of strategic management and the use of technology is the key

to that transformation. Fletcher argues that businesses have to adopt a ‘Human Capital

Management’ approach to make the most of any organisation’s greatest asset: the skills,

knowledge and experience of its staff. She described how in the 1990s most large

businesses introduced HRIS and that in continuation with re-engineering, this enabled

them to replace antiquated, time-consuming personnel processes with automation.

Fletcher contends that for HR to survive in this brave new world it needs to

“possess a technology do not demonstrate the ability to recommend appropriate

technology and control automated HR processes, organisations will use other people for

these tasks. Fletcher instances the creation in some organisations of chief talent officers

on talent acquisition and retention. These, like some replacements for ‘traditional’ HR


executives may have no direct experience of human resource management at all. Instead

they may have “led a line of business and have had P&L responsibility, understand what

it means to be accountable for delivering business results.”

Watson Wyatt [2006] states that e-HR refers to the broad access to human

resources data, tools and transactions available directly on the web in most work places

today. It describes the “net effect” of the explosion in web technologies and the dramatic

impact this growth has had on the way employees now receive employment-related

information through integrated self service applications. It also includes the variety of

new technologies available that help connect multiple systems, tools and databases, both

“inside and outside organisations”.

E-HR liberates human resources from its administrative shackles 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 HR to eventually process requests for information, and/or swift

people management decisions. Hopefully this will lead to the “extinction” of the old type

of HR practitioner who publicly proclaims the need to outsource HR administration

because it is too complex and arduous to handle in-house.

Jeff Sacht [2007] observes that a dramatic change in the employment law arena is

forcing Human Resources (HR) to transform its own operations, and its strategic role in

contributing to the success of business of all size. Today’s business environment along

with the increasing importance of technology requires smart thinking, quick action and

rapid adaptation to constantly changing conditions. The market place 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 old ways of thinking and doing. Technological

change is a key driver for HR transformation, providing the foundation to support HR’s

growing strategic focus. In particular, web and internet technologies have already given


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 a long way, from

purely handling industrial disputes; it grew into personnel management which matured

into human resource management. Of late, HRM is transforming itself to human capital

management. What is to be underlined is that technology also travels along with the

management of people in organisations. If HR’s 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 HR departments make use of the internet and related

technology is to support their activities, the process becomes e-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. HR professional needs to be aware of and knowledgeable enough to adopt

the new technology for the benefit of his or her business.

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 organisation’s human resources. E-HR also includes a large number of

subsystems that address the information needs of various human resource functions.

Since e-HR also 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 HR decisions, in fact 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.


It is quite startling that every comer you turn, every page you flip and every other

business call you take, some company or some product has become e-enabled. Rob Scott

wonder’s whether the human resources (HR) fraternity had been caught napping, or if it

had in fact pondered and debated this fast-growing reality. There is a fair amount of e-HR

around. If one would separate the HR function into two broad components, namely

transactional and non-transactional activities, then it is easy to envisage the transactional

components being e-enabled.

In most of the non-transactional HR activities, a continum of e-possibilities exists.

The conservative point on the continuum would suggest that no electronic mechanisms

should be used to replace “people” activities, while the radical view on the continuum

would suggest that technology could replace all direct human interaction with the HR

customer. The most public response to this dilemma is that people cannot be removed

from the equation unless you want to create a cold and uninviting work environment. But

this is the same argument used when computer-based training (CBT) was rearing its head

as an alternative to traditional classroom-based training. Screams of horror were heard

from trainers who argued that people could not learn via a computer screen. In reality,

CBT has proven itself a very suitable and cost-effective e-method, and as modern

software development tools emerge.

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

enable more “human” activities to be done via electronic, internet or mobile technologies.

The debate for HR is whether the human interaction role currently played by HR staff

adds any value to the employee, the organisation 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 outsourcing opportunities for organisations, 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.


CHAPTER 3

RESEARCH METHODOLOGY

This chapter explains the research process that is to be followed during the course of the project

study. Now a methodology has to be developed that enables to make a study on e-HRM.

Therefore, it is necessary to design research instrument that can be used to gather data on the

components of the construction of the theoretical framework. The application of these research

instruments within Cognizant Technology Solution India Private Ltd., (CTS) enabled the findings

of the research study. This study makes an attempt to explore the significance of using e-HRM in

an organisation and possible solution that could create awareness among employees of CTS and

make them realize the magnitude of using e-HRM.

3.1 INTRODUCTION

Research is finding out what you don’t already know. Research is to be understood as

original investigation undertaken in order to gain knowledge and understanding using various

methods such as observation, interview, questionnaire or others taking into account the biases,

errors and limitations. Research is an “organized” and “systematic” way of “finding answers to

questions”. Research may be defined as a systematic and a replicable process which identifies

and defines problems, within specified boundaries. Research employs well designed method to

collect the data and analyses the results. It disseminates the findings to contribute to

generalizable knowledge.

Methodology refers to more than a simple set of methods rather it refers to the rationale

and the philosophical assumption that underlie a particular study. Another key usage for

methodology does not refer to research or to the specific analysis techniques. This often refers to

anything and everything that can be encapsulated for a discipline or a series of process, activities

and tasks. Methodology may be defined as “the analysis of the principles of methods, rules and

postulates employed by a discipline”, or “the development of methods to be applied within a

discipline” and “a particular procedure or set of procedures.”


3.2 STATEMENT OF THE RESEARCH PROBLEM

HR research is undertaken to seek answers to a problem faced by the organisation in HRM which

cannot be solved without undertaking research. Therefore in formulating the research the most

important step is to define the problem clearly and specifically. A problem is the gap between the

desired state of affairs and actual state of affairs. Practice based e-HRM started 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, organisations became experienced in using IT for human resource management (HRM).

Although, a little later as within other business functions, IT retailers offered more and more new

solutions for HRM problems. As within other business functions, IT has become an important

tool for supporting the processes of the HR function and the HR function is now closing the gap

in terms of applying new it capabilities to traditional functions. Distributors of the e-HRM

technology promise several advantages an organisation can benefit from when using these

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

of the vendors of e-HRM technology are not achieved and the investments to be made in e-HRM

all high, scientific research can be of value for identifying the reasons for not achieving these

promises. The Cognizant Technology Solutions India Private Ltd., (CTS) is such an organisation

that has made large investments in e-HRM. Sap, Oracle and People Soft enterprise, the e-HRM

solutions of CTS has rendered best services for the company to enter into the age of e-HRM. Two

main approaches for the research into e-HRM can 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 tool or a new strategy for HRM? The primary proposal of any e-HRM

solution is to diminish costs of HR transactions, condense time value and make resources easily

available for utilization, which almost every e-HRM solution promises to give. Therefore a

research framework is designed in order to determine how far these primary designs of the e-

HRM solutions work at an organisation. How well it has established its significance among the

employees of such an organisation which makes use of the e-HRM technology with the

determination of these facts the researcher can come to a conclusion whether e-HRM technology


has achieved the promises made. In order to determine such facts a research framework is

required thus urges the need for the study of e-HRM at CTS.

3.3 SCOPE OF THE STUDY

After reading the literature on e-HRM, we might face some difficulties in defining the scope of e-

HRM. It is therefore very hard to do research into e-HRM now eliminating all the limitations of

e-HRM we get the scope of the study as “determining the impact of e-HRM from employee

perspective.” It is based on three parameters namely, (a) productivity of employees (b) reducing

overhead cost and (c) reduction in time taken to perform any activity. In these days, time and

money value are given prior importance to achieve any goal when these two factors are used

correctly and appropriately it gives an increased productivity in the organisation.

3.4 TITLE OF THE STUDY

A STUDY ON “ELECTRONIC HUMAN RESOURCE MANAGEMENT (E-HRM)” WITH

SPECIAL REFERENCE TO COGNIZANT TECHNOLOGY SOLUTIONS INDIA PRIVATE

LIMITED, CHENNAI.

3.5 OBJECTIVES OF THE STUDY

Primary objective:

The primary objective is to study the impact of e-HRM among the employees of

Cognizant Technology Solutions India Private Ltd.,(CTS) and the employees’ perspective

towards the usage of e-HRM technology at CTS.

Secondary objective:

to determine the effectiveness of the various stages of resource management using e-

HRM technology

to ascertain the usage of compensation strategies through e-HRM solutions

to study the performance strategies used by the e-HRM technology


to make an assessment on the skills management techniques used by the e-HRM solutions

to understand the level of employee relation maintained using the e-HRM technology.

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-HRM in the organisation.

3.7 UNIVERSE OF THE STUDY

All the employees at Cognizant Technology Solutions who are currently making use of

the e-HRM technology are the possible universe of the 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 “convenience” sampling and 60 samples were

drawn.

3.9 PRE-TESTING

A pre-test is conducted to detect the weaknesses in design and instrumentation and to

provide proxy data for selection of a sample. In this study pre-testing is done to determine

effectiveness of the tool of data collection with 10% of the sample size of total population with

which the questions, instruments or procedures are refined.

3.10 TOOLS OF DATA COLLECTION

The tool used for data collection in this study is a self structured questionnaire which

consists of 53 questions measured on 5 point scale and other 6 personal data questions. A

questionnaire is a preformulated written set of questions to which the respondents record their


answers, usually within rather closely defined alternatives. In this study, a questionnaire has

been prepared with the mechanisms provided in the text “Transforming Hr – Creating Value

through People” by Martin Reddington, Mark Williams, and Mark Withers. The questionnaire

was constructed with a view to capture the present working conditions using e-HRM

technology, its efficiency levels, and employee’s satisfaction level. A copy of the questionnaire

has been attached in the appendix.

3.11 SOURCES OF DATA

Primary data: is data collected for the first time. It is original and collected for a specific

purpose, or to solve a specific problem. Some of the methods adopted to collect primary data are

face to face interviews, online survey, telephonic interviews and questionnaires. The method

used here is questionnaire method.

Secondary data: are those which have already been collected by someone else and which have

already been passed through statistical processes. Secondary sources could include previous

research reports, newspaper, magazine and journal content, internet review and government and

NGO statistics. The secondary data collected for this study includes text book reviews, journal

reviews, internet reviews and dissertation review.

3.12 DATA COLLECTION

Data are the facts presented to the researcher from the study’s environment. For the

purpose of the study the investigator used questionnaire method as a tool for data collection. The

investigator circulated 60 numbers of questionnaires to the employees, which was filled and

returned to the investigator.

3.13 STATISTICAL ANALYSIS

Statistical analysis means a critical examination of the assembled and grouped data for

studying the characteristics of the object under study and for determining the patterns of

relationships among the variables relating to it. Both quantitative and non-quantitative methods


are used. 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 PROFILE OF THE ORGANISATION

COGNIZANT TECHNOLOGY SOLUTIONS INDIA PRIVATE LIMITED

In today’s global business environment, a company has only one real advantage over its

competition: people. People make Cognizant Technology Solutions what it is. People drive

scales, develop products, represent our company and safeguard values of integrity and respect

from anyone who would stray from them. Cognizant Technology Solutions employs about 43000

employees across the world, which is headquartered in North America.

Clients experience the power of their vertical organisation by the services provided by them

which follows as:

Advanced Solutions Delivery

Business Process Outsourcing

Business Technology Consulting

Customer Solutions Practice

Data Warehousing & Business Intelligence

Enterprise Resource Planning

Information Security & Privacy

IT Infrastructure Services

Portals and Content Management

Program Management

Software Application Services

Supply Chain Management

Testing Services

Usability Engineering


CLIENT LIST

They partner with organisations whose products and services complement our own service

offerings.

SPIRITSOFT

FUEGO

INFOKALL

ASCENTIAL

FILENET

MCI

INFORMATICA

EDS

PEGASYSTEMS

SIEBEL

DOCUMENTUM

MICROSOFT

RETEK

INFORTE

VERIO

OPEN NETWORK

VITRIA

SAP

SYBASE

INGRES

FORCE

NETEZZA

VIGNETTE

OBLIX

INTERWOVEN

SUN


STAR PARTNER

COMERGENT

CLEARSTORY SYSTEMS

MARK

BOTTOMLINE TECHNOLOGIES

INRULE

ADOBE PARTNER

LOG

3.15 OPERATIONAL DEFINITION

E-HRM may be portrayed as a tool for managing all HR processes using the smooth

progress of electronic devices and information technology (IT), which in turn facilitates rapid

decrease in the work load of people management and also aid to save time and resources.

3.16 RESEARCH EXPERIENCE 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 Cognizant Technology Solutions India Private Ltd., was very

less the work had to be hurried this in turn could have reflected the accuracy of answers

given by the employees.

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 method since 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.


3.17 CHAPTERIZATION

CHAPTER I INTRODUCTION

CHAPTER II REVIEW OF LITERATURE

CHAPTER III RESEARCH METHODOLOGY

CHAPTER IV DATA ANALYSIS AND INTERPRETATION

CHAPTER V FINDINGS, SUGGESTIONS AND CONCLUSION.


CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

Data analysis usually involves reducing accumulated data to a manageable size,

developing summaries, looking for patterns, and applying statistical techniques. In this section

the data collected so far, from company records and using questionnaires, is analyzed in an

attempt to arrive at the various possible reasons. The data has to be processed and analyzed in

accordance with the outline laid down, at the time of developing the research plan. Graphs and

tables have been used to illustrate the data.

TABLE 4.1

RESPONDENT’S AGE

S.N. Age No. of Respondents Percentage

1 20 - 30 47 78.33

2 31 - 40 09 15.00

3 41 - 50 04 06.67

4 51 and above 00 00.00

TOTAL 60 100.00

INFERENCE

The above table depicts that 78.33% of the total respondents belong to the age group of

20 – 30 years, where as 15% belong to the age group of 31 – 40 years and only 6.67% belong to

the age group of 41 – 50 years. It is evident that there were no respondents from the age group 51

and above.


TABLE 4.2

RESPONDENT’S GENDER

S.N. Gender No. of Respondents Percentage

1 Male 37 61.66

2 Female 23 38.34

Total 60 100.00

INFERENCE

The given table describes the distribution of respondent’s gender factor. It is apparent that

61.66% of the total respondents are male and only 38.34% are female.


TABLE 4.3

RESPONDENT’S DEPARTMENT

S.N. Department No. of Respondents Percentage

1 Administration 14 23.33

2 Finance 13 21.67

3 Human Resource Development 16 26.67

4 Customer Support 17 28.33

Total 60 100.00

INFERENCE

From table number 3 it is clear that 28.33% of the total respondents are from the

customer support department, while 26.67% belong to the HRD department, 23.33% belong to

the administration department, and only 21.67% belong to the finance department.


TABLE 4.4

RESPONDENT’S EDUCATIONAL QUALIFICATION

INFERENCE

The above table explains the distribution of the respondents based on their educational

qualification. By and large 53.33% of the respondents hold a post graduate degree, 33.33% are

graduates where as only 13.34% hold a professional degree and it is evident that no respondent

hold a diploma.

S.N. Educational Qualification No. of Respondents Percentage

1 Diploma 00 00.00

2 Graduate 20 33.33

3 Postgraduate 32 53.33

4 Professional 08 13.34

Total 60 100.00


TABLE 4.5

RESPONDENT’S EXPERIENCE WITHIN THE ORGANISATION

S.N. Experience within the Organisation No. of Respondents Percentage

1 Less than one year 15 25.00

2 One to three years 32 53.33

3 Four to five years 10 16.67

4 More than five years 03 05.00

Total 60 100.00

INFERENCE

The given table illustrates the experience of the respondents within the organisation in

years. In particular 53.33% have one to three years of experience, 25% have less than one year

experience, 16.67% have four to five years of experience and only 5% have more than five years

of experience.


TABLE 4.6

RESPONDENT’S VIEW FOR PREPARING JOB DESCRIPTION AND JOB

SPECIFICATION

S.N. Opinion No. of Respondents Percentage

1 Strongly agree 12 20.00

2 Agree 34 56.67

3 Neither agree nor disagree 13 21.66

4 Disagree 01 01.67

5 Strongly disagree 00 00.00

Total 60 100.00

INFERENCE

Table number 6 denotes the distribution of respondents view for preparing job description

and job specification in reduced time and effort. On the whole 56.67% of the total respondents

have agreed to the statement, while 21.66% have neither agreed nor disagreed to this statement,

where as 20% have strongly agreed to the statement and only 1.67% has disagreed. It is obvious

that no respondent have strongly disagreed to the statement.


TABLE 4.7

RESPONDENT’S ATTITUDE TOWARDS MATCHING EMPLOYEE PROFILE



2 Agree 34 56.67


4 Disagree 03 05.00


Total 60 100.00

INFERENCE

The above table analyses the e-recruitment process which operate with the need to match

employee profile. With regard to the table it is clear that 56.67% of the total respondents have

agreed to the statement, though 21.66% have a neutral opinion. However 16.67% have strongly

agreed with the statement and only 5% have disagreed. It is apparent that no respondent have

strongly disagreed to the statement.


TABLE 4.8

RESPONDENT’S OPINION ON EFFECTIVE RECRUITMENT STAGES



2 Agree 22 36.67


4 Disagree 07 11.67


Total 60 100.00

INFERENCE

It is clear from the given table that pre-selection, interviewing and other assessment

activities done via e-HR are effective. Relating to the table it is noticeable that 36.67% have

agreed on its effectiveness, but 33.33% have neither agreed nor disagreed, even as 16.67% have

strongly agreed, 11.67% have disagreed and only 1.66% has strongly disagreed to the statement.


CHART 4.1

RESPONDENT’S OPINION ON EFFECTIVE RECRUITMENT

STAGES

16.67

36.67

33.33

11.67

1.66

0

5

10

15

20

25

30

35

40

NO

. OF

RE

SP

ON

DE

NT

S

Series1 16.67 36.67 33.33 11.67 1.66

Strongly agree

AgreeNeither

agree nor disagree

DisagreeStrongly disagree


TABLE 4.9

RESPONDENT’S REGARD ON EFFICIENT E-INDUCTION MEETINGS



2 Agree 21 35.00


4 Disagree 08 13.34


Total 60 100.00

INFERENCE

The table number 9 shows the efficiency of e-induction meetings and the local induction

requirements determined. In connection with the table it is understandable that 38.33% have a

neutral opinion towards the efficiency level, on the contrary 35% have agreed its efficiency, yet

13.34% have disagreed still 10% have strongly agreed it is efficient and only 3.33% have

strongly disagreed.


TABLE 4.10

RESPONDENT’S IDEA UPON RECRUITMENT CONSISTENT WITH POLIC Y



2 Agree 41 68.33


4 Disagree 02 03.33


Total 60 100.00

INFERENCE

The given table depicts that e-recruitment is done in ways consistent with policy. Overall

68.33% have agreed it is consistent, nevertheless 20% have neither agreed nor disagreed, whilst

8.34% have strongly agreed and only 3.33% have disagreed. It is observable that no respondent

have strongly disagreed to the statement.


CHART 4.2

RESPONDENT’S IDEA UPON RECRUITMENT CONSISTENT

WITH POLICY

20%

68.33%

3.33%

0%

8.34%

Strongly agree

Agree

Neither agreenor disagree

Disagree

Stronglydisagree


TABLE 4.11

RESPONDENT’S PERCEPTION TOWARDS EMPLOYEE’S EFFICIENCY LEV EL



2 Agree 24 40.00


4 Disagree 07 11.67


Total 60 100.00

INFERENCE

The above table describes distribution of respondents’ perception towards employee’s

increased efficiency level through e-induction. Taken as a whole 40% have agreed to the

increase in efficiency, at the same time 30% gave a neutral opinion, where 15% have strongly

agreed although 11.67% have disagreed and only 3.33% have strongly disagreed to the

statement.


CHART 4.3

RESPONDENT’S PERCEPTION TOWARDS EMPLOYEE’S

EFFICIENCY LEVEL

15

40

30

11.67

3.33

0

5

10

15

20

25

30

35

40

45

OPINION

NO

. O

F R

ES

PO

ND

EN

TS

Strongly agree AgreeNeither agree nor disagree DisagreeStrongly disagree


TABLE 4.12

RESPONDENT’S INSIGHT ABOUT EFFECTIVE WAGE AND SALARY

ADMINISTRATION



2 Agree 29 48.34


4 Disagree 02 03.33


Total 60 100.00

INFERENCE

Table number 12 explains effectiveness of wage and salary administration. With respect

to the table it is apparent that 48.34% have agreed it is effective, in contrast 35% neither agree

nor disagree, on the other hand 11.67% have strongly agreed, while 3.33% have disagreed and

only 1.66% have strongly disagreed.


CHART 4.4

RESPONDENT’S INSIGHT ABOUT EFFECTIVE WAGE AND

SALARY ADMINISTRATION

Agree

Neither agree nordisagree

Disagree

Stronglydisagree

Stronglyagree


TABLE 4.13

RESPONDENT’S RESPONSE ON CLEARLY DEFINED PAY STRUCTURE



2 Agree 29 48.34


4 Disagree 06 10.00


Total 60 100.00

INFERENCE

The above table illustrates the distribution of respondents’ opinion on clearly defined pay

structure. On the whole 48.34% have agreed that the pay structure is clearly defined in e-HRM

and 25% have strongly agreed, on the contrary 16.66% gave a neutral opinion, although 10%

have disagreed. It is traceable that no respondent have strongly disagreed to the statement.


TABLE 4.14

RESPONDENT’S VIEW TOWARDS FACTORS AFFECTING PAYROLL SYSTEM



2 Agree 38 63.34


4 Disagree 01 01.66


Total 60 100.00

INFERENCE

The given table denotes that certain factors recorded online such as employee reporting,

absence, vacation, sickness etc, affect the payroll system. With regard to the table it is evident

that 63.34% have agreed to the statement, where as 21.66% have strongly agreed though 13.34%

have a neutral idea, 1.66% have disagreed with the statement. It is visible that no respondent

have strongly disagreed to the statement.


TABLE 4.15

RESPONDENT’S OPINION FOR INCENTIVES AND COMMISSIONS ONLI NE



2 Agree 30 50.00


4 Disagree 07 11.67


Total 60 100.00

INFERENCE

Table number 15 analyses the compensation framework that allows employees to calculate their

incentives and commissions online. Relating to the table it is observable that 50% have agreed to

the statement, however 23.33% gave a neutral opinion for which 11.67% strongly agree, equally

another 11.67% disagree to it and 3.33% have strongly disagreed.


TABLE 4.16

RESPONDENT’S ATTITUDE TOWARDS E-PERFORMANCE RELATED PA Y



2 Agree 27 45.00


4 Disagree 07 11.67


Total 60 100.00

INFERENCE

It is clear from the above table how the assessment of employee performance online helps

to calculate performance related pay. In connection with the table it is visible that 45% agreed,

nevertheless 23.33% neither agreed nor disagreed, still 15% have strongly agreed yet 11.67%

have disagreed and 5% have strongly disagreed with the statement.


TABLE 4.17

RESPONDENT’S RESPONSE TO ORGANISATIONAL VALUES AND CULTU RE



2 Agree 37 61.66


4 Disagree 05 08.34


Total 60 100.00

INFERENCE

The given table shows how e-HRM participates in realizing organisational values and

culture changes made within the organisation. Overall 61.66% have agreed to it, whilst 15%

gave a neutral opinion on the contrary another 15% have strongly agreed, only 8.34% have

disagreed. It is apparent that no respondent have strongly disagreed to the statement.


CHART 4.5

RESPONDENT’S RESPONSE TO ORGANISATIONAL VALUES

AND CULTURE

15

0

8.34

15

61.66

0 10 20 30 40 50 60 70

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree

OP

INIO

N

NO. OF RESPONDENTSSeries1 15 61.66 15 8.34 0

Strongly agree

AgreeNeither agree

nor

Disagree

Strongly disagre

e


TABLE 4.18

RESPONDENT’S IDEA UPON WRITING ROLE DEFINITIONS



2 Agree 33 55.00


4 Disagree 05 08.34


Total 60 100.00

INFERENCE

Table number 18 describes the responsibility of e-HRM for writing role definitions.

Taken as a whole 55% have agreed to the statement, at the same time 23.33% neither agreed nor

disagreed, where 11.67% have strongly agreed, on the other hand 8.34% have disagreed and only

1.66% has strongly disagreed.


TABLE 4.19

RESPONDENT’S PERCEPTION ON BUILDING HIGH LEVEL PERFORMING

TEAMS



2 Agree 26 43.34


4 Disagree 08 13.33


TOTAL 60 100.00

INFERENCE

The above table depicts the ability of e-HRM to select and build high level performing

teams. With respect to the table it is traceable that 43.34% have agreed, in contrast 30% have

given a neutral opinion,13.33% have disagreed also another 13.33% have strongly agreed to the

statement. It is noticeable that no respondent have strongly disagreed to the statement.


TABLE 4.20

RESPONDENT’S INSIGHT TOWARDS ORGANISATIONAL PERFORMANCES



2 Agree 25 41.67


4 Disagree 08 13.33


Total 60 100.00

INFERENCE

From the given table it is clear the long term HR policies applied by e-HRM to improve

organisational performances. In particular 41.67% have agreed, where as 33.33% have neither

agreed nor disagreed, though 13.33% have disagreed only 11.67% have strongly agreed. It is

clear that no respondent have strongly disagreed to the statement.


CHART 4.6

RESPONDENT’S INSIGHT TOWARDS ORGANISATIONAL

PERFORMANCES

11.67

41.67

33.33

13.33

00

5

10

15

20

25

30

35

40

45

OPINION

NO

. OF

RE

SP

ON

DE

NT

S

Series1 11.67 41.67 33.33 13.33 0

Strongly agree

AgreeNeither

agree nor disagree

DisagreeStrongly disagree


TABLE 4.21

RESPONDENT’S VIEW ON NURTURING TALENTS



2 Agree 27 45.00


4 Disagree 08 13.34


Total 60 100.00

INFERENCE

Table number 21 illustrates the ability of e-HRM to identify and nurture individual

talents which helps to raise their performance. On the whole 45% have agreed, however 25%

have a neutral idea, yet 15% have strongly agreed even as 13.34% have disagreed; only 1.66%



TABLE 4.22

RESPONDENT’S OPINION ON UP-TO-DATE KNOWLEDGE AND SKILL



2 Agree 33 55.00


4 Disagree 01 01.67


Total 60 100.00

INFERENCE

The given table explains how e-learning enables employees to keep their knowledge and

skills up to date. With regard to the table it is obvious that 55% have agreed to the statement, on

the contrary 28.33% have neither agreed nor disagreed, but still 15% strongly agreed and only

1.67% strongly disagreed with the statement. It is understandable that no respondent have



CHART 4.7

RESPONDENT’S OPINION ON UP-TO-DATE KNOWLEDGE

AND SKILL

15

55

28.33

01.670

10

20

30

40

50

60

OPINION

NO

. O

F R

ES

PO

ND

EN

TS

Series1 15 55 28.33 1.67 0

Strongly agree

AgreeNeither

agree nor Disagree

Strongly disagree


TABLE 4.23

RESPONDENT’S ATTITUDE TOWARDS EFFECTIVE SELF SERVICE E-LE ARNING



2 Agree 30 50.00


4 Disagree 03 05.00


Total 60 100.00

INFERENCE

The above table denotes the efficiency and effectiveness of self service e-learning

opportunities. Relating to the table it is clear that 50% have agreed to the statement, nevertheless

23.33% gave a neutral opinion, whilst 21.67% have strongly agreed and only 5% have disagreed

to it. It is comprehensible that no respondent have strongly disagreed to the statement.


TABLE 4.24

RESPONDENT’S REGARD ON EFFECTIVE E-PERFORMANCE APPRAISA L

METHODS



2 Agree 28 46.66


4 Disagree 04 06.67


Total 60 100.00

INFERENCE

Table number 24 depicts the effectiveness of performance appraisal evaluation methods

followed by e-HR. In connection with the table it is noticeable that 46.66% have agreed and 25%

have strongly agreed, although 21.67% neither agreed nor disagreed, 6.67% have absolutely

disagreed. It is evident that no respondent have strongly disagreed to the statement.


TABLE 4.25

RESPONDENT’S RESPONSE TO CHANGES IN LEADERSHIP DEVELOPMENT



2 Agree 27 45.00


4 Disagree 07 11.67


Total 60 100.00

INFERENCE

The given table describes the e-learning strategies to bring effective changes in leadership

development. Overall 45% have agreed, on the other hand 31.66% are neutral viewers. Where

11.67% have disagreed likewise another 11.67% has strongly agreed. It is traceable that no

respondent have strongly disagreed to the statement.


TABLE 4.26

RESPONDENT’S IDEA FOR EMPLOYEE CAREER PLANNING AND

DEVELOPMENT



2 Agree 30 50.00


4 Disagree 06 10.00


Total 60 100.00

INFERENCE

It is clear from the given above table the opportunities provided for employees career

planning and development. Taken as a whole 50% have agreed to the statement, while 30% have

neither agreed nor disagreed,10% have disagreed similarly another 10% have strongly agreed. It

is comprehensible that no respondent have strongly disagreed to the statement.


CHART 4.8

RESPONDENT’S IDEA FOR EMPLOYEE CAREER PLANNING

AND DEVELOPMENT

10%

50%

30%

10% 0%

Strongly agree AgreeNeither agree nor disagree Disagree

Strongly disagree


TABLE 4.27

RESPONDENT’S PERCEPTION TO COMMUNICATION AND CONSULTATI ON

ACTIVITIES



2 Agree 36 60.00


4 Disagree 07 11.67


Total 60 100.00

INFERENCE

The above table explains the system that makes opportunities for employees to participate

in communication and consultation activities. With respect to the table it is clear that 60% have

agreed and 18.33% have strongly agreed, where as 11.67% have disagreed, exactly 8.34% have

given a neutral opinion however 1.66% has strongly disagreed to it.


TABLE 4.28

RESPONDENT’S INSIGHT TOWARDS GRIEVANCE AND DISCIPLINARY AC TION



2 Agree 32 53.33


4 Disagree 04 06.67


Total 60 100.00

INFERENCE

The given table illustrates the grievance, disciplinary and poor performance issues

followed by e-HR. Out of the total respondents 53.33% have agreed to the statement though

28.33% neither agreed nor disagreed, yet 11.67% have strongly agreed whilst 6.67% have

disagreed. It is visible that no respondent have strongly disagreed to the statement.


TABLE 4.29

RESPONDENT’S VIEW ON DETERMINING JOB SATISFACTION



2 Agree 25 41.67


4 Disagree 07 11.67


Total 60 100.00

INFERENCE

Table number 29 denotes the evaluation of job satisfaction level of employees. In

particular 41.67% have agreed, on the contrary 23.33% have neither agreed nor disagreed, have

still 15% strongly agreed even as 11.67% have disagreed and only 8.33% strongly disagreed.


TABLE 4.30

RESPONDENT’S OPINION FOR CONSULTATION AND NEGOTIATION



2 Agree 26 43.33


4 Disagree 09 15.00


Total 60 100.00

INFERENCE

The above table shows the opportunities provided for employees to consult and negotiate

using e-HRM technology. By and large 43.33% have agreed in contrast 26.67% are neutral

viewers as well as 15% have disagreed to the statement, but 13.34% have strongly agreed

however 1.66% has strongly disagreed.


TABLE 4.31

RESPONDENT’S ATTITUDE TOWARDS WELFARE MEASURES



2 Agree 36 60.00


4 Disagree 05 08.34


Total 60 100.00

INFERENCE

The given table analyses the safety, counseling and welfare support provided to

employees through e-HR. Largely 60% have agreed nevertheless 23.33% have neither agreed nor

disagreed. Exactly 8.34% have disagreed although 6.67% have strongly agreed and on the other

hand 1.66% has strongly disagreed.


TABLE 4.32

RESPONDENT’S REGARD TO PROMOTION OF EMPLOYMENT BRAND



2 Agree 37 61.66


4 Disagree 04 06.67


Total 60 100.00

INFERENCE

It is clear from table number 32 how e-HRM makes attempt to represent company and

promote the employment brand. On the whole 61.66% have agreed, only 21.67% neither agreed

nor disagreed at the same time 8.34% strongly agreed though 6.67% disagreed and only 1.66%

strongly disagreed.


TABLE 4.33

RESPONDENT’S IDEA FOR PARTICIPATION IN MANAGEMENT DECISI ON



2 Agree 29 48.33


4 Disagree 08 13.34


Total 60 100.00

INFERENCE

The above table describes how e-HR allows the workers to participate in the management

decision. With regard to the table it is understandable that 48.33% of the total respondents agreed

while 28.33% neither agreed nor disagreed. Out of which 13.34% have disagreed, 6.67% have

strongly agreed and only 3.33% have strongly disagreed.


TABLE 4.34

RESPONDENT’S INSIGHT ON CLEAR AND UNDERSTANDABLE E-HRM



2 Agree 32 53.33


4 Disagree 03 05.00


Total 60 100.00

INFERENCE

The given table illustrates how clear and understandable is e-HRM to work with. Relating

to the table it is apparent that 53.33% have agreed where as 23.33% gave a neutral view, yet

16.67% strongly agreed, 5% have disagreed and only 1.66% has strongly disagreed.


TABLE 4.35

RESPONDENT’S ATTITUDE TO INCREASED QUALITY OF HR SUPPORT



2 Agree 31 51.67


4 Disagree 06 10.00


Total 60 100.00

INFERENCE

Table number 35 explains how e-HR has improved the total quality of HR support to

employees. In connection with the table it is traceable that 51.67% have agreed the quality has

improved. On the contrary 23.33% neither agreed nor disagreed, even as 15% have strongly

agreed, 10% have disagreed to the concept. It is understandable that no respondents have

strongly disagreed.


CHART 4.9

RESPONDENT’S ATTITUDE TO INCREASED QUALITY OF

HR SUPPORT

15

51.67

23.33

10

00

10

20

30

40

50

60

NO

. OF

RE

SP

ON

DE

NT

S

Series1 15 51.67 23.33 10 0

Strongly agree

AgreeNeither

agree nor Disagree

Strongly disagree


TABLE 4.36

RESPONDENT’S REGARD FOR EFFICIENCY OF ADMINISTRATION AND

INCREASED PRODUCTIVITY



2 Agree 35 58.34


4 Disagree 02 03.33


Total 60 100.00

INFERENCE

The above table depicts the efficiency of administration and increased productivity using

e-HR. Taken as a whole 58.34% has agreed that e-HRM has increased efficiency and

productivity. In contrast 25% neither agree nor disagree, but 13.33% strongly agreed to the

statement, however 3.33% disagreed. It is obvious that no respondent have strongly disagreed.


CHART 4.10

RESPONDENT’S REGARD FOR EFFICIENCY OF

ADMINISTRATION AND INCREASED PRODUCTIVITY

58.34%

25%

13.33%0%

3.33%Stronglyagree

Agree

Neither agreenor disagree

Disagree

Stronglydisagree


TABLE 4.37

RESPONDENT’S OPINION ON REDUCTION OF TIME AND OVERHEAD COST S



2 Agree 38 63.34


4 Disagree 01 01.66


Total 60 100.00

INFERENCE

The given table analyses the ability of e-HRM to reduce time and overhead costs. With

respect to the table it is evident that 63.34% have agreed its reduction in time and cost. At the

same time 16.67% have neither agreed nor disagreed, as well another 16.67% have strongly

agreed. Still 1.66% have disagreed in addition another 1.66% have strongly disagreed.


CHART 4.11

RESPONDENT’S OPINION ON REDUCTION OF TIME AND

OVERHEAD COSTS

16.67

63.34

16.67

1.66 1.660

10

20

30

40

50

60

70

OPINION

NO

. O

F R

ES

PO

ND

EN

TS

Series1 16.67 63.34 16.67 1.66 1.66

Strongly agree

AgreeNeither

agree nor Disagree

Strongly disagree


TABLE 4.38

RESPONDENT’S VIEW ON INVESTMENT IN CURRENT SYSTEM



2 Agree 33 55.00


4 Disagree 03 05.00


Total 60 100.00

INFERENCE

It is clear from table number 38 whether e-HRM allows your company to leverage your

investment in current systems. Overall 55% have agreed even as 23.34% have a neutral idea.

Though 15% strongly agreed to it, 5% disagreed and only 1.66% strongly disagreed to the

statement.


TABLE 4.39

RESPONDENT’S PERCEPTION TOWARDS EASY HANDLING OF E-HRM



2 Agree 42 70.00


4 Disagree 04 06.66


Total 60 100.00

INFERENCE

The above table denotes the policies formulated for credible, comprehend and user

friendly handling of e-HRM. In particular 70% of total respondents have agreed. On the other

hand 15% have neither agreed nor disagreed. While 8.34% have strongly agreed, only 6.66%

have disagreed to the concept. It is visible that no respondents have strongly disagreed.


TABLE 4.40

RESPONDENT’S INSIGHT TOWARDS REDUCED WORKLOAD OF PEOPLE

MANAGEMENT



2 Agree 37 61.66


4 Disagree 05 08.34


Total 60 100.00

INFERENCE

The given table shows how e-HR works towards forecasting HR needs and reducing the

workload of people management. Out of the total respondents 61.66% have agreed to the

statement, where as 20% are neutral viewers, although 10% strongly agreed, only 8.34% have

disagreed to the statement. It is apparent that no respondent have strongly disagreed to the

statement.


CHART 4.12

RESPONDENT’S INSIGHT TOWARDS REDUCED

WORKLOAD OF PEOPLE MANAGEMENT

10

61.66

20

8.34

00

10

20

30

40

50

60

70

OPINION

NO

. O

F R

ES

PO

ND

EN

TS

Strongly agree 10

Agree 61.66

Neither agree nordisagree

20

Disagree 8.34

Strongly disagree 0

1


CHAPTER 5

MAJOR FINDINGS, SUGGESTIONS AND CONCLUSION

5.1 MAJOR FINDINGS

This chapter elaborates on the findings of the application of some of the research

instruments developed for the study of e-HRM at Cognizant Technology Solutions India

Private Ltd. It is aimed to give some first insight of the respondents to the questions used

for this research purpose.

High majority (78.33%) of the total number of respondents are youth since they belong to

the age group of 20 - 30 years.

Majority (61.66%) of the respondents are male in the organisation. Above one fourth

(28.33%) of the population belong to the customer support department.

More than half (53.33%) of the respondents have a post graduate degree

More than half (53.33%) of the population have one to three years of experience within

the company.

Almost three fifth (56.67%) of the respondents feel that e-HR technology has reduced the

time and effort in preparing job description and job specification.

Nearly three fifths (56.67%) of the total respondents agree that e-recruitment process

operate with the need to match employee profile.

Above one third (36.67%) of the respondents state that the pre-selection stage,

interviewing and other assessment activities done via e-HR process are effective.

Closely two fifths (38.33%) of the total respondents have a neutral opinion on the

efficiency of e-induction meetings.

High majority (68.33%) of the respondents felt that e-recruitment process, recruit staff in

ways consistent with policy.

Accurately two fifth (40%) of the respondents opinion is that use of e-induction has

increased the efficiency level of the employees.


Almost half (48.34%) of the respondents have rated that wage and salary administration

has proved effective in e-HR technology.

Nearly half (48.34%) of the respondents have accepted that the pay structure has been

clearly defined in the e-HRM.

High majority (63.34%) of the respondents have said that recording of employee

reporting, absence, vacation, sickness etc via e-HR affect the payroll system.

Accurately half (50%) of the respondents believe that e-HRM allows calculation of

incentives and commissions online.

More than two fifth (45%) of the respondents feel that assessment of employee

performance online help to calculate performance related pay.

Majority (61.66%) of the respondents agree that e-HR technology participates in realizing

organisational values and culture.

Above half (55%) of the respondents state that e-HR process has been responsible for

writing role definitions.

Above one third (43.34%) of the respondents have felt that e-HRM has been able to select

and build high level performing tams.

More than one third (41.67%) of the respondents opinion is that e-HRM applies long term

HR policies to improve organisational performances..

More than two fifth (45%) of the respondents have accepted that e-HR process enables to

identify and nurture individual talents and help to raise their performances.

Above half (55%) of the respondents have stated that e-learning support employees to

keep their knowledge and skills up to date.

Accurately half (50%) of the respondents have rated that self service e-learning

opportunities have proved effective and efficient.

Above one third (46.66%) of the total respondents have said that e-performance appraisal

methods are effective.

More than two fifth (45%) of the respondents believe that e-learning strategies have

brought effective changes in leadership development.

Accurately half (50%) of the respondents feel that e-HRM provides sufficient

opportunities for employees career planning and development.


Majority (60%) of the respondents agree that e-HR technology makes opportunity for

employees to participate in communication and consultation activities.

Above two fourth (53.33%) of the respondents state that e-HRM understand and follow

grievance, disciplinary and poor performance issues.

Above two fifth (41.67%) of the respondents have felt that e-HR process evaluates the job

satisfaction level of every employee in the organisation.

Above one third (43.33%) of the respondents have accepted that e-HR technology

provides consultation and negotiation practices.

Majority (60%) of the respondents have stated that e-HR provides high standards of

safety, counseling and welfare support to employees.

Majority (61.66%) of the respondents have rated that e-HR process makes attempt to

represent company and promote employment brand.

Closely half (48.33%) of the respondents believe that e-HR process allows the workers to

participate in the management decision.

More than half (53.33%) of the respondents feel that working with e-HRM is clear and

understandable.

Above two fourth (51.67%) of the respondents agree that e-HR has improved the total

quality of HR support to employees.

Majority (58.34%) of the respondents state that e-HR has improved the efficiency of

administration and increased productivity.

High majority (63.34%) of the respondents have said that e-HRM has been able to reduce

time and over head costs.

Above half (55%) of the respondents have felt that e-HRM allows the company to

leverage investment in current systems.

High majority (70%) of the respondents believe that policies under e-HR are easy to

comprehend, credible and user friendly.

High majority (61.66%) of the respondents have stated that e-HRM works towards

forecasting HR needs and reducing the workload of people management.


5.2 SUGGESTIONS

The e-HR technology should be modified as to increase efficiency of conducting e-

induction meetings via web technology in order to bring in high efficiency level of

employees.

The pay structure defined currently is insufficient, therefore the HR department can give

in more break ups or a more detailed description of what is being currently given.

The HR department has to given in a description on how assessment of the employee

performance is made online in order to realize the payments calculated online.

E-HRM still has to be responsible to build high level performing teams. In that case the

HR department can conduct more reviews and training in order to pick out high

performing teams.

E-HR can also improve organisational performance through reframing the HR policies

according to the preferences of the employees.

HR department has to implement policies that serve to benefit for all the employees in

order to plan and develop their career.

The HR department has to bring in more options under e-HR technology for employees to

enroll for flexible benefit administration.

The HR department can often make use of chat rooms, fairs, networking etc for recruiting

in order to make them effective in the organisation.

The HR department has to give in a detailed employment contract offer online in order to

make it clear for employees.

The HR department should record and maintain all incoming applications online in order

to make the applicant tracking system easily accessible.

The department has to take into consideration that the transformation of HR has to be

client focused and a responsive function that it gives immediate response even to the

clientele.

The HR department should also give preferences to policies that change the nature of

relationship with the employees and managers.


5.3 CONCLUSION

The transformation of HR has a range of facets which have been posed out in the study at

Cognizant Technology Solutions India Private Ltd., expose the main themes of cost, the relative

capabilities of self-service, shared services, outsourcing and crucially, the quality of the people in

HR function. From the study we can understand that most of the human resources functions of

Cognizant Technology Solutions India Private Ltd., has been automated and the employees are

quite comfortable using these functions through web based technology. It also shows the amount

of interest people within the company show towards the function and the effort put forth in order

to learn how to perform these functions.

It is also evident that the system followed at Cognizant Technology Solutions India

Private Ltd., is quite effective and user friendly. Thus it is advisable to other organisations also

to use e-HRM technology, as the software solutions promises to give a trouble-less system and

inexpensive technology though in fact the level of this promise is made up only to a certain

extent. But the software solution keeps up the promise to provide a useful, efficient and

increased performance through this e-HRM technology inspite of all barriers it has to face.

Perhaps the ultimate determinant of the success of HR will be its own ability to source and

develop human talent with the capability to share and lead HR into a pre-eminent position within

the business, where its own value is then truly perceived to be creating value through people.


BIBLIOGRAPHY

BOOKS REVIEW

Alfred J. Walker, Web-Based Human Resources: The Technologies and Trends That Are

Transforming HR, Published By Tata Mcgraw Hill [2001].

Amstrong G., Differentiation Through People: How Can HR Move Beyond Business

Partner [2005].

Aswathappa K. Human Resource Management, Published By Tata Mcgraw Hill, Fifth

Edition.

Biswajeet Pattanayak, Human Resources Management, Published By Prentice – Hall of

India Private Limited [2005].

Biswanth Ghosh, Human Resource Management Published By Vikas Publishing, [2002].

Garry Dessler, Human Resource Management, Florida International University, [2004].

Gupta A.K, Management Information Systems Published By Sultan Chand and Sons.

Michael Armstrong, A Handbook Of Human Resource Management Practice, [2003].

Martin Reddington, Mark Williamson And Mark Withers, Transforming HR: Creating

Value Through People, Published By Elsevier, [2005].

Patricia A.K.Fletcher, The Brave New World Of E-HR: Human Resources In The Digital

Age, Published By Wiley, [2005].

Prasad L. M, Human Resource Management, Published By Sultan Chand and Sons,

[2003].

Snell A.S., Pedigo P.R. And G.M.Krawiec, Hand Book Of Human Resource

Management, Published By Blackwell Publishers, [1996].

JOURNAL REVIEW

Hempel P.S., Preparing the HR Profession for Technology and Information Work,

Human Resource Management Review, Vol. 43, No. 2/3, Pg 163-167,[2004].

Kane B.J. Crawford And D.Grant, Barriers To Effective HRM, Interational Journal Of

Manpower, Vol.20, No.8, Pg. 494-515, [1999].

Kettley, P. and Reilly, P. e-HR: An Introduction, IES Report 398, [2003]


Lepak D and S.A.Snell Virtual HR: Strategic Human Resource Management In The 21st

Century, Human Resource Management Review, Vol. 8, No. 3, Pg 215-234, [1998].

Ruel H, T.Bondarouk and J.K.Looise, E-HRM: Innovation Or Irritation: An Explorative

Empirical Study In Five Large Companies On Web-Based HRM, Management Review,

Vol 15, No.3, Pg 364-380, [2004].

E-REVIEW

Ernst Biesalski, Knowledge Management And E-Human Resource Management, [1991],

Http//Www.Wikipedia.Org-Human Resource Management Systems//

Hawking P., Stein A., Victoria A, And S. Foster, E-HR And Employee Self Service: A

Case Study Of A Victorian Public Sector Organisation, [2004], Www.Google.Com

Jeff Sacht, An Electronic Human Resource Strategy Is Attainable By Small And Medium

Sized Business, [2007], Www.Google.Com

Mark Doughty, The Role Of E-HR And Organisation, [2000], Www.Brite-HR.Com

Watsonwyatt, E-HR: Getting Results Along The Journey – 2002 Survey Report, [2006],

Http://Www.Watsonwyatt.Com/Research/


A STUDY ON ELECTRONIC HUMAN RESOURCE MANAGEMENT {E -

HRM} WITH SPECIAL REFERENCE TO COGNIZANT TECHNOLOGY

SOLUTIONS INDIA PRIVATE LIMITED, CHENNAI

Dear Respondent, This questionnaire is part of an academic study being carried out in partial fulfillment of an

MSW degree in Hindusthan College of Arts and Science, Coimbatore. Please take a few minutes

to complete this survey. Your responses will be strictly confidential and data from the survey

will be reported only in the aggregate. Your information will be coded and remain strictly

confidential. Thank you very much for your time and support.

PERSONAL DATA

1. Name of the Respondent: 2. Age: 20 - 30 31 - 40 41 - 50 51 And Above 3. Gender:

Male Female 4. Department:

Administration Finance

HRD Customer Support 5. Educational Qualification:

Diploma Graduate Postgraduate Professional


6. Years of Service in Present Organisation: Less Than One Year One To Three Years Four To Five Years More Than Five Years

RESEARCH QUESTIONNAIRE

Please indicate the extent to which you agree or disagree with the following statements.

A-Strongly Agree B-Agree C-Neither Agree nor Disagree D-Disagree E-Strongly Disagree

RESOURCE MANAGEMENT S N

STATEMENTS A B C D E

1 The e- HR technology has reduced the time and effort in preparing the job description and job specification.

2 The e-recruitment process operates with the need to match employee profile with positions vacant in the organisation.

3 The pre-selection stage, interviewing and other assessment activities done via e-HR process are effective.

4 The e-recruitment process has implemented recruitment through chat rooms, fairs, networking etc.

5 The induction meetings held by the e-HR technology are efficient and also determines local induction requirements.

6 The e-recruitment process, recruit staff in ways consistent with policy. 7 The e-HR technology has clearly defined the automated employment

contract offer.

8 The e-HRM makes initiatives to identify the recruitment need and arrive at the recruitment decision.

9 The use of e-induction has increased the efficiency level of the employees.

10 The candidate application maintained and recorded online has made the applicant tracking system easily accessible.

COMPENSATION AND REWARDS 11 The wage and salary administration has proved effective in the e-HR

technology.

12 The pay cheques reach at time to the employees after implementing e-HR process.


13 The pay structure has been clearly defined in the e-HRM. 14 The recording of employee absence, vacation, sickness etc via e-HR

technology affects the pay roll system.

15 The e-HR process has made provisions for employees to enroll for flexible benefit administration.

16 The compensation frame work implemented by the e- HRM allows you to calculate incentives and commissions for the employees online.

17 The assessment of employee performance online help to calculate performance related pay.

PERFORMANCE MANAGEMENT 18 The e-HR technology participates in realizing organisational values

and culture changes made within the organisation.

19 The e-HR process has been responsible enough for writing role definitions.

20 The e-HRM has been able to select and build high level performing teams.

21 The e-performance management work to shape the personnel’s long term development plan.

22 E-performance management motivates personnel and makes them feel part of the organisation.

23 E- HR technology applies long term HR policies to improve organisational performances.

24 The e-HR process enables to identify and nurture individual talents and help to raise their performance.

TRAINING AND DEVELOPMENT 25 E-learning support employees to keep their knowledge and skills up

to date.

26 The self service e-learning opportunities have proved effective and

efficient.

27 Performance appraisal evaluation methods followed by the e- HR technology are effective.

28 The e-learning strategies have brought effective change in leadership development.

29 E-HRM provides sufficient opportunities for employees career planning and development.

30 Training through e- HRM recommend people for promotion and individual compensation awards.

31 The employees have been provided with necessary resources and sufficient training to be able to use e- HR technology.

32 E-learning has embedded throughout the organisation. EMPLOYEE RELATIONS

33 The intranet delivered communication system makes opportunity for employees to participate in communication and consultation activities.

34 E-HR process is a flexible system that will meet the needs of all


employees who have access to it. 35 The communication about e-HR has been informative and useful. 36 The e-HRM understands and follow grievance, disciplinary and poor

performance issues in a timely and compliant manner.

37 The e-HR process evaluates the job satisfaction level of every employee in the organisation.

38 The e-HR technology provides consultation and negotiation on proposed changes to working practices.

39 The e-HRM increases employee commitment with the organisation. 40 The e-HR process ensures compliance with policy and procedures. 41 The e-HR technology provides for high standards of safety,

counseling and welfare support to employees.

42 The e-HR makes attempt to represent company and promote the employment brand.

43 The e-HR process allows the workers to participate in the management decision.

44 The e-HRM manage in a fair way, without reference to race, gender, disability etc.

GENERAL 45 Working with e-HRM is clear and understandable. 46 The e-HRM has clearly defined the system of self – service update of

personal details.

47 The implementation of e-HR has improved the total quality of HR support to employees.

48 The implementation of e-HR has improved the efficiency of administration and increased productivity.

49 It is easy to obtain management information from e-HR and the data held within e-HR are accurate.

50 The e-HRM has been able to reduce time and overhead costs. 51 The e-HRM process allows your company to leverage your

investment in current systems.

52 Policies formulated under e-HR technology are easy to comprehend, credible and are user friendly.

53 The e-HRM works towards forecasting hr needs and reducing the workload of people management.

Documents

E- HRM